scholarly journals Routine Change and Transformational Change Management as Determinants of Teachers’ Commitment in Secondary Schools in Calabar Education Zone, Nigeria

2020 ◽  
Vol 8 (7) ◽  
pp. 44-56
Keyword(s):  
Secondary Schools ◽  
Change Management ◽  
Transformational Change

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

Transformational change in the local state? Enacting e-government in English local authorities

2006 ◽  
Vol 12 (3) ◽  
pp. 195-208 ◽  
Author(s):  
Ian McLoughlin ◽  
James Cornford
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Major Change ◽  
Theory And Practice ◽  
Management Theory ◽  
Public Agencies ◽  
Conventional Models ◽  
Management Challenge ◽  
Significant Opportunity

ABSTRACTE-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.

scholarly journals Leading the Change with Six Images of a Change Leader

2018 ◽  
Vol 2 (2) ◽  
pp. 18-23
Author(s):  
Mojibola Bamidele-Sadiq
Keyword(s):  
Change Management ◽  
Effective Leadership ◽  
Transformational Change ◽  
Management Process ◽  
Continuous Norm ◽  
Left Behind ◽  
Effective Leaders ◽  
Change Leader ◽  
The World ◽  
Successful Change

Change is constant, and it is a continuous norm. It has even been said that, “to refuse to change is to be left behind” (anonymous). While difficult, this is still something that both individuals and organizations must cope with. The world is constantly changing, which explains why individuals and organizations that are open to change continue to survive. Many researchers have argued that an organization may only achieve a successful change when there is effective leadership. Effective leaders are those who understand when to change and how much to change. The purpose of this paper is to reiterate the importance of leadership in implementing a successful and transformational change in an organization. It will further explore a body of literature that supports and identifies roles leaders take on in the change management process.

Defence Acquisition

2017 ◽  
pp. 150-166
Author(s):  
Derrick J Neal
Keyword(s):  
Change Management ◽  
Transformational Change ◽  
Fundamental Change ◽  
Disruptive Technologies ◽  
Professional Organisation ◽  
The Future ◽  
Mind Set ◽  
The Uk ◽  
The Impact ◽  
The Way

Through the lenses of Strategy and Change management academic theory this chapter presents a view of the evolution of defence acquisition using the UK Ministry of Defence (MOD) as the vehicle and assesses the impact of disruptive technologies. The chapter proposes a number of changes that need to be embraced by the defence acquisition community if it is to be able to meet the needs of the nation now and in the future. The chapter concludes that the UK MOD must accept that the old model is now flawed and that in order to bring about the necessary changes a shift in mind-set is a sine qua non and that this change will take time. The envisaged way forward with a fundamental change in the way defence capability is acquired will result in a smaller, more agile and more professional organisation if, and only if, the required transformational change can be implemented effectively.

Transformational change in the local state? Enacting e-government in English local authorities

2006 ◽  
Vol 12 (3) ◽  
pp. 195-208 ◽  
Author(s):  
Ian McLoughlin ◽  
James Cornford
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Major Change ◽  
Theory And Practice ◽  
Management Theory ◽  
Public Agencies ◽  
Conventional Models ◽  
Management Challenge ◽  
Significant Opportunity

ABSTRACTE-government represents a major change management challenge to public agencies. This paper explores the experience of English local government authorities. The proposition that ‘process’, rather than more conventional ‘event’, approaches to change management are more likely to result in change the goals of e-government being met, is explored. The article concludes by suggesting that conventional models of change management theory and practice fundamentally misunderstand the nature of technology-driven organisational change represented by e-government. A processualperspective, on the other hand, provides a more effective framework for explaining and understanding organisational and socio-technical outcomes and the reasons for variations in different contexts. Moreover, attempts to transform the state through the technologies of e-government present a significant opportunity for the processual perspective to inform practice.

How to lead a successful university transformation: The case of École Polytechnique Fédérale de Lausanne (EPFL)

2020 ◽  
pp. 174114322095360
Author(s):  
Xiaohua Jiang
Keyword(s):  
Higher Education ◽  
Change Management ◽  
Management Strategies ◽  
Transformational Change ◽  
Change Model ◽  
University Administrators ◽  
University Leadership ◽  
Education Market ◽  
University Leaders ◽  
École Polytechnique

Research universities worldwide have been taking reform actions to enhance their competitiveness in the global higher education market; however, the implementation of new initiatives may lead to challenges for university leadership. Faculty resistance is regarded as one of the most common obstacles faced by university leaders. Taking a qualitative approach based on Kotter’s leading change model, this study adopts École Polytechnique Fédérale de Lausanne as a case study to explore change management strategies adopted by university leadership in an attempt to ensure a planned transformational change. By analysing 22 interviews with university administrators and faculty members, this study reveals that the president of École Polytechnique Fédérale de Lausanne managed changes through approaches that included vision creation, coalition formation, communication, faculty empowerment and culture consolidation. Additionally, the study shows that Kotter’s change model, which was designed for business organizations, could not be applied to the analysis of the change management process in the context of higher education without modifications due to institutional and cultural differences.

scholarly journals The management and governance of racial integration in public secondary schools in Gauteng

2018 ◽  
Vol 83 (1) ◽  
Author(s):  
Shantha Naidoo ◽  
Jace Pillay ◽  
Lloyd Conley
Keyword(s):  
Public Schools ◽  
Critical Race Theory ◽  
Secondary Schools ◽  
Change Management ◽  
School Management ◽  
Racial Integration ◽  
Management Theory ◽  
Critical Race ◽  
Race Theory ◽  
Policy And Practice

The main purpose of this paper was to establish the effectiveness of school management and governance structures in managing racial integration in public secondary schools. A qualitative study was conducted utilising Critical Race Theory (CRT) and Lewin’s Change Management Theory. A sample of grade 10 learners and educators, which included members of the School Management Team (SMT), School Governing Body (SGB), which represented the four previous education departments, was purposefully selected. Semi-structured, individual interviews and focus group discussions, including a questionnaire with open-ended questions, were used to gather data. The findings, obtained through content analysis, indicate that SMTs and SGBs experience difficulty in managing and governing racial integration in public schools due to the following: policy and practice issues, poor interrelationships, need for capacity building of educators, and on-going racial conflict. Based on the findings, recommendations are made on how SMTs and SGBs could effectively manage racial integration in public secondary schools. Keywords: governance, management, racial integration; Critical Race Theory, Lewin’s Change Management Theory

Sign in / Sign up

Export Citation Format

Share Document