Change Management

2013 ◽  
Vol 6 (2) ◽  
pp. 1-12 ◽  
Author(s):  
Harry Kogetsidis
Keyword(s):  
Information Systems ◽  
Change Management ◽  
Change Process ◽  
Business Environment ◽  
Rate Of Change ◽  
Change Implementation ◽  
High Failure Rate ◽  
Change Initiatives ◽  
Management Literature ◽  
Technical Factors

The rate with which change occurs has increased dramatically over the years. At the same time, the change management literature is full of claims about the high failure rate of change implementation programmes in organisations. In this position paper a case is made that change initiatives frequently fail because they are not holistic in nature. The paper argues that change can be managed more effectively if the various interconnected and interacting elements of the system are identified, the divergent interests of the various stakeholders are recognised, and the entire change process is managed systemically. As the failures of change efforts are commonly related to human issues, as opposed to technical factors, involving all stakeholders in the change process is expected to reduce resistance and to create a higher level of psychological commitment among employees towards the proposed change. The paper then looks into the implications that this holistic way of thinking has for information systems development and argues that information systems should not be implemented as a means to solving a problem but instead be treated as a significant tool to help address a complex mix of organisational issues. Information system strategy must be in line with the organizations’ corporate strategic plan and information systems must be related to a continually changing organisational context and a turbulent business environment.

scholarly journals Facilitative Project Management: Constructing A Model For Integrated Change Implementation By Utilizing Case Studies

2003 ◽  
Vol 2 (1) ◽  
Author(s):  
Veronica Hodgson ◽  
J. Zaaiman
Keyword(s):  
South Africa ◽  
Change Management ◽  
Case Studies ◽  
Business Environment ◽  
Change Implementation ◽  
Management Theory ◽  
Change Initiatives ◽  
The People ◽  
The World ◽  
Successful Change

Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies. OpsommingDie teorie van veranderingsbestuur is omvattend. Organisasies moet op konstante wyse daarby aanpas en dit integreer. In Post-Apartheid Suid-Afrika bou ons tans ’n ras geïntegreerde besigheidsomgewing en gemeenskap, en benut dit maksimaal in ons toetrede tot die mededingende wêreld besigheidsarena. Huidige navorsing het bevind dat die meeste veranderingsinitiatiewe faal weens weerstand teen verandering wat deur swak konseptualisering en beplanning, en ’n gebrek aan behoorlike integrering van mense en die besigheidsdimensies van verandering veroorsaak is. Die model om ’n suksesvolle veranderingsprogram te implementeer, sal ontwerp word met geredelik beskikbare vaardighede en tegnieke. Die ontwikkeling en toetsing sal binne die konteks van drie gevallestudies plaasvind.

Model and Analysis of the Key Factors Influencing Organizational Changes Implementation within Business Processes

2013 ◽  
Vol 837 ◽  
pp. 624-627
Author(s):  
Claudia Paula Fuioagă (Băsu)
Keyword(s):  
Business Processes ◽  
Business Environment ◽  
Specific Model ◽  
Change Implementation ◽  
Change Processes ◽  
Successful Implementation ◽  
Organizational Changes ◽  
Key Factors ◽  
Management Literature ◽  
Multiple Challenges

Change is a common place nowadays. The fulminant engineering, innovation and globalization era brought with it an avalanche of changes and multiple challenges that organizations must face. Despite the change theme has been thought out and researched by hundreds of specialists, the practice shows that organizations have yet difficulties in implementing the changes they need. This is the motive why managers must deal with the issue of organizational changes carefully and take into consideration all factors that contribute to successful implementation of projects and changes that may increase the performance of companies they belong. Purpose The aim of this article is modelling and analysis the key factors that influence the organizational changes implementation within the business processes. Research, methodology Based on the main concepts in literature, a new specific model centered on the key factors that influence the organizational changes implementation within business processes will be presented and analysed. Findings The results indicate the main factors that influence change implementation in business processes and show a number of solutions for increase the success rate of this challenge for all the leaders of organizations. Originality, value The article promote a specific model of key factors that influence the organizational changes implementation, based on a critical review of change management literature. Numerous authors suggest a lot of recommendations for using and combining the factors of changes implementation, so that the results of change efforts to be the expected ones, but it is up to the leaders how they manage to implement researchers solutions in their organizations. This article presents that specific ways for Romanian managers, fitting with Romanian business environment. Implications This work leads to a better understanding of the key factors of the organizational changes implementation. The managers will have new perspectives to approach this matter and new solutions, in order to improve the change processes required by business.

scholarly journals STRATEGY DEVELOPMENT FOR A SUCCESSFUL CHANGE IMPLEMENTATION AT BARLOWORLD

2020 ◽  
Author(s):  
King Costa ◽  
Abner Nyoni
Keyword(s):  
Change Management ◽  
Change Process ◽  
Qualitative Methodology ◽  
Change Implementation ◽  
Strategy Development ◽  
Structured Interviews ◽  
Communication Flow ◽  
Change Framework ◽  
Successful Change

Businesses exist to generate profits for the shareholders, pay taxes and to pay their employees. Therefore, managers constantly look for better ways to maximise profits. In this quest they must continuously improve operations and use technology where possible and necessary. This endeavour calls for business improvement and automation as much as possible. Invariably this affects employees who might be frightened by changes in the organisation. Employees must be thought of and catered for when a change takes place in their work environment. Most organisations are faced with a never-ending dilemma of having to deal with change cycles that happen at a high frequency rate and high failure rate.The objectives of the study are to determine how change process is embraced at Barloworld; to ascertain if change process is formalised at Barloworld; to examine the need for organisations to develop a change framework; and to establish the elements of a framework for a successful change implementation. For this research a qualitative methodology was used.Semi-structured interviews were conducted with the participants using Zoom for these interviews and for recording the sessions. These interview sessions were conducted for a period of two weeks. The collected data was thoroughly analysed using thematic analysis to get to the findings, conclusions and recommendations.The findings of the study revealed that there is an understanding of the need for change at Barloworld, however there is further inference suggesting that the processes of change management could have been handled better. Participants indicated support and buy-in to an eminent change. Inadequate communication flow emerged as a cause and an impediment to successful change implementation. Review of participants’ statements in vivo indicated that a recent exercise of change management lacked a guiding tool such as a framework from employees’ perspective. A framework for change management at Barloworld needs to be visible, communicated and inclusive.

Succeeding with organizational change

2015 ◽  
Vol 29 (5) ◽  
pp. 19-21
Keyword(s):  
Design Methodology ◽  
Business Environment ◽  
Rate Of Change ◽  
Change Initiatives ◽  
Frequent Change ◽  
Content Type ◽  
Effective Performance ◽  
Pertinent Information ◽  
Practical Implications ◽  
Do So

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Rapid developments in technology and the increase in global competition combine to ensure that the business environment is subject to frequent change. Organizations must evolve to succeed and grow. Those which fail to do so are effectively reserving their place among the also-rans. These tough challenges facing companies aren’t going away in a hurry. Being equipped with the ability to adapt is therefore crucial. Indeed, effective performance in both the short and longer term depends on it. The failure rate of change initiatives remains staggeringly high. To say that change management needs to be taken seriously is therefore stating the obvious. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals MANAGEMENT OF CHANGE AND ORGANIZATIONAL COMMUNICATION

2019 ◽  
Vol 31 (5) ◽  
pp. 1313-1317
Author(s):  
Gent Begolli
Keyword(s):  
Change Management ◽  
Change Process ◽  
Empirical Studies ◽  
Business Environment ◽  
Impact Factors ◽  
Successful Implementation ◽  
Research Questions ◽  
Main Factors ◽  
Organizational Ability ◽  
Process Factors

Managing changes is an important issue in today's business environment, which is constantly changing. The change has become a constant for enterprises that need to change in order to remain competitive in the market. The ability to manage this change is seen as a core skill of successful enterprises, although many change initiatives in reality fail to implement their objectives. This fact stimulates the curiosity to recognize those factors that affect the successful implementation of attempts to change the enterprise. Therefore, the purpose of this study is to identify the factors that influence the success of change. This paper aims to answer some research questions related to process change management and relevant impact factors in organizations. Investigating the factors that influence the success of change in the era of globalization is of particular importance to the country's economy. To achieve this goal, several models of change have been revised to understand who are the main factors of the change process that affect its success. The main purpose is to identify the factors that influence the success of the change. This paper aims to answer some of the research questions related to change management. In order to achieve this goal, some models of change have been revised to understand who are the main factors of the change process that affect its success. In most models of the process of change, different authors define activities and factors in the form of recommendations for successful implementation of change, but in the case of Kosovo there are very few empirical studies that prove these links. The study aims to determine how much these activities / factors relate to successful change. The paper also attempts to indicate whether there is a link between the type of change applied to the organization and the success of the change; as well as the effect that has the exaggerated history of change in organization and the organizational ability to change (as context / environment factors) to the success of change. In order to fulfill the purpose of the work are the following objectives of the work: • Verify the relationship between process factors, type of change, and environment with the success of change by showing which of the factors have a more significant impact on the success of implementing the change. • Show issues that may require a more sharper study in the field of change management.

scholarly journals Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research

2021 ◽  
pp. 002188632110428
Author(s):  
Rouven Kanitz ◽  
Katerina Gonzalez
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Digital Technology ◽  
Change Process ◽  
Digital Technologies ◽  
Change Implementation ◽  
Research And Practice ◽  
The Future

Technology-mediated change management (TMCM) refers to an organization's use of digital technologies to facilitate change implementation. The use of digital technology is deeply penetrating change practice. However, alarmingly, few have theorized about or empirically investigated TMCM. A rich body of research informs change management, however, less is known about how technologies are changing the nature of managing the change itself. We stimulate new conversations on this topic by discussing how TMCM provides both valuable benefits and creates new risks in terms of the (a) adaptiveness, (b) personalization, and (c) openness of the change process. TMCM requires urgent attention as it has the potential to help shape the future of change research and practice. We call for scholarship that is reflexive about both the benefits and risks associated with TMCM and we offer directions for research in this relatively new area that may very well determine the future of our field.

scholarly journals Developing a Scale on Employee Involvement and Motivation in Effective Change Management: A Case of Canteen Stores Department

2019 ◽  
Vol 15 (1) ◽  
pp. 63-74
Author(s):  
Faryal Razzak ◽  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Success Rate ◽  
Change Process ◽  
Rate Of Change ◽  
Current Paper ◽  
Retail Sector ◽  
Chain Store ◽  
Factors Associated ◽  
Effective Change

Effective Change Management (ECM) had emerged as new field of study. One of the most insightful attribute of organizational change efforts is their low success rate. Success rate of Change endeavors in organizations is alarming. Therefore, it is not viable to commit precious resources monetary or human capital for any change endeavor that do not bring anticipated results. Moreover, no change process can be effective if the employee’s involvement and motivation (EIM) is missing to embrace and make change effective. The current paper highlights the factors associated with EIM and proposes a framework and an indigenous scale based on the framework proposed by Razzaq (2010) ECM model. The pilot study was conducted in retail sector leading chain store, Canteen Store Department (CSD). Descriptive statistics and exploratory factor analysis are conducted to check the factor structure of the EIM construct. As hypothesized, the EIM is a composite of five underlying elements. The current paper will highlight the importance for effectiveness of change management and the suggested new scale will be a valuable tool for managers and practitioners to focus on the factors that define employees’ involvement in ECM or identify and rectify the short falls in executing the organizational change process.

Leadership in Change Management

2015 ◽  
pp. 272-288
Author(s):  
Uğur Zel
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Initiatives ◽  
Know How ◽  
Change Effort

Change is a must for all kinds of organizations. However, most of the change initiatives fail to achieve the desired outcomes. This paradigm makes the change process more complex and frightening in our mindsets. When you make a search at “amazon.com” for the books published (only in English) on “change management” you will see that there are more than 90,000 books on this subject. Are these books not enough to help “managers” learn how to manage change? Of course, we have enough information about how to manage change. However, it is more important to know how to “lead” change. This may be the major reason that most of the organizations fail in change process. This chapter mainly focuses on leader's roles in change process and gives behavioral directions related with “transition” which effects the success of a change effort more in organizations. The things which should be planned and executed by leaders are examined and formatted with a process based approach.

Developing a change approach for the transition to a high performance organization

2017 ◽  
Vol 21 (2) ◽  
pp. 101-116 ◽  
Author(s):  
André de Waal ◽  
Ivo Heijtel
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Peer Group ◽  
Business Environment ◽  
Rate Of Change ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
High Performance Organization ◽  
Better Than

Purpose The purpose of this study is to help managers in their constant quest to create and implement new sources of competitive advantage and ways to achieve sustainable high performance to become a high performance organization (HPO) – defined as an organization that achieves financial and non-financial results that are exceedingly better than those of its peer group over a period of five years or more to by focusing in a disciplined way on issues of genuine importance to the organization. One way to become an HPO is by applying the HPO Framework, which has been validated in multiple countries and shown to indeed help organizations to improve their performance. However, a change approach for implementing the HPO Framework that is valid in different contexts has not been developed to date. Such an approach is important as change initiatives suffer from a high failure rate. Design/methodology/approach The goal of this research was to identify an appropriate change approach for implementing the HPO Framework. A theoretical framework for an HPO change initiative was constructed, which subsequently was tested at an organization undergoing a transformation to become an HPO. Findings The results show that the theoretical approach in practice was indeed useful at the case company. A continuous rate of change is needed to implement a corporate-wide change strategy that will enable the organization to constantly adapt to the demands of its business environment. The scale of the transformation differs for each HPO change initiative, depending on the results of the HPO diagnosis. Directly after the HPO diagnosis and at the beginning of the HPO transformation, a planned approach predominates; conversely, while maintaining the HPO, the emergent approach predominates. Research limitations/implications This study is relevant by enabling managers to learn the essentials of a change approach for creating an HPO in the present-day business environment. Based on these essentials, managers can start to develop a change approach that is appropriate for creating their own HPO. Originality/value The theoretical relevance of this paper is that, although much literature exists concerning approaches for organizational change initiatives, no change approaches specifically designed for creating an HPO can be found in the literature. This paper provides such an approach.

scholarly journals Exploring the Emotional Experiences During Organizational Change: A Leader and Followers Perspective

2020 ◽  
Vol 12 (1) ◽  
pp. 71-86
Author(s):  
Muneeza Amjad ◽  
Humera Manzoor ◽  
Mehboob ur Rashid
Keyword(s):  
Change Management ◽  
Change Process ◽  
Qualitative Approach ◽  
Process Data ◽  
Specific Context ◽  
Mixed Emotions ◽  
The Public ◽  
Management Literature ◽  
Depth Interviews ◽  
The Way

This paper explores leader and followers’ emotions in relation to the specific context of change in one of the public sector universities in Khyber Pakhtunkhwa. A qualitative approach has been used to understand the way individuals interpret situations and emotions during the change process. Data has been collected from a leader and nineteen followers through semi-structured in-depth interviews. Data was analyzed through thematic analysis to see the emergent patterns and to gain deeper insights on the way the leader and the follower interpreted situated emotions. The respondents reported mixed emotions in relation to the change process that were highly interpretive and were manifested in three main situations: when followers felt excluded from the change process; when leader encouraged followers to accept and implement change; and when they feared repercussions of their unwillingness to accept change. This study theoretically and empirically contributes to the change management literature by demonstrating the manifestation of lived emotions during dynamic and processual change. It highlights that the lens of emotions can help to understand the micro-processes involved in the change process that is often overlooked in the change and change management literature.

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