Analysis of Different Change Types in the Management Process of an Organisation

2019 ◽  
Vol 34 ◽  
pp. 326-332
Author(s):  
Cristina Petronela Simion ◽  
Mirona Ana Maria Popescu ◽  
Olga Maria Cristina Bucovețchi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Management Process ◽  
Process Of Change ◽  
Continuous Innovation ◽  
Operational Level ◽  
Development Change ◽  
Different Types ◽  
Transition Change ◽  
The Way

It is recognized that Change Management is a necessity in the current environment characterized by competitiveness and the desire for continuous innovation [3]. In order to answer these questions, the work begins with a secondary research of the different types of organizational change: change as development, change as transition, change as transformation, and then, by analyzing their particular characteristics, the risks associated with the process of change are identified the possible causes of possible implementation difficulties. Research results show that changing as a transition rarely involves adapting processes, existing tools, but rather replacing them with completely new ones (mergers, assignments, IT & C revolutions, etc.). One of the conclusions of this paper is that the success of a changing company depends not only on the way in which it is carried out, but also on the way it is maintained at the operational level during the change, so a complex management structure is needed. ensure the functionality of the company and supervise the change process.

scholarly journals 13 Organizations' Attempts to Become Data-Driven

2020 ◽  
Vol 11 (1) ◽  
pp. 1-21
Author(s):  
Mikael Berndtsson ◽  
Christian Lennerholt ◽  
Thomas Svahn ◽  
Peter Larsson
Keyword(s):  
Change Management ◽  
Change Process ◽  
Pilot Project ◽  
Data Driven ◽  
Management Process ◽  
Different Types ◽  
Developing Strategies

Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.

scholarly journals LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI

2019 ◽  
Vol 8 (1) ◽  
pp. 816-834
Author(s):  
SYAMSURIADI Syamsuriadi
Keyword(s):  
Change Management ◽  
Open System ◽  
Change Process ◽  
Planned Change ◽  
Adverse Impact ◽  
Organizational Environment ◽  
Process Of Change ◽  
Management Of Change ◽  
Managing Change ◽  
Modern Era

Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.

Assessing the change process of Lean Six Sigma: a case analysis

2014 ◽  
Vol 5 (4) ◽  
pp. 423-443 ◽  
Author(s):  
Suriya Lertwattanapongchai ◽  
Fredric William Swierczek
Keyword(s):  
Change Management ◽  
Six Sigma ◽  
Change Process ◽  
Success Factors ◽  
Case Analysis ◽  
Lean Six Sigma ◽  
Project Design ◽  
Management Process ◽  
Content Type ◽  
Effective Combination

Purpose – This paper aims to present an integrative conceptual framework of Lean Six Sigma (LSS) as a project and an organizational change process. To assess the process, the LSS success factors are identified. Their impact on both project outcomes and people is determined. Design/methodology/approach – An in-depth review of success factors resulted in a set of indicators related both to the LSS factors and to the change process. A comparative case analysis of three multinational companies (MNCs) implementing LSS in Thailand is presented. The indicators were used to identify patterns in the cases related to effective implementation through content analysis. Findings – The case analysis showed that an effective combination of a strong LSS project design and a comprehensive change management process achieved positive impacts in business results, employee learning and job satisfaction. Practical implications – To be successful LSS cannot only focus on a good project design. Champions and key practitioners must also apply best practices in change management. Originality/value – There are few examples of the integration of LSS project design and the change management process in Asia. Additionally, the case analysis focuses on examples of MNC operations in Thailand. The research supported the importance of integrating change management and project management for success.

International Experiences in Restructuring Road Sector

1996 ◽  
Vol 1558 (1) ◽  
pp. 99-107 ◽  
Author(s):  
Antti P. Talvitie
Keyword(s):  
Change Management ◽  
Change Process ◽  
Initial Conditions ◽  
Management Process ◽  
Development Path ◽  
The Road ◽  
The Core ◽  
International Experiences ◽  
Traditional Construction ◽  
Five Phases

An evolutionary continuum on which a modern and mature road administration develops is proposed. The five phases that appear necessary in this evolution are outlined: (a) the establishment of traditional construction and maintenance organization, (b) separation of client and producer functions, (c) separation of client and producer organizations, (d) corporatization or privatization of the producer organization, and (e) corporatization of the (client) road administration. The change management process—the framework process and its constituent cores— is addressed. The framework process is the flow of activities in change management when they move from one organizational phase to another. The core activities are those that the road administration must address in the change process. Both of these are discussed in detail. It is asserted that a quick reorganization of road administrations is neither possible nor desirable. The exact path to be taken depends critically on the initial conditions from which the road administration embarks on its development path.

Organizational Change Management in Mental Health

2005 ◽  
Vol 13 (2) ◽  
pp. 120-123 ◽  
Author(s):  
Tom Callaly ◽  
Dinesh Arya
Keyword(s):  
Mental Health ◽  
Health Care ◽  
Change Management ◽  
Mental Health Care ◽  
Change Process ◽  
Medical Staff ◽  
Process Change ◽  
Careful Planning ◽  
Process Of Change ◽  
Clinical Systems

Objective: To discuss change management as applicable to mental health. Conclusions: As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management models facilitate the understanding and process of change.

scholarly journals Analysis of the Main Coal Mining Restructuring Policy Objectives in the Light of Polish Mining Companies’ Ability to Change

Energies ◽  
2020 ◽  
Vol 13 (12) ◽  
pp. 3281
Author(s):  
Aurelia Rybak ◽  
Aleksandra Rybak
Keyword(s):  
Change Management ◽  
Change Process ◽  
Mining Industry ◽  
Cost Effective ◽  
Process Of Change ◽  
Low Level ◽  
Adequate Knowledge ◽  
Policy Objectives ◽  
A Company

This article presents the results from research performed on the implementation of restructuring policies of Polish mining enterprises. The study sought to verify whether the changes planned in Poland since the 1990s have been successfully introduced. The main objective of the restructuring of the Polish mining industry was to transform it into a profitable, cost-effective sector, which would be able to survive in a competitive market. The study also allowed the determination of a ratio giving a clear and synthetic outcome—called the indicator of the ability to change (WZZ). This indicator included criteria for assessing the efficiency of a company during the process of change, the fundamental errors committed during the change process, and the reasons for a low level of ability to change. The WZZ indicator achieved only an average level of 30%. The main errors committed during the change process are the mining enterprises’ lack of experience in change management and a lack of executive conviction about the need not only for proper management of the process of change, but also for change in general. The problem is also a lack of adequate knowledge, competence in the field of change management, and communication with employees. Low level of ability to change is caused by the inflexible organizational structure, the organizational culture, a lack of motivation, and the limited flexibility of the human factor.

Change Management: A Game Changer for Effective Digital Transformation

2021 ◽  
Author(s):  
Emmanuel Udofia ◽  
Buduka Stanley
Keyword(s):  
Change Management ◽  
Change Process ◽  
Business Processes ◽  
Oil And Gas ◽  
Digital Transformation ◽  
Sub Saharan Africa ◽  
High Rate ◽  
Management Process ◽  
Effective Change ◽  
Business Objective

Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

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.

scholarly journals Transforming Allied Health

2000 ◽  
Vol 23 (4) ◽  
pp. 160
Author(s):  
Julie Astley
Keyword(s):  
Service Delivery ◽  
Change Management ◽  
Change Process ◽  
Allied Health ◽  
Management Process ◽  
Organisational Structure ◽  
Children's Hospital ◽  
Service Delivery Models ◽  
Children’S Hospital ◽  
Delivery Models

In 1995, the Division of Allied Health at the Women's and Children's Hospital Adelaide (WCH) began a process ofcritical review of its service delivery models and organisational structure in order better to meet the vision and valuesof the WCH and the needs of consumers. This paper describes the change management process. Barriers to andfacilitators of change are highlighted. The outcomes of the change process are described, including the newmultidisciplinary team and program-based organisational structure and culture.

Facial recognition technologies and the new physiognomic era

2020 ◽  
Vol 43 (2) ◽  
pp. 45-56
Author(s):  
Abigail Nieves Delgado
Keyword(s):  
Facial Recognition ◽  
Personal Identification ◽  
Digital Photographs ◽  
Different Types ◽  
Recognition Systems ◽  
The Way

The current overproduction of images of faces in digital photographs and videos, and the widespread use of facial recognition technologies have important effects on the way we understand ourselves and others. This is because facial recognition technologies create new circulation pathways of images that transform portraits and photographs into material for potential personal identification. In other words, different types of images of faces become available to the scrutiny of facial recognition technologies. In these new circulation pathways, images are continually shared between many different actors who use (or abuse) them for different purposes. Besides this distribution of images, the categorization practices involved in the development and use of facial recognition systems reinvigorate physiognomic assumptions and judgments (e.g., about beauty, race, dangerousness). They constitute the framework through which faces are interpreted. This paper shows that, because of this procedure, facial recognition technologies introduce new and far-reaching »facialization« processes, which reiterate old discriminatory practices.

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