scholarly journals The march of time and the "evolution" of change

2004 ◽  
Vol 30 (3) ◽  
Author(s):  
C. L. Van Tonder
Keyword(s):  
Change Management ◽  
Systems Thinking ◽  
Management Practices ◽  
Organisational Change ◽  
Success Rates ◽  
Change Initiatives ◽  
The Past

Change and organisational change are some of the most discussed topics of our time. Yet despite this, reported success rates for major organisational change initiatives remain exceptionally poor. Part of the problem is that contemporary change management practices assume a stable, unidimensional concept of organisational change. By contrast an analysis of organisational and systems thinking over the past five decades or so reveals an evolving concept of organisation and consequently invalidates the assumption of organisational change as a stable unidimensional concept. The evolving character of organisational change and its implications for change management practices are briefly indicated. Opsomming Verandering en organisasieverandering is van die mees besproke onderwerpe van ons tyd. Ten spyte hiervan bly die gerapporteerde sukseskoers vir primêre organisasieveranderingsinisiatiewe buitengewoon swak. Deel van die probleem is daarin geleë dat kontemporêre veranderingsbestuurspraktyke die aanname maak dat organisasieverandering ’n stabiele, een-dimensionele konsep is. In stryd hiermee toon ’n ontleding van organisasieen sisteemdenke oor die afgelope vyf of so dekades egter ’n ontwikkelende konsep van organisasie wat gevolglik die aanname van ’n stabiele en een-dimensionele organisasieveranderingskonsep ongeldig verklaar. Die ontwikkelende karakter van organisasieverandering en die implikasies daarvan vir veranderingsbestuurspraktyke word kortliks aangedui.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

scholarly journals Towards A Minimum Conceptualisation Of Ethical Organisational Change: The Platform Provided By The "King II" Report

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
C. L. Van Tonder
Keyword(s):  
Corporate Governance ◽  
Organisational Change ◽  
Ethical Framework ◽  
Change Processes ◽  
Negative Consequences ◽  
Success Rates ◽  
Change Initiatives ◽  
Ethical Change ◽  
Governance Risk ◽  
Point Of Departure

Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change "success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.

scholarly journals An exploration of individual experiences of constant organisational change

2003 ◽  
Vol 29 (2) ◽  
Author(s):  
K. Williams ◽  
A. Crafford ◽  
L. Fourie
Keyword(s):  
Change Management ◽  
South African ◽  
Management Practices ◽  
Resistance To Change ◽  
Data Gathering ◽  
Organisational Change ◽  
Long Term Effects ◽  
The Face ◽  
The Individual

Ongoing change is an inevitable part of the current organisational context. Change management practices are oftencited as a reason for resistance to change, and as a cause of stress for individuals during change interventions. A qualitative study was undertaken in a technical division of a large South African organisation to explore the individual experiences of employees in the face of constant organisational change. Grounded theory analysis confirmed that constant organisational change and the related change management practices were indeed a source of unpleasant individual experience for employees at the time. Yet, no serious long-term effects of stress were evident. It is suggested that Strümpfer’s (1983–2000) work on salutogenesis and fortigenesis may be useful in explaining the outcome. Further research incorporating larger sample sizes and multiple triangulation methods in the data gathering process is recommended.Opsomming Kontinue verandering is ’n onvermydelike deel van die huidige organisasiekonteks. Veranderingsbestuurspraktyke word gereeld geopper as ’n rede vir die weerstand teen verandering asook die oorsaak van spanning by individue tydens veranderingsintervensies. ‘n Kwalitatiewe studie in die tegniese divisie van ’n groot Suid-Afrikaanse maatskappy is onderneem om die individuele ervaring van werknemers tydens konstante organisasieverandering te ondersoek. ’n Begronde teorie- ontleding het aangetoon dat konstante organisasieverandering en die gepaardgaande veranderingsbestuurspraktyke inderdaad ’n bron van onaangename ervaring vir werknemers is. Desnieteenstaande was ernstige langtermyn gevolge van spanning nie waarneembaar nie . Dit word aangevoer dat Strümpfer (1983–2000) se werk oor salutogenese en fortigenese nuttig mag wees in die verklaring van die bevindings. Verdere navorsing wat groter steekproefgroottes en intermetodiese kruisvalidering tydens die data-insamelingsproses insluit, word voorgestel.

scholarly journals Partners and plagiarisers: dualities in consultants’ influence on organisational change projects

2019 ◽  
Vol 32 (1) ◽  
pp. 51-66 ◽  
Author(s):  
David Shaw
Keyword(s):  
Change Management ◽  
Design Methodology ◽  
Organisational Change ◽  
Future Research ◽  
Strategic Partnerships ◽  
Content Type ◽  
Management Consultants ◽  
The Past ◽  
Management Consultancy ◽  
Change Projects

Purpose The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects. Design/methodology/approach The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue. Findings The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects. Originality/value Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

Emotions in Change Management

2019 ◽  
pp. 141-164
Keyword(s):  
Change Management ◽  
Business Models ◽  
Organisational Change ◽  
Emotion Management ◽  
Theory U ◽  
Change Initiatives ◽  
Management Processes ◽  
Disruptive Change ◽  
Transformational Management

In this chapter, the authors focus on emotion during a time of organisational change. While we read everywhere about disruptive change, transformational management, and similar topics, it is still not clear how organisations should go about such changes in their business models, processes, and procedures. The explore emotion management during transitions in the workplace, thus identifying general stages individuals go through, while offering practical tips to deal with them. Because different emotions can arise during a period of change, the authors introduce to the dynamics of power within the organisation, and how these can influence the success of change initiatives. In particular, they mention the hygge philosophy and the Theory U movement as practical examples of change management processes.

Chemistry of Variable Charge Soils

1997 ◽  
Keyword(s):  
Soil Pollution ◽  
Management Practices ◽  
Chemical Properties ◽  
Soil Management ◽  
Soil Productivity ◽  
Basic Difference ◽  
The Past ◽  
Variable Charge ◽  
Constant Charge ◽  
Variable Charge Soils

This book, based on research carried out at the Academia Sinica over the past 30 years, explains the basic difference between the variable charge soils of tropical and subtropical regions, and the constant charge soils of temperate regions. It will focus on the chemical properties of the variable charge soils--properties which have important bearing on soil management practices, including maximizing soil productivity and combating soil pollution.

Determinants of University Students' Waste Mobile Phones Recycling Intention

2021 ◽  
Vol 12 (1) ◽  
pp. 84-84
Author(s):  
Ho Sew Tiep ◽  
Goh Mei Ling ◽  
Radziah Shaikh Abdullah ◽  
Teo Kim Mui
Keyword(s):  
University Students ◽  
Mobile Phone ◽  
Mobile Phones ◽  
Management Practices ◽  
Policy Implications ◽  
Efficient System ◽  
The Past ◽  
Tremendous Amount ◽  
Waste Management Practices ◽  
Insight Into

As the world becomes increasingly interconnected, mobile phones has become the utmost preference device for most Malaysian to stay connected. Over the past decades, mobile phone users in this country has been increasing steadily. Percentage of individuals in Malaysia using mobile phones increased from 94.2% in 2013 to 97.5% in 2015 (DOS, 2016). According to the hand phone users survey carried out by MCMC (2017) , there were 42.3 million mobile phone subscriptions with a penetration rate of 131.2% to a population of 32.3 million at the end of 2017. In a study on university students of Malaysia, Ho et al. (2018) revealed that a substantial amount of them (18.83%) actually do not know what to do with the waste mobile phones. This reflects the low awareness amongst university students and the lack of formal management system in Malaysia. Moreover, the findings show the rate of replacements of even functioning phones is high and a significant high stockpile of the waste mobile phones, which in turn increase the generation of e-waste eventually. Tremendous amount of waste mobile phones are expected to be generated in Malaysia. Malaysia is now facing a challenge on how to deal with the ever growing generation of waste mobile phones from users. An insight into their e-waste management practices and key predictors in relation to waste mobile phones recycling intention are therefore essential. This would help to lay the foundation for developing a suitable, workable, effective and efficient system of collecting e-wastes. This study aims to probe into university students' behavioural intentions to recycle waste mobile phones. In the meanwhile, it is expected to derive the policy implications for the future expansion and enhancement of mobile phones recycling response rate. Keywords: Determinants, Mobile Phones, Recycling, Intention, University Students

Change Management Practices and Performance of National Government Constituencies Development Funded Projects in Bomet County, Kenya

2021 ◽  
Vol 3 (1) ◽  
pp. 1-16
Author(s):  
Lemarimpe N Parsumpat ◽  
Shadrack Bett
Keyword(s):  
Change Management ◽  
Role Model ◽  
Management Practices ◽  
National Development ◽  
Monitoring And Evaluation ◽  
National Government ◽  
Primary Data ◽  
Management Ability ◽  
Organizational Culture Change ◽  
Develop Strategy

The purpose of change management is to implement strategies for effecting change, controlling change and helping people to adapt to change. Change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes or technologies. The National government Constituency development fund to counties has made a great impact, with numerous projects coming up throughout the country. The initiation of the development projects at grassroots level have led to significant rise in wellbeing of citizens in the constituency and county at large. The general objective of this study was to assess change management practices and how it relates to performance of national government CDF funded projects in Bomet County in Kenya. The specific objectives of the study were; to determine the influence of leadership on performance of the national development funded projects in Bomet County, to establish how stakeholder’s involvement influences the performance of the national development funded projects in Bomet County, to assess the influence of resources allocation on performance of the national development funded projects in County and to find out the extent to which monitoring and evaluation influences the performance of the national development funded projects in Bomet County. The study was anchored on Kotter’s 8 step model and the theory of planned change. The study adopted a Census research design targeting all CDFC members and officials managing CDF projects in each of the five wards in Bomet County. The study utilized primary data. Primary data was collected using semi structured questionnaires. Data was analyzed using SPSS. Descriptive and inferential statistics were employed in the study. Analyzed data was presented in percentages, frequencies, mean and standard deviation. From the findings, the researcher can conclude that, change management practices through leadership, stakeholders’ involvement, resources, and monitoring and evaluation has a significant and positive composite effect on performance of NG-CDF in County. Leadership aspects that contribute to this performance includes leaders’ role model and championship capacity towards change management, ability to develop strategy, create mission, motivate people to achieve objectives, employees’ empowerment, and organizational culture change. The researcher therefore recommends that, NG-CDF leadership should observe change management practices by ensuring there is frequent stakeholders’ engagement, role model and championship capacity towards change management, ability to develop strategy, create mission, motivate people to achieve objectives, employees’ empowerment, and sound organizational culture change. https://www.ijcab.org/ ,[email protected] https://journals.ijcab.org/journals/index.php

Change Management Practices

1995 ◽  
pp. 152-187
Author(s):  
Gray Southon ◽  
Philip Yetton ◽  
Bernard J. Horak
Keyword(s):  
Change Management ◽  
Management Practices
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