scholarly journals Overview of Change Patterns and Its Implementation

2020 ◽  
Vol 05 (12) ◽  
Author(s):  
Dr. Munir Theeb ◽  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Management Practice ◽  
Change Implementation ◽  
Organizational Response ◽  
Research Issue ◽  
Different Types ◽  
Comprehensive Development ◽  
Traditional Patterns ◽  
Types Of Change

The different change patterns are all based on the principles of underlying of various models of change, used to assess the existing trends in institutions and determine those that need to change, and also their organizational response to organizational pressures,. The organizations find it difficult to contribute to comprehensive development, or to face the challenges of the future through its models and traditional patterns, where many of the features that stress the inappropriateness of these current patterns and receiving non-compliance with the requirements of the change implementation. The purpose of this paper is to provide an overview of the theoretical backgrounds of the research issue relating to patterns of change. This paper explores the contradictions and differences across the organizations in terms of managing their organizational change, and also explores some of the implications of different types of change for change management practice.

scholarly journals Method of Building Mobile Organizations in Poland

2009 ◽  
Vol 1 (1) ◽  
pp. 7-18
Author(s):  
Ewa Masłyk-Musiał
Keyword(s):  
Organizational Change ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Management Practice ◽  
Change Implementation ◽  
Main Question ◽  
Managing Change ◽  
Effective Change ◽  
Strategy Change ◽  
Personal Approach

Method of Building Mobile Organizations in PolandWe analyse concept of mobile organization which are characterized by personal approach to employees, strategies activating intellectual capital, open and interactive attitude focusing on values like teamwork and trust. Thanks to this, organizations in motion are effective in uncertainty, are better protected against losing and in case of difficulties can faster move on to the winning cycle again. In our project the main question to answer was - if there are any relationships between possessing features of a "young mobile and organization" and its competitive advantage. Based on the theory of managing change [4] it is shown that relationships between strategy, change and managerial competences are crucial for effective change implementation. From the viewpoint of management practice, the indexes developed and presented in this paper can be used to measure youth potential as well can be applied to analyse organizational change and improve the understanding of change among managers. They can be used in organizational audits. Using the indexes, organizations can be divided into Mobile Organizations, open to the environment, that can serve as models to others, and organizations that are more closed, immobile, with low youth potential. The latter require organizational revival projects to be prepared and implemented.

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 International organizations and organizational fields: explaining policy change in the IMF

2013 ◽  
Vol 6 (1) ◽  
pp. 143-165 ◽  
Author(s):  
Antje Vetterlein ◽  
Manuela Moschella
Keyword(s):  
Organizational Change ◽  
Policy Change ◽  
International Organizations ◽  
Poverty Reduction ◽  
Financial Sector ◽  
Two Dimensions ◽  
Organizational Fields ◽  
Different Types ◽  
The Relationship ◽  
Types Of Change

The purpose of this paper is to account for varieties of organizational change. In particular, we contend that in order to explain change in international organizations (IOs) we cannot simply dichotomize between change and the lack thereof. Rather, change is best conceptualized as made up of two dimensions: speed and scope. The combination of the two dimensions leads to a taxonomy with four distinct types of policy change. The paper evaluates the emergence of different types of change by focusing on the relationship between IOs and their fields. Specifically, the position of the organization in the field helps to account for the speed of change (slow vs. rapid), whereas the openness of the organization to the inputs coming from the field helps to explain the scope of change (incremental vs. radical). We illustrate our argument by comparing the changes in the International Monetary Fund's policies in the areas of financial sector surveillance and poverty reduction.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

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