Change Emphasis in Mission and Vision Statements of the First 1000 Turkish Organizations

According to the strategic management literature, contents of mission and vision statements can create some individual and organizational level outcomes for organizations. For instance, organizations can give some messages to their stakeholders via their mission and vision statements. By this way, they can take attentions of various stakeholders into the concepts which they attribute importance. In addition, literature on organizational change has a consensus to a large extent about that change is a necessity for organizations in many situations and organizations can use mission and vision statements as a tool to change. Therefore, it is investigated in this study that how much large-scale Turkish organizations give a place to concept of change in their mission and vision statements. For this aim, mission and vision statements in the web sites of first 1000 Turkish organizations in terms of data in year of 2012 are examined and the results are presented.

Internal Communication Failure in Times of Change

The purpose of this chapter is to explore internal communication failure that occurs during changes related to total quality management implementation. The author undertook a review of the literature on internal communication during such organizational change, with particular focus on failure factors. The chapter's contribution is to highlight the complexity of internal communication and provide best practices for practitioners. This literature review synthesized key research on internal communication strategies and provides an interesting reference base for academics and practitioners with an interest in communication in times of change.

Improving the Role of Organisational Culture in Change Management through a Systems Approach

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

Reducing the Negative Effects of Psychological Contract Breach during Management-Imposed Change

Employees' experiences of psychological contract breach (PCB) contribute substantially to the failure of change initiatives. Consequently, if organizational leaders want to successfully implement change efforts, it is imperative that they attend to these negative perceptions. Managers can provide different types of support to employees who have experienced PCB. However, during management-imposed change, direct managers at the mid-level of the organization face a number of challenges that may impede their ability or willingness to provide this support. Existing approaches to managing top-down change initiatives offer recommendations regarding leadership, communication and interpersonal and informational justice. Yet, by failing to consider the negative effect middle managers' competing roles have on their inclination or ability to address employee experiences of PCB, these suggestions are limited in scope. Drawing upon the literature on trickle-down effects, it is suggested that senior managers play an important, albeit indirect role in reducing the negative effects of PCB.

The Role of HR Strategies in Change

This chapter reviews the commonly understood tasks of change and the role an organisation's human resource management (HRM) function plays in designing and implementing effective change management. Highlighting the key HRM practices, this chapter outlines the relationship between various HR strategies for managing change. This chapter develops a framework of key HRM practices that underpin the commonly understood tasks of successful change management. Drawing upon examples of successful case studies and the author's research on the dynamic and changing high-technology information technology (IT) industry in India, this chapter provides examples of linking strategy, HRM practices and change, thus developing a framework and identifying implications for theory and practice. The chapter also identifies several future research propositions linking the HRM and change management literatures.

The Roles of Organizational Change Management and Resistance to Change in the Modern Business World

This chapter introduces the roles of organizational change management (OCM) and resistance to change (RTC) in the modern business world, thus explaining the theoretical and practical concepts of OCM and RTC; strategies for driving organizational change; the application of sources of organizational resistance and inertia; the obstacles of organizational change; and the management of RTC in modern organizations. OCM and RTC are the essential factors to be considered in any change process, since a proper management of resistance is the key for change success or failure. The importance of OCM and RTC lies in its ability to influence an organization's readiness for change and to identify the level of resistance it expects to meet, and the approach to change it needs to adopt. Understanding the roles of OCM and RTC will enhance organizational performance and achieve strategic goals in the modern business world.

Role of Strategic Change Management in Emerging Markets

Undoubtedly, the competitive business environment arising from current global economic challenges and the rapid technological advancement among other pertinent issues, pose a serious challenge for businesses especially, those within emerging market enclaves. This situation necessitates proactive measures, innovation as well as strategic approaches to change management in a bid to salvage most of these businesses from collapsing. This research aims at examining the role played by strategic change management in emerging markets from the Ghanaian perspective. In view of this, the study reviewed related literature from electronic books, articles and reports on areas such as emerging markets, strategic management and change management practices. Observations from this research include highlights of the significant challenges faced by businesses in emerging markets due to difficulty in obtaining critical resources and the fast-growing competitive global business environment. It was also discovered that strategic Change management is a very important practice used over the years to enhance the achievement of organisational goals. However, many industries in emerging markets may find it difficult to maximize such measures due to numerous reasons and myths about change. There is therefore the need for the adoption of strategic change practices to enhance the success of businesses and promote competitiveness in the midst of the global economic challenges. In addition, the authors recommend exploration of further research in other interest areas that have relevance for emerging markets.

Management as a Limit to Organizational Change

Acquisitions inherently involve change, but the success of desired change varies. This reflects the inherent difficulty of organizational change and attempts to maintain a fit with an organization's environment. A possible limitation to successful change is that the managers responsible for it face conflicting demands. This chapter develops multiple ways that acquisition circumstances and involved managers can limit organizational change. For example, middle managers can have information about organizational challenges but not the authority to direct change, while top managers have the authority but face implementation constraints. Acquisitions may also offer a solution to these challenges through the reconfiguration of a firm's management to increase management perspectives and to update organizational identities. Implications for management research and practice are discussed.

Current Approaches in Change Management

This book review includes modern management techniques which take part in the concept of Change Management and its applications in detail. Companies which want to be afloat in a dynamic market and grow by getting strong should be adopted to change and use it as a strategic attack. Therefore, to include some modern management techniques which are proven in terms of popularity and safety in management understanding of a country can provide huge advantages and create a high added value. The main subject is that every company adopts an appropriate management model according to its own organization and employee structure and apply theoretical phenomenon in a successful way. There are quite few companies which are successful in this scope while there are many which are trying to succeed. Companies which want to be among this minority should decrease their resistance against change and should be open to innovations. In this chapter, you are going to read specific clues and tactics for the companies which want to be adopted change.

Change Management Revised

This chapter introduces three theses: Firstly, that current change management models revolve around the question how predefined change intentions can be effectively implemented. Secondly, that this current scope of change management neglects the fact that a considerable number of change management initiatives in organizations are either unnecessary or not feasible or both. Thirdly, that the scope of change management has to be extended towards selecting effective and feasible change initiatives. These three theses call for an alternative scope statement for change management as well as for a revised model of change management. Both aspects of the revised notion of change management will be explicated in the chapter to follow, corroborated by a case study of a religious congregation.