Change Theories and Management

Paper Summary:

For the purposes of this paper it is assumed that the managing director of the organization is requesting proposals for change management initiatives that could benefit the organization over the course of the next three years. Utilizing this as a basis for research, this investigation seeks to provide an integral review of change theories that could be used to benefit the organization. Specifically, this research considers a review of theory and a consideration of how theory could be applied to practice in order to create improvements for the current organization. The writer notes that through a careful review of the current literature on change theories, it will be possible to make salient recommendations for the organization that could be used to ensure positive outcomes for management.

Outline:
Introduction
Literature Review
Change Theories-An Overview
Empirical Rational Strategy
Transformational Leadership
Reasoned Action
Social Cognitive Theory
Lewin's Three Step Change Theory
Health Belief Model
Transtheoretical Model of Change
Summary of the Change Models
Evaluation and Application of Change Theories
Conclusion

From the Paper:

"What this effectively suggests is that the individual will assess the environment and make a decision about action based on both his or her attitude toward change and how others in the environment are reacting to the same change.
"Placing this in the context of the human implications of change in the organization, it is evident that managers in the organization would need to assess overall attitudes toward applying specific changes in the organization. With this information, the organization would have a general understanding of how individuals would respond to change. If the organization finds that the overall response of employees would be negative, steps could be taken by the organization to prepare employees for change and ensure that a more positive culture with respect to the specific changes that are desired. As more employees in the organization come to embrace change, it will be easier for the organization to assert control over the change process."

Sample of Sources Used:

• Bissell, B. "Resistance fighters." Leadership, 31(4), (2002): 26-29.
• Cunningham, W.G. and Cordeiro, P.A. Educational Leadership: A Problem-Based Approach. San Diego, CA: Allyn & Bacon, 2003.
• De Carolis, D.M. and Saparito, P. "Social capital, cognition and entrepreneurial opportunities: A theoretical framework." Entrepreneurship: Theory & Practice, 30(1), (2006): 41-56.
• Dijkstra, A., De Vries, H., Kok, G. and Roijackers, J. "Self-evaluation and motivation to change: Social cognitive constructs in smoking cessation." Psychology & Health, 14(4), (1999): 747-760.
• Doshi, A., Patrick, K. and Sallis, J.F. "Evaluation of physical activity web sites for use of behavior change theories." Annals of Behavioral Medicine, 25(2), (2003): 105-111.

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