Managing Organizational Change: Key to Efficiency and Productivity

Paper Summary:

This paper assesses the value of change management in the profitable operations of organizations. The paper provides various definitions of organizational change management and discusses the necessary process dimensions and the elements and the principles of change management. The paper further discusses the possible outcomes of a good change management, as well as the possible obstacles. The paper focuses primarily on the example of Northumbria University, which is pursuing a change management strategy in its entire operations to cope with a government policy that affected its principal source of income.

Outline:
1.0. Introduction
1.0.1. Change
1.0.2. Change & Project
1.0.3. Change Management
1.0.4. Change Management Concepts
2.0. Perceived Problem
2.0.1. Higher Education
2.0.2. Differences between a Polytechnic and a University
2.0.3. Northumbria: Past, Present and Future
2.0.4. From Polytechnic to University
2.0.5. Options
2.0.6. Outcomes of Change
3.0. Theoretical Concepts
3.0.1. Perceptions on Change Management
3.0.2. Types of Change
3.0.3. Principles of Change
3.0.4. Good Change Management
3.0.5. Changes in CM Concepts
3.0.6. Drivers of Change
3.0. Test of Theoretical Concepts
4.0. Conclusions

From the Paper:

"The task of change management is to bring order to a messy situation (14). Essentially, it seeks to magnify and systematically handle all known and unknown elements in the business environment that could affect the efficient and profitable operation of an organization (13). In most cases, change management involves a problem, which is addressed by transformation, reduction or application. By transformation, the management task is to change the situation from a "problem state" to a "solved state," while the goal in reduction is to lessen the magnitude of the problem to blunt its effects on the organization. In application, the organization calls in specialists to transform, reduce or eliminate the problem (21). There is always the option of doing nothing and leaving things as they are but management scholars have consistently and strongly questioned this course of action (12)."

Sample of Sources Used:

• BBC News (2002). "University's Name Re-Branding." 2 August 2002.
• Bocklund, L. (2002). "Rising to the Challenge of Change." ICCM Weekly, 10 October 2002.
• Central Computer & Telecommunications Agency (2003). "ManagingSuccessful Programmes." CCTA Stationery Office, April 2003.
• Clarke, A. & Garside, J. (1997). "The Development of a Best Practice Modelfor Change Management." European Management Journal, Vol. 15, Issue5, October 1997, 537-545.
• Concept Systems. "Case Study: Change Management." Available online at:http://www.conceptsystems.com/consult/CaseStudies/ChangeManagement.cfm

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