Managing Organizational Change

Paper Summary:

This paper evaluates the various theories of change management including the DICE model, business process reengineering (BPR), the Lewin model and the speed of change model. The paper selects business process reengineering (BPR) as the successful approach to making change management effective at the process level. The paper also notes the role of leaders and the need for a strong sense of trust in the senior management that they are genuinely committed to change.

Outline:
Executive Summary
Introduction
Literature Review
Conclusions

From the Paper:

"As organizations' cultures become more engrained in terms of their norms, values and expectations, the boundaries of acceptance and resistance to change are defined. Given how rapidly changing global economies are and each industry is going through a fundamental re-ordering of its structure, the need for organizations to embrace, not reject change have never been greater. The ability to confront resistance to change and transform this aspect of any organizations' culture is particularly acute and apparent when new information technologies are introduced into companies (Haines, Lafleur, 525). The pace of change is quickening at such an intense rate that it's no longer optional for any leader to have the ability to overcome resistance to change; they must have this as a developed skill set if their organizations are to survive (Willcocks, Mason, 3)."

Sample of Sources Used:

• Bernard Burnes 2004. Kurt Lewin and the Planned Approach to Change: A Re-appraisal. The Journal of Management Studies 41, no. 6 (September 1): 977-1002. http://www.proquest.com (accessed September 12, 2008).
• Conner, Daryl R, Harrington, H James, Horney, Nicholas L, Brillinger, Ray (2000). [Project change management]. Canadian HR Reporter, August 14, 8. http://www.proquest.com (accessed September 10, 2008).
• Davenport, Tom 2004. Decision Evolution; Automated systems are helping businesses make decisions more productively and consistently. But they're also making a lot of entry-level jobs obsolete. Executives had better be prepared to manage the transition. CIO, October 1, 40-45. http://www.proquest.com (accessed September 11, 2008).
• Matthew Eriksen 2008. Leading adaptive organizational change: self-reflexivity and self-transformation. Journal of Organizational Change Management 21, no. 5 (September 1): 622-640. http://www.proquest.com (accessed September 10, 2008).
• Victor Y Haines III, Genevieve Lafleur. 2008. Information technology usage and human resource roles and effectiveness. Human Resource Management 47, no. 3 (October 1): 525.http://www.proquest.com (Accessed September 12, 2008)

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