An exploration of the theories and models of change management in an organization.
Written in 2009; 2,584 words; 14 sources; APA; $ 78.95
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)."
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