| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGING ORGANIZATIONAL CHANGE": |
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Managing Organizational Change, 2002.
An overview of the organizational changes caused by a change in management.
1,150 words (approx. 4.6 pages), 15 sources, $ 44.95
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Abstract
This paper looks at the changes that must be implemented by a company when changing levels of management and discusses attitudes and theories on how these organizational changes would be received and managed.
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Managing Organizational Change and Stress, 1997.
Examines the phenomenon of workplace stress, especially that caused by organizational change and how it can be managed. Considers causes and manifestations of stress and details several appropriate managerial responses.
2,700 words (approx. 10.8 pages), 9 sources, $ 95.95
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From the Paper
"Abstract
The focus in the following pages is on workplace stress, particularly that created by organizational change, and how that can be managed appropriately. Stress is defined and causes are discussed, particularly within the context of change and the work environment. Common negative symptoms of stress are noted as well as the implications for individual productivity and for the organization as a whole. Finally, methods for effectively dealing with stress individually and in organizations are presented. For the organization, the qualities or attributes that the should be utilized to manage stress during the ongoing process of change are examined; some points of focus include leadership, personal compacts, communication, positive feedback, allowing emotional expression, and individualized programs."
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Managing Organizational Change: Key to Efficiency and Productivity, 2006.
A discussion regarding the value of change management in the profitable operations of organizations.
4,099 words (approx. 16.4 pages), 22 sources, MLA, $ 110.95
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Abstract
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)."
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Managing Organizational Change, 2002.
Shows how managers should be aware of all aspects in their organizations in order to keep up with the changes that come from globalization.
3,400 words (approx. 13.6 pages), 25 sources, $ 124.95
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Abstract
This paper explains that in addition to bricks and mortar, organization charts and company manuals, an organization is also composed of cognitive frameworks. In order to manage change in this era of globalization, managers must be aware of all the components of the organization.
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Managing Organisational Change, 2003.
An overview of the strategies available to deal with managing change and the common problems associated with a change process.
3,675 words (approx. 14.7 pages), 11 sources, MLA, $ 101.95
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Abstract
This paper outlines the strategies available to deal with managing change, the common problems associated with a change process and how the FKI Logistex group has dealt with change in recent years. It looks at the manifestations of resistance to organisational change and strategies such as the planned approach and emergent approach in dealing with the change process. It also provides examples of how Logistex has changed recently and highlights how the company has dealt with its resistance to change in the form of better communications from top management and by implementing an internal change agent.
Outline
Executive Summary
Aim
Assignment Brief
Objectives
Introduction to change management
Introduction to FKI
Causes of Resistance to Organisational Change
Resistance to Change
Change Forces
Manifestations of Resistance to Change
TQM
Strategies
Planned Approach
Emergent Approach
Issues and Considerations When Managing Change
Change Agents
Company Politics
Continuous Change
Change within FKI Logistex
Conclusions
References
Bibliography
From the Paper
"External forces greatly influence the change in an organisation and are often the trigger for a change process. Some of the common external factors are economic, technological & social and political forces. All of these forces need to be analysed from whether it is a competitor?s new product pushing prices down and increasing competitiveness to the general trends of finance or the direction the government is taking the country and the tightening or relaxing of regulations. All of these forces require watching and acting upon when required."
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Organizational Change, 2004.
Examines organizational change and change management.
900 words (approx. 3.6 pages), 2 sources, MLA, $ 31.95
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Abstract
The paper is about organizational change and about change management. It describes best practices in organizational change management and discusses types of organizational change, and factors necessitating change.
From the Paper
"The need for organization change can be triggered by a number of factors acting alone or in combination. Some of the factors necessitating change include: Changing customer demands, Increased competition, Shorter product life cycles, Smaller profit margins, The introduction of new technologies, The entrance of a new competitor, A decrease in sales and profits or the departure of one or more key employees..."
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Organizational Change, 2007.
A general discussion of organizational change, using the example of change in low performing schools.
3,110 words (approx. 12.4 pages), 10 sources, APA, $ 90.95
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Abstract
This paper examines key concepts in organizational change, with a discussion on implementing changes in schools with low performance records. The first section of the paper defines organizational change. The paper describes the characteristics necessary for a leader to implement change within an organization. The role of the human resources department is also examined in terms of an organizational change. Four methods for handling change are presented and defined. The importance of having a strategic plan for implementing a change is also explored. This is the section in which change for low performing schools is used as an example.
Outline:
Overview of Organizational Change
The Skills that a Leader Must have for Implementing Change
Human Resources-the Key Element to a Successful Change Process
A Strategic Plan for Implementing Change
Bibliography
From the Paper
"Organizational change is often based on a single project and designates the nature of all those activities aimed at improving corporation's performance. The result of the above process bears the name of organizational development (OD) and refers to the company's evolution during change activities. This is a very important delimitation from a theoretical point of view as the two concepts often overlap in people's minds (McNamara, 1997). In time, organizational development made the object of several definitions which modified their content according to the transition from organizations perceived as stable and closed systems to organizations seen as flexible and environmentally adaptive entities whose most significant asset is represented by human resources. A standard definition from 1969 stated that: "Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge" (Beckhard, 1969, quoted by McNamara, 1997)."
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temporarily unavailable
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Organizational Change, 2004.
An examination of different forms of theories of organizational change.
1,487 words (approx. 5.9 pages), 7 sources, MLA, $ 49.95
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Abstract
This paper briefly examines some of the theories and the development of the idea of organizational change. It summarizes the main attributes of the functionalist perspective within organizational change. The paper looks at what needs to be done in order to maximize an organization's chance of benefiting from change.
From the Paper
"The secret to a successful organizational change is careful planning, an understanding of what the company requires and the inclusion of the employee. Management continues to be the change agent. The level of complexity is a matter that must be geared toward the individual company and their requirements. When considering change, it is not the content but the context -- the who, what, when, where, and why ? that allows for congruency within subsystems and across the whole, while maintaining control and measuring effectiveness. A business must always be aware of the infrastructure or employee, employer relations and the market base as represented by the customer. Product and profits are two essential guides to evaluation. This perspective suggests that businesses and organizations can learn from mistakes and build upon successes through innovative and managed change."
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Organizational Change and Communication Plans, 2008.
A research study that examines whether instructors of distance education perceive a communication action plan as being supportive of organizational change.
5,247 words (approx. 21.0 pages), 25 sources, APA, $ 130.95
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Abstract
This paper presents a research study that assesses whether the presence of a communication action plan influences employee responses to organizational change. The paper focuses attention on employees' acceptance of organizational change. The paper also describes the research design, the method of data collection and the survey methodology. An annotated bibliography is included with the paper.
Outline:
Introduction
Statement of the Research Problem
Definition of Key Terms
Brief Overview of Related Literature
Methodology
From the Paper
"Communication plans that are developed by the organization instill the need for change throughout the organization, enable individuals to understand the impact of the change, and communicate any structural and job changes that will affect the employees (Cawsey & Deszca, 2008). Distance education providers are targeted to continue to grow at approximately 16% a year over the next 10 years (Howell, Williams, & Lindsay, 2003). Over 1.5 million out of 19 million postsecondary students took at least one distance education course in the 1999-2000 school year (Ashby, 2002). The current higher education infrastructure cannot accommodate the growing college-aged population and enrollments, making more distance education programs necessary (Howell et al, 2003). As current distance educational providers attempt to accommodate this growth and make their distance education models scalable, organizational change will be ongoing."
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Organizational Change: The Dynamics of Strategic Change, 2001.
This paper analyzes the concept of "change", theories behind it, why it is necessary and how organizations need to cope with change in order to survive.
1,750 words (approx. 7.0 pages), 13 sources, $ 56.95
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Abstract
This paper analyses the concept of "change", theories behind it, why it is necessary and how organizations need to cope with change in order to survive.
From the paper:
"Change requires change. Organizations today are making abundant changes internally to cope with a highly turbulent external environment. With frequent reorganizing, downsizing, rightsizing, delayering, flattening the pyramid, teaming and outsourcing taking place, careers and career opportunities are in pandemonium resulting from the progressive destabilization of relationships between people and organizations."
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Organizational Change Project Analysis, 2005.
An examination of implementing organizational change within the nursing profession, focusing on a specific project.
2,874 words (approx. 11.5 pages), 12 sources, MLA, $ 85.95
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Abstract
This report aims to create a plan for an organizational change. The associated change analysis requires some mandatory overtime for nursing professionals in both the hospital and long-term care settings. The proposal is to incorporate the nursing staff into an in-house facility hospice program. This combining of responsibility is an idea that will gain a great deal of momentum on a national basis in the not so distant future because the comprehensive project not only helps to improve the final days for terminally ill patients and their families and friends, it also provides a social service to the immediate community and will raise the level of respect and confidence in the facility, as well as create a new source of revenue.
Introduction
Description of the Organization
Description of the Change
Proposed Change and Compatibility with the Organizational Culture
Rationale
Conclusion
From the Paper
""Though much is now said about more positive goals of enhancing patient autonomy, the early insights and agendas of the new ethos had a much more negative basis-that medical practice contains profound threats to both patient freedom and well-being." (Wear 30) This service therefore is an important part of our organization's future standing in the community and may even be a potential for academic and educational offerings that we could provide for other facilities looking to follow in our footsteps. The program will require some mandatory overtime for the nursing staff so as to train, provide service and support for the patients, family members and friends. It is important to note that this change will affect all key stakeholders which include the facilities, administration, patients, families and friends, the overall community and of course the nursing team."
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Consultants and Organizational Change, 2004.
An examination of the role of the consultant in organizational change processes.
779 words (approx. 3.1 pages), 7 sources, MLA, $ 27.95
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Abstract
This paper examines how an understanding of change dynamics has become increasingly important, since resistance to change has long been recognized as a hurdle to organizational change attempts. It shows how resistance to change covers a range of behavior from passive resistance to active resistance, or even aggressive resistance, and how consultants are often called upon to encourage organizational members to create a high-energy organizational culture that pushes the boundary of the organization to change.
From the Paper
"The social and dynamic aspects of drive for change are more in line with organization-wide changes such as changes to culture or major strategic shifts in the organization. In this body of work, drive to change is described as a dynamic force whose presence or absence determines the ultimate success or failure of the transformational effort (Linstead and Chan, 1994). For example, O'Connor (1993) argues that organizational transformation cannot occur unless there is enough momentum for a shared transformational vision. In other words, there must be enough energy in the direction of the transformation for those involved to recognize and utilize it (Senge, 1990)."
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Processes for Effective Organizational Change, 2008.
An analysis of methodologies and systems relating to quality extension and effective organizational change.
3,422 words (approx. 13.7 pages), 16 sources, APA, $ 96.95
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Abstract
This paper discusses process improvement, business process reengineering and quality management systems. It examines the Six Sigma, total quality management and Toyota production systems and emphasizes the process mapping, kaizen and takt concepts. The paper concludes that these methodologies and systems all speak to the same business competencies and priorities related to quality extension and permanent and effective organizational change.
Table of Contents:
Abstract
Process Optimization and Continuous Improvement:
Quality Systems and Control
Overview
Kaizen as Permanent Change
Process Improvement
Six Sigma Control & Improvement Processes
Toyota Production System
Conclusion
From the Paper
"The core principles of all these systems and methodologies are change and process improvement. Without the willingness on the part of the organization to embrace change not as an ad hoc, one-off affair but as part of its operational philosophy, a competitor commits itself to a state of constant review and questioning. Many of these methodologies and tools in fact work well together or in tandem. For example, Six Sigma complements TPS in several strategic ways in that it emphasizes measurable results that are reproducible. Additionally, Six Sigma's focus on process improvement is directly relevant to TPS' emphasis on Kaizen as an ongoing process improvement effort that never ceases. Finally, Six Sigma institutes a highly refined goal to reduce variance in a production system to an extremely low incidence rate which directly equates with increases in quality. TPS is centered on the concept of removal of variance within upper and lower control limits at every point in the production process. Thus, these two systems in particular but all of them to a degree, are dedicated to refining business processes and trimming excess resource commitment and, by extension, costs."
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Organizational Change, 2007.
This paper applies theories of organizational change to the re-engineering of the information management function (IT) at the New York City Administration of Children's Services (ACS).
975 words (approx. 3.9 pages), 6 sources, APA, $ 34.95
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Abstract
This paper explains that many of the challenges to the strategies of information management (IT) change at the New York City Administration of Children's Services (ACS) are on the organizational level and of specific programs on the strategic level. The author points out that several theorists believe that the most painful part of change is in changing long-standing processes, which involve the management and use of data. The paper relates that the organizational change stages of development, which can not be shortcut, are stability, adaptation, struggle and revolution.
Table of Contents:
Introduction
Develop the Service Vision and Process Objectives for ACS
Identify the Processes to be Redesigned
Understand and Measure the Existing Processes
Design and Build a Prototype of the New Process
From the Paper
"Mintzberg and Westley (1992) mention the third level being that of "the most concrete level shown, an organization can change its people (their jobs) and its operations, including its machines, architecture, and other facilities the concern of fields such as organizational development and operations management," which speaks to the role of operations research, time and motion studies, and the logistical and tactical approaches people rely on to do their jobs. In the case of the ACS, often individual employees and contributors are left to complete this entire process on their own, without a unified direction in change management coming from their leadership. This results in the inappropriate disposal of patient records, patients' records being lost or misplaced, and a lack of accountability specifically on results.
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