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(2008, 4000 words)
The paper examines the scope and concept of organisational change and strategic change aiming to understand why change theories have been increasingly important for companies and how change is implemented in their organisations. An example of HMV Group is considered to give a better understanding of strategic change and organisational change.
(2004, 1000 words)
This paper analyses the importance of organisational culture as a component of organisational change process.
(2004, 3000 words)
The following report is based on the KPMG case study from Johnson and Scholes (Exploring Corporate Strategy). Report investigates The Main Strategic Issues facing KPMG in 1992. apart from that attention is drawn to the Balanced Scorecard of KPMG; KPMG's Global Revenue Growth Strategy; Financial Perspective; Customer Perspective; Internal Business Process Perspective, Learning and Growth Perspective; KPMG's performance measures (lag and lead indicators) and Limitations of the Balanced Scorecard.
(2004, 9000 words)
This paper explores the existing literature on Change Management, and highlights the most important aspects found. The structure, culture and employees of an organisation all either affect or are affected by change. This paper aims to look into how and why this is. The issue of resistance to change, its causes and effects will also be looked at along with what can be done to make the process of change easier for all concerned. And finally, the questions of how organisations should manage change, and who is responsible for managing change, are raised.
(2004, 2800 words)
Using the framework for managing strategic change (Johnson and Scholes), and appropriate illustrations, the paper explains and justifies the answer of why any process of strategic change needs to take account of the culture of the organisation concerned.
(2004, 4000 words)
This report is analysing the change, which took place at Avon in 1999, when the new CEO Andrea Jung was appointed to reposition Avon's flagging image. It analyses the business model of Avon (Direct selling), organisational culture of Avon and the problems company faced. Secondly, role of Andrea Jung as the agent of change, her leadership and the way she managed changes. Lastly, the effects of brand repositioning and changes in the company are being highlighted. Arguments of this report are based on the academic theory (Lewin's change process and other theories).
(2001, 3000 words)
Conclusion:
If organisational change is forced upon willing and unwilling firms by environmental and financial factors then it makes sense that the best way in which to maximise the advantages gained by the organisation is to control and manage the change. This is not a controversial subject as the different models put forward by the different theorists all have many features in common. They agree there is a driving force which necessitates change, that the environment should be made accepting to that change and that communication of need and intent is vital to gain commitment throughout the organisation which is essential to the permanent and successful adaptation to the proposed change and allow the company to thrive.
(2002, 2400 words)
Conclusion:
This essay has attempted addressing the three initial questions; answered the first and second questions by giving a brief account of cultural changes within organisations. Used relevant examples from the beginning of the organisation or corporate culture, using Peters and Watermans theories. It linked it all with the more traditional academic disciplines and used the ´excellent companyˇ notion. It then focused on the reasons behind corporate culture changes programs, again using mainly positive examples successful companies that represent what good comes from these changes. Used anecdotal evidence with a personal account of organisational culture changes that were experienced ´first handˇ by the writer of the essay working for a big organisation in the UK . The mainstream approach and the critical approach were also used. A mention also to the concept of HRM and SHRM as a modern management tool to implement and see through culture changes. To finally conclude in the last section, with arguments pro and against corporate culture changes. At the end of this essay we can conclude that corporate culture is probably a positive thing, as it motivates people and can transform a boring 9 to 5 job to something with a little more meaning added to it. Cultural changes can sometimes be very positive and meaningful, but there are also a lot of examples to say completely the opposite, for many sorts of different reasons and motivations behind.
(2003, 2800 words)
Over the last twenty years or so there has been a remarkable change in structures and culture of organisations in the United Kingdom and worldwide industry. This assignment will look at change in relation to how it is implemented in organisations. What are the problems with change and why is it difficult to accept, showing why it is important for stability to an organisation and try to appreciate the effect on the workforce.
(2003, 4700 words)
The paper provides strong literature review on the issues of organisational culture change (Definition of organisational culture change; Types of organisational culture change; Ways of organisational culture change; Barriers to change; ´Unintended Consequencesˇ; Effects of the organisational culture change with reference to past performance of the companies which have changed their culture)
(2003, 6200 words)
The following research is paying particular attention to the studying and analysis of various aspects of managing change (using models and frameworks (aggregate models of Lewin, Johnson and Scholes) of and for managing change respectively, analysing different types of change and organisation (culture and behaviour), looking at the process and implementation and possible resistance followed by the relevant criticism, advantages and disadvantages, use of change agents as a catalyst of change, etc.), it is further complemented throughout the report by the analysis of the live-case scenario of Holiday Inn Group taking over a chain of Posthouse hotels from Forte Group (Heathrow, UK). Moreover, the feature of re-branding is looked upon the managing of change being a core subject but also as very important part of it. The report is completed by the brief conclusion and recommendations to the industry in regard of the current situation, future trends and use of academic tools (models and frameworks) in practice.
(2003, 4000 words)
This report analyses a case study on two organisations in terms of organisational change. The two organisations in question are Oticon, a hearing aid manufacturer, and the Property Services Agency (PSA), an organisation that underwent privatisation in the early 1990s. Comparisons of the two cases are to be made in terms of organisational change drivers, issues of change agency and management style, and employee acceptance/resistance to change. With regard to managing change, the successfulness of the approaches is an aspect on which the report reaches conclusions.
(2003, 1200 words)
The paper identifies the main issues and problems that the Corporation is facing due to the merger of two different companies and provides different alternatives to solve these problems; also outlines brief advantages and disadvantages of each alternative and proposes the plan of action.
(2003, 1600 words)
The report provides the GE overview, its organisational structure and successful change strategy.
(2003, 2000 words)
(2003, 5500 words)
This report analyses the German airline company Lufthansa; its history, crisis of the company in the beginning of 90s; change is Lufthansa (1992-1999); analysis of the process of change in the company; Assessment of Lufthansa's Transformation; Lessons derived from the Change; Lufthansa's Organisation and Strategy in 2003; 7-S analysis; business strategy, core competences and present and future challenges of the company.
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