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(2008, 2700 words)
The paper examines the concept of organisational culture change (OCC) providing its academic definitions, analysing the effects of OCC at behavioural and cognitive levels, reviewing the models of OOC, considering OCC implementation in Apple Inc, and discussing the role of leadership, power and management in OCC.
(2007, 2400 words)
This assignment discussed change as being one of the primary business topics in today's organisational life; managers face a rapidly moving, merciless global marketplace. The organisations that survive will be those that are able to respond quickly and effectively to the changing conditions of the environment. This theory conflicts with the modernist approach to leadership and management, which views organisations as systems that are controlled by the structure. When an organisation changes, it is normally the culture that is manipulate to move the organisation to where it wants to be. This involves the softer social skills, which post-modernism accepts are part of the ethos of the organisation. The primary source of sustainable competitive advantage is the organisation's capabilities, their intellectual capital, and the individuals that make up the organisation.
(2007, 1000 words)
The work analyses the suggestions made by Beer, Spector and Eisenstat (1990) that three of the most basic ingredients of organizational change to be effective and successful are commitment, coordination and competency. As a case study to support the arguments, an observation is made of the transitional process at General Electric ever since the inception of Jack Welch in 1981.
(2007, 1500 words)
This report highlights the relevance of Beer, Eisenstat & Spector's idea that in order for an organizational change to be successful there needs to be coordination, commitment and competencies. This relevance has been demonstrated with the help of post-acquisition organizational change of National Westminster Bank (NatWest) by Royal Bank of Scotland (RBS) in March 2000.
(2007, 1800 words)
The main argument of this discussion is focused on identifying motivational and stress factors that seem to affect or underlie organizational change. The discussion highlights the key theories in the areas of motivation and stress and show how these theories could be linked to challenges within organisations in implementing structural and hierarchical changes in management. The focus is on whether motivation theories could explain positive or negative changes associated with organisational changes from a hierarchical structure to a more team oriented structure. The motivation and stress theories, as well as issues in organisational management and employee performance are highlighted.
(2006, 2500 words)
The paper looks at the concept of organizational change examining the drivers and dimensions of change in vCustomer Corporation. The HR problems related to change are identified and analysed from the psychodynamic perspective.
(2006, 1500 words)
The paper addresses the problems of organisational change within Oticon reviewing their background, management's strategy, etc. Levels of changes are identified and described; the use of metaphors in change management is discussed.
(2006, 3000 words)
The paper reports on the organisational change in Apple relating the company's history, assessing the role of their governance in the changes the company has undergone, highlighting the difficulties of change management, reviewing theories of organisation, etc.
(2006, 2200 words)
This paper studies the organizational changes of ASDA after the merger of Wal-Mart. The study focuses on ASDA’s organizational structures, which includes division by geographic areas, division by process, and division by type of customers. These organizational structures are adopted in ASDA Stores, ASDA Living and ASDA Essentials. The research also discusses the influences that have an impact on ASDA’s organizational change. The study found that technology, marketing, income distribution and savings, debt and credit availability effect organizational change.
(2006, 2000 words)
The paper addresses the issues of organisational change reviewing theoretical approaches to change management. The ways of dealing with complexity and uncertainty related to change are discussed arguing the effectiveness of command and control as methods of change management.
(2006, 4500 words)
The paper looks at the process of mergers and acquisitions from the perspective of organizational change reviewing related literature and focusing on the merger between AOL and Time Warner. Analysis of both companies is conducted using PESTEL and Porter’s Five Forces models; the advantages and disadvantages of companies’ growth through mergers are outlined.
(2006, 2900 words)
This paper critically examines the relationship between organization culture and corporate performance. To what extent can and should organizations attempt to change organization cultures.
(2005, 3000 words)
The paper examines the strategies used in organisational change reviewing academic definitions of change, describing the stages of organisational change, managerial objectives at each stage, etc. Factors relevant for organisational change are outlined and illustrated with the practices of Thera Trust. The difference between management and leadership is discussed from the perspective of control and creativity.
(2005, 2000 words)
The paper examines the change initiatives and the leadership style of the BBC Director General (DG) Greg Dyke reviewing his approach to the companyÒs restructuring, the programme ÓMaking It HappenÔ, etc. DGÒs actions are interpreted with reference to the theory of organisational change.
(2006, 3000 words)
The paper examines the challenges of organisational change reviewing academic approaches to change management and reporting on the change within East Yorkshire Primary Care Trust (EYPCT). The background of the EYPCT, the reasons behind the change, and the TrustÒs organisational culture are reviewed; the process of change implementation is described focusing on the resistance to change and highlighting the factors that caused this resistance.
(2006, 2000 words)
The paper addresses the issues of managing change highlighting related problems, reviewing theoretical approaches to organisational change, discussing the main difficulties associated with it and the reasons behind frequent failures in managing change.
(2006, 6000 words)
The paper examines the issues of adaptation to change in corporate culture of the 21st century focusing on the problems of corporate planning, managerial approaches to enhance achievement, the role of tangible and intangible assets, the value of human resource, etc. A case study of analytical and scientific planning in Shell is conducted; the relevance of reputation, knowledge, morale, empowerment, etc. for organizational success is highlighted.
(2006, 2000 words)
The paper discusses theoretical approaches to organisational change (OC) reviewing the existing planned change models and related theories (i.e. field theory, action research, group dynamics, etc.), and arguing whether there is a conceptual basis for OC theory.
(2006, 2000 words)
The paper offers a review of literature on innovation and change pointing out the gaps in academic research related to the topic, and identifying the critical success and failure factors of innovation and change.
(2006, 2000 words)
The paper addresses the issues of organisational change discussing the nature of resistance to change, the traumatic experience related to change and the case of employee trauma over the merger of two companies (Vectone and Lycatel) in the calling card industry.
(2005, 3500 words)
The paper examines the concept of organisational change reviewing the ideas of the chaos theory and the complexity theory, and applying them to organizational structure and culture. The film, ÓThe Butterfly EffectÔ is reviewed illustrating chaos theory in practice. The experience gained during the implementation of the research project is evaluated.
(2006, 2000 words)
The paper reports on the critical success factors of Oticon, a Danish hearing company, focusing on the strengths and weaknesses of the companyÒs structure and culture, the factors that had stimulated organisational change and the strategies of the management in implementing these changes.
(2005, 990 words)
This paper discusses organisational change and why it might be problematic. Mullins (2005) discusses that organisational change is continuing and ongoing force. It can go on in distinct periods, anywhere from days, weeks to months and even years. The effects of change ban vary in the sense of what or who it may affect; this can be people as individuals or groups, organisations and even countries. Due to the extensive nature of change it is interrelated to all the levels it occurs in. Meaning, if a law act changes it may affect the company at some level too. Executives in organisations may intentionally make changes which may influence a specific part of the company, policies or simply the way in which people carry out their work.
(2006, 2800 words)
This discussion is focused on the positive and negative changes in management and organizational systems within the context of the Science Museum in London. The changes in public life that seem to have had major positive and negative influence could be explained and analyzed with examples of scientific developments in telephones, computers or DNA. All these scientific developments are reflected in exhibitions of the museum and the museum itself is a large resource for scientific education, research and teaching. This paper highlights the importance of scientific developments, especially information technology systems in affecting change within organizational and management structures in the Science Museum of London.
(2006, 1000 words)
The paper examines the paradigms of making an organisation ÑgreenerÒ reviewing academic approaches to organisationsÒ strategic development, i.e. a classical approach, a systematic approach, a processual approach, etc.
(2006, 2000 words)
The paper examines the role of HRM in organisational change reviewing theoretical approaches to change and discussing the stages of the internal restructuring process, external causes of change, etc. The practices of the Hilton hotel group are referred to to illustrated the Equilibrium HR strategy in change management.
(2006, 2500 words)
The paper investigates the concept of planned change providing a review of literature on the theories of change, employee involvement and training, reward management, corporate culture, etc.
(2006, 2500 words)
The paper investigates the implications of organisational change focusing on the managerial practices in helping the staff to adapt to it. A review of literature on change management models and illustrations of their application are provided including recommendations for managers.
(2004, 3600 words)
This paper examines how Soft Systems Methodology (SSM), as developed by Peter Checkland, can be used to successfully manage change. The elaboration of this assignment is done based on the case study ÓThe New Branch Columbus project at Royal Bank of Scotland: The implementation of large-scale business process re-engineeringÔ, written by Wendy L. Currie and Leslie Willcocks and published by Elsevier Science BV in 1996. The company was facing a radical restructuring of their traditional branch banking system, which represented a major organizational, managerial and technical challenge. In order to guide intervention, Soft Systems Methodology (SSM) of Peter Checkland is used in this assignment as a learning system directed by the objective to take specific purposeful action.
(2005, 2200 words)
This paper identifies theory relating to the management of change. It has been found that today all organisations are operating in increasingly turbulent and changing environments and that managers have to make decisions as to how best to structure their organisations to make best use of the resources and meet the demands being put upon them. Key to any organisational change seems to be an understanding of the beliefs and values of the people working in the organisation and how the change process is then managed. The literature has revealed that organisations need to be continually analysing the environment in which they operate through PESTLE and SWOT analysis, enabling them to understand how they need to change. The most difficult aspect of an organisation to change is the culture, i.e. the system of beliefs, behaviours and values that are held by the people within the organisation. It has been found that change is best tackled once the organisation has developed leadership skills within its people.
(2005, 4000 words)
This report focuses on the process that a consultancy may go through in order to develop a feasibly study in changes and increases in production at a manufacturing firm. The report is written in the style of a business proposal. The report puts forward a proposal for managing the consultancy process and how the organisation might manage the change process. The report discusses and justifies different approaches to consultancy
(2005, 1600 words)
This essay aims to prove a well known statement of the management of change process being not an easy one, nor the straightforward. The author also illustrates this with the application of various change theory frameworks.
(2005, 3000 words)
The present paper discusses the change management programme which took place in a UK service company. The paper is based on the case study which shows the way change process was implemented in the company. The paper reviews the following areas: approach to change, the change management initiatives (TQM and BPR), the role of organisational culture (conflict and power). The major focus is made on the managerial lack of concern over soft issues that comprised the important part of the change process.
(2004, 8000 words)
The paper presents a case study of the changes in education and management practices that took place in one of the UK primary schools. The review of literature supplies information on the change management theories and models of education management in primary schools. The report covers the issues of school organisational structure and leadership, roles of change agents, practices in team building, problems behind the resistance to change, etc.
(2005, 1000 words)
The paper looks at the management of business process focusing on change management. The theoretical background of change management is investigated; the factors of changes and the effects of these changes on the organisation are discussed. Various change management approaches and methodologies are outlined. Conclusions are made about the importance of simulation and innovation and change process management.
(2005, 2500 words)
This report undertakes an extensive research into the concepts of change, merging the practical and the theoretical aspects. In particular, the report examines the recent changes which took place at Rentokil Initial Plc, examines in quite detail various theories, types and models of change, considers complex adaptive systems and finally, applies the previously named theory towards a possible implementation at Rentokil.
(2005, 2000 words)
This report concentrates on role of external agents of change (external consultants) and their competences as well as brief overview of process of change, resistance to change and contemporary challenges faced by the change agents. The paper identifies 5 symbolic roles and relevant competences, which can be undertaken by change agents during the process of change. Finally, the report cites an example of merger between Wal-Mart and ASDA, describing the different stages of the merger and roles of facilitators and other parties involved in this process.
(2005, 2000 words)
The paper seeks to explain the difference between a transaction as a "merger of equals" and a takeover using the example of the fusion of Daimler-Benz AG and Chrysler Corporation. The history of the operation is outlined against the background of the situation in the automotive industry. The report analyses various issues of the merger such as strategy, leadership, organisational culture change and post-merger activities. The factors creating uncertainty for the employees in the merged/ acquired organisation are discussed.
(2005, 3300 words)
The following report highlights major problems affecting the organisation in terms of structure, personnel and staff relations, plant, culture, communication, leadership and management styles. The author applies two frameworks of change management: Porter's Five Competitive Forces and Three Meta-Strategies in order to critically analyse and evaluate Oticon's strategies in addressing these problems.
(2005, 3000 words)
This report goes into the depth of analysis of cultural and contextual change, which took place in British Airways, starting from 1980 up to the current day. The company undergone a tremendous transformation from being BA "Bloody Awful" to becoming "Word's Favourite and Europe's most profitable" airline. The detailed account of the cultural and contextual changes (including the role of CEOs) that have been taking place during this period are simultaneously assessed by the researcher using various academic theories, namely, those on motivation, leadership, culture and so on. Moreover, the researcher is providing a brief overview of the personal management style and opinion on how should actually people be managed.
(2005, 1600 words)
This report presents a case study of Macdonald Hotels Group' and company's strategies for change implementation. Describes a scenario in which the company has experienced an organizational growth to approximately three times it's current size. The recommendations are provided on highlight what the company needs to adapt and change in order to cope with such a dramatic growth, remaining efficient and effective in it's business practises. An appropriate business structure is also suggested in the report for a successful expansion strategy of the chain into the European market.
(2004, 1500 words)
This report presents analyses a case study on organisational change of Oticon Company. In order to make the company more service oriented and customer focused, Oticon has adapted a new structure by placing its employees at the heart of the company, organising work in teams with an implementation of the new structure, which has completely changed the workplace. The author evaluates cultural changed made to overall performance, team work and communication channels and provides with the drawbacks of this new structure.
(2005, 2000 words)
The paper compares two most prolific approaches in change management: incremental and radical. The comparison takes into account the benefits and drawbacks of both approaches, and reviews the organisational resources requirements which are necessary for the undertaking of a particular change programme. The comparative analysis takes into account both operational and business levels. The analysis does not support the universal use of each of these approaches and discusses the aspects that shall be considered prior to committing to a specific change initiative
(2004, 12000 words)
The aim of this dissertation is to perform a research in change management at the IT organisation and to evaluate the role of Information System specialists in the successful outcome of the changes. The research is carried out by the means of primary and secondary research methods, applied to SCM - Wembley (Securitas Cash Management) companys branch in the UK. Firstly, SCM, a Swedish company, which undergone organizational changes, was introduced. The author takes Markus and Benjamins change agentry models, such as: the Traditional agent Model, the Facilitator Model and the Advocate Model in order to identify the IS specialists role in the changes at SCM. The primary research was performed by qualitative and quantitative approaches (interviews and questionnaires), where senior managers and IS specialists were surveyed. The literature review was performed as a secondary research there. In this part, the definition of change management was determined; a common viewpoint of changes was built up, and the forces that induced changes were outlined from Black and Porters studies. Finally, the author concluded about the role of the IS specialist as a change agent, which needed to be well skilled and able to flexibly shift quickly between the models (Markus and Benjamins change agentry models) depending on the circumstances. The author also gives recommendations regarding the ways, the IS specialists can be educated and skilled in order to achieve success at the organisational change management.
(2005, 3000 words)
The paper recounts the story of the ´spaghetti organisation”, as it came to be known, and follows its recent changes, with reference to HR issues and communication levels. By highlighting various areas of Oticons business performance, such as structure, personnel, culture, communication, leadership and management styles, the writer demonstrates how new introduced changes can impact on the companys culture and business processes overall.
(2004, 3000 words)
This paper examines organisational change using a case study to help illustrate why change initiatives succeed and fail, focusing on those elements that an organisation must take into account when implementing change. It highlights that successful change requires an organisation to address the áwhole system rather than implement isolated policies and practices that fail to achieve cultural change. Areas discussed include organisational change theory, transactional and transformational leadership, employee resistance to change, managerial values and rationality, psychological climate and work relations, and culture.
(2004, 5300 words)
The following paper critically analyses the management at Deutsche Bank in relation to the merger between Deutsche Bank private/retail banking and its online bank 24. The paper demonstrates the causes of resistance to change and proceeds with a critical discussion while contrasting DB's management with more appropriate approaches to change, like the learning organization. This discussion is incorporated in McKinsey's 7-S-framework, showing the imbalances within the system at Deutsche Bank.
(2004, 3500 words)
While using a selection of established operations change tools and techniques, the first part of the assignment evaluates the potential benefits of incremental (TQM) versus major change (Business Process Reengineering), for improving the performance of operations. In the second part, Deutsche Bank is chosen as an exemplar to critically evaluate the notion that business processes are about delivering customer satisfaction.
(2004, 5000 words)
This report provides a detailed analysis of the GSK (GlaxoSmithKlein) merger in terms of change management. It considers the original status of companies involved before the merger, provides the overview for the company and pharmaceutical market, the transformational process and contemporary status of the company, comprehensively analysing (using Forcefield Analysis analyses as one of the tools as well as other academic models) the particular changes which took place within the company speculating upon the current and future outcomes. The report also includes PEST and SWOT analyses.
(2004, 2000 words)
The present paper reviews the organizational change process, which took place in Pan Pacific Hotel (PPH). The case study describes the way the management of the organization decided to adapt to the requirements of the business environment. The information for the case study was collected from the case study introduced by Davidson & Marco (1999) and information provided by Business Today. The further analysis identifies the nature of the change process that took place in the organization and explores the "soft" components of the organization affected by reengineering process. The paper seeks to identify the roots of the success of the current change process. To this end, the force-field analysis is applied, which helps to analyze restraining and driving forces which determine the state of the organizational culture and the way change process took place. Each force is analyzed to identify its contribution to the state of equilibrium. Though, the case study does not explicitly shows only driving forces that influenced the change process, the paper applied various empirical and theoretical findings in order to define possible resisting forces that could have affected the transition process.
(2004, 2500 words)
This paper critically evaluates the strengths and weaknesses of the organisational changes reported in the SEMCO case study and in the light of the evaluation outline what leaders and managers of other organisations elsewhere could potentially learn from SEMCO's organisational transformation.
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