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(2007, 3600 words)
The paper examines the merger of Glaxo Wellcome & SmithKline Beecham, one of the most pronounced within the pharmaceutical industry, in the light of change management theories. The research touches on the cultural theory, leadership theory, change facilitation theory and the techniques of communicating during a change situation.
(2007, 2500 words)
The paper examines whether the best way to manage any large scale organisational change is to use a change agent or change consultant. The study offers an overview of change management, the role of change consultants and the analysis of the role of change consultants in large scale organisations.
(2007, 2200 words)
The paper describes the nature and characteristics of organizational change. It defines the concept of a change agent describing the two types of change agents available to an organization, namely internal and external. The paper offers a review of literature on the use of external change agents for large scale change projects. The work details the advantages and disadvantages of both internal and external change agents with an intensive literature research along with a conclusion on the statement 'The best way to manage any large scale organizational change is to use a change agent or change consultant'.
(2007, 1500 words)
The paper offers a collection of critiques on the problems of organisational change and the challenges of IT solutions, IT outsourcing, and the problem of IT integration during mergers and acquisitions.
(2007, 4700 words)
The current report has therefore been produced by the CEO of Air France to understand the changes in strategic management by the company in the light of forecasting and strategic management processes. The report provides and overview of the company; analyzes the changes faced by the firm in last five years; highlights firm's adaptive or manipulative attitude; explores the future possibilities; and produces a road-map for emergence.
(2007, 2500 words)
The paper examines the tactics of organisational transformation in International Business Machines (IBM) reviewing theoretical approaches to organisational culture, discussing the concept of the virtual workspace, analysing IBM's diversification strategy, and performing their SWOT and Porter's five forces analysis.
(2007, 2600 words)
The case study has been taken from an article critical of corporate cultural change practices titled 'corporate transformations: Designer culture, designer employees and post-occupational solidarity' (Casey, 1996). The author attempts to identify significant issues with the reconstruction program and analyse it with the help of relevant theories and examples.
(2007, 4000 words)
The current report has therefore been produced by the CEO of Air France to understand the changes in strategic management by the company in the light of forecasting and strategic management processes. The report provides and overview of the company; analyzes the changes faced by the firm in last five years; highlights firm's adaptive or manipulative attitude; explores the future possibilities; and produces a road-map for emergence.
(2007, 2400 words)
The work analyses a case study by Catherine Casey on Hephaestus Corporation. It details Lewin's change theory along with its stages of unfreezing, movement and refreezing. It analyzes the alteration of identity (both corporate and individual) from a change management perspective. It critically analyzes the case study, evaluating the change management process with Hephaestus Corporation. It also introduces the new dimension of corporate identity into the change management process.
(2007, 1200 words)
This discussion gives a general idea of research into academic literature that focuses on the psychological responses of employees to organisational changes and changes in management styles. The arguments here show the impact of organisational change on psychological contracts and whether there are changed contracts on a transactional basis rather than permanent contracts between the employer and employee. The effects of change in the psychological contracts are highlighted from various perspectives using several examples and drawing largely from the Seagas case study.
(2007, 1600 words)
This discussion deals with an analysis on management and administrative changes within a business organisation, Seagas and several issues with regard to changes in the marketing approach of the organisation. The use of new products for innovation, change of brand name, change of management structure and personnel, R&D concerns, company mergers and management styles are all discussed within the context of the psychological contract of employees.
(2007, 2500 words)
The paper reports on the issues of strategic change facing the British National Health System (NHS). The purposes of strategic change management are identified; the key mission of NHS is formulated, its Force Field Analysis is conducted including the analysis of the driving and restraining forces in NHS, its cultural web, the Business Process Reengineering (BPR) model, etc.
(2007, 1500 words)
The paper outlines the importance of developing integrative approach for managing change. The integrative approach implies that planned and emergent approaches are used in a complementary rather than mutually exclusive way. The paper reviews both approaches and provides the grounds for the use of integrative approach.
(2007, 584 words)
This paper examines staff issues of mobile phones and PDAs implementation in Easy Moves. Possible staff roles and responsibilities changes, complex features of phones, alienation of staff in the planning stages, possible job losses and interfering implementation with staff holiday are identified as staff concerns. For each of the issue, a solution is provided. Good change management techniques, training, communication, reward and staff involvement are identified as part of the solution.
(2007, 3100 words)
This report explored process of effective leadership in change management. The discussion started with explaining notion or organizational change, and general guidelines to effective change leadership. Three comprehensive models of leading change were highlighted along with evidences from organizational case studies
(2006, 2100 words)
The paper examines approaches to leadership explaining the difference between leadership and management, offering a historical overview of the research into leadership, reviewing the theories of leadership, highlighting the prerequisites of successful leadership, addressing the issue of leadership change, etc.
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