The paper examines the features of organisational change providing definitions of the term "organisation", explaining why people resist organisational change, identifying the causes and scope of change, describing the process of change, and commenting on the author's personal work experience in Tesco during their organisational change.
The paper examines the consequences of change implemented by Westpac Banking Corporation ('Westpac'), a multinational financial services company, in one of their departments. The change program, Active Operations Management (AOM), is described and evaluated highlighting its weak points and discussing theoretical underpinnings of organisational change management. The features of a successful change program are indicated.
The paper examines organisational changes in the Danish hearing company Oticon. The history of the company is reviewed explaining the causes of their strategic drift in the 1980s and their failure to deal with the changes. Oticon's environment is described analyzing the transformation of their organisational structure and the methods used by the company's leadership.
The paper examines the relationship between organizational change and the factors within the organization, i.e. its corporate culture, external and internal environment. A case study of Sainsbury's is conducted describing the background for change, the process of change, etc. Success factors in managing change are identified. The importance of being proactive whilst managing change is emphasized.
The paper examines the changes at Procter and Gamble (P&G) that followed their revenue and profitability difficulties in 1999 and the firm's reaction to this over the subsequent six years. In order to examine the change process, the study focuses on the situation faced by the firm at the time, the nature of the change process, the organisational culture change that took place, and the design choices that were made.
The paper examines the reasons behind the organizational failure (OF) of Yokozuna Oil (YO) providing a theoretical approach to the causes of OF and the challenges of the organisational change, reviewing motivational theories and the principles of HRM, and providing recommendations for the implementation of change in YO.
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