“Gambling Can Generate Much-Needed Revenue.” Gambling, edited by Margaret Haerens, Greenhaven Press, 2012. Opposing Viewpoints. Opposing Viewpoints in Context, http://link.galegroup.com/apps/doc/EJ3010221265/OVIC?u=odl_brokenahs&xid=90c06695. Accessed 10 Jan. 2018. Originally published as “Paying with Our Sins,” Reason.com, 20 May 2009.
But if it is, you’ll have some reasons. Write them down. Furthermore, Leppitt, (2006) also describes the urgency factor in step three of the integrated model by stating you should think about why this is the moment to act. Regarding change strategy, Pettigrew (1988) says an individual would explain what
Myers et al (2012) suggest that organisational change occurs when an organisation makes a planned transition from its existing state to some desired future state. Furthermore, organisational change is required when companies need to improve the quality of their products or services due to external or internal factors; such as competition, customers’ necessities and demands or internal changes. Consequently, this process requires companies to regularly re-evaluate their strategies, structures, policies, operations, processes and culture (Myers et al, 2012). Barnard & Stoll (2010) maintained that most organisations public or private have to acknowledge that they must reshape themselves or die; they must continually innovate and adapt to new
But many authors say that, to bring change in the organisation, lots of planning is required, lots of strategies are to be formulated, and they are to be checked against the present and past scenarios, so that they create value to the organisation and the customers when implemented. Authors of this book majorly concentrated on the change management model which is built on Kurt Lewin’s model. This model
This model is also one of the powerful models to characterize the stages of personal variation involved in maximum organizational changes. It helps to understand how the employees will respond or behave to the change, provide cooperation for their own individual transitions and determine that they have the help and support they need. • Planning Change During the early periods, change management conveyed with it the intention of being the intangible activities embraced by the Human Resources department. However, over the last decade, change management has emerged as a structured regulation that business experts are seeing as a 'must have ' and not just a 'nice to have ' when major projects or initiatives originated. ADKAR Model The organizational change management begins with understanding how to oversee change at an individual level.
“Transitional Identity as a Facilitator of Organizational Identity Change during a Merger” was published in the release of September 2010 and illustrates the grounded theory of transitional identity, elaborated in the range of a real case of merger. The work starts assuming that organization identity changes are usually produced by other major shifts that organizations experience and that can involve their internal structure or even transcend their boundaries. The authors of the study presented in the article state that the connection between these major shifts and the consequent necessity of identity change is a field still little explored. In order to fill the gap detected in literature, researchers observed one of this extra-boundary variations that requires deep identity change. They focused on a real merger planned between two healthcare organizations, indicated with the pseudonyms of Community and Westbrook.
The most famous change management model is Kurt Lewin’s Change Management Model. In 1947, Lewin recognized that people used to do things within certain zone of safety. He presented three stages of change:- (i) Unfreeze. Usually, people make resistance to change. So it is necessary to unfreeze their current state and thinking through motivation.
On the contrast, current change models plays crucial role in implementing change in an organization. Indeed, current change models having certain limitation on implementing changes and current models only helpful when the change known and outcomes are expected. But change is an inevitable process we cont suspect when will new problems arises and all technology related changes need an alternative model for implementing change. So, in this paper I am going to explain process of
The change process can have various stages. One of the best known was Lewin’s (1951) force field model of change. He believed the change process occurred in three stages – unfreezing, changing and refreezing. In the unfreezing phase individuals become aware that old ways of doing things are no longer sufficient. In the changing phase individuals choose a new favourable way of doing things.
DECISION TREES In Decision Trees tool options are eliminated by progressively introducing further requirements to be met. These requirements vary based on investments, growth or diversity. This tool is very powerful and can be used for deciding the best method with minimum risk of failure. The following case study will help us understand the decision trees tool in better way. (jwinch2 2013) Case study 1 Smith industries must decide whether to manufacture a new component at its factory or purchase the component from the supplier.