Introduction Change management is the process through which organizations continually renew their structures, directions, and capabilities to serve the dynamic needs of their stakeholders (Mullins, 2010; Benn et al., 2014). Change is a continuous process in the life of an organization, and it occurs at strategic and operational level (van Bortel et al., 2010; Linnenluecke & Griffiths, 2010). Therefore, it is vital to recognize the importance of change to any organization by defining its future and approaches for managing change to attain the set future goals. Currently, organizations and teams are exposed to rapid changes as a direct result of globalization and the growing importance of sporting in the social development and sustainability
Organizational change Many companies worldwide have in one way or another implemented change in the operations of their business over the past years. This type of change in the operation of any business is described by the term organizational change. Factors such as new technology, competitive advantage and globalizations influence organizational change within a company (Hayes, 2014). The ability of a company to manage and successfully implement change is crucial to its survival. Consequently, organization change has attracted the attention of many researchers and scholars.
This will enable the desire for working on the new system and thus leading to further success of the system. • Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done. Change Management Models There are various change management models which have been developed and used worldwide. Since all the models provide a particular set of guidelines to follow, along with defined expected results, use of any model is dependent on organizational requirement.
Change makes employees afraid to lose their jobs and on the other hand managers are afraid to lose the influence and power they have in their workplaces. Change management despite being popular is a phenomenon which is also often misunderstood. According to Holsapple (2013:13), change management is a broad and challenging field that offers numerous theories and processes to consider, yet it has no guaranteed solutions. Essentially, change processes are highly dependent not only on their environment, goals, and objectives of the organisation, but on its specific history, culture and leadership. Mergers and acquisitions form part of the measures that organisations follow when they want a change in the organisations’ fortunes.
In the today’s organisations business world, Change has become an obligatory means for an organisation to survive in the marketplace even for organisation that are small, medium or large. Success is subject to classifying key zones of change, what tools to be used for implementing the change to these key areas and how changes are implemented in a better way. It is the duty of the managers of the organization that play the main role in the change management, as this can cause many serious problems rising internally within the organization or external to the organization. The notion of change management is acquainted in most organisations today but how they achieve change or even more how effective they are at it, differs extremely depending
3.0 Theories of Change Management Change management is not a separate and firm discipline with well-defined confines, rather the practice and theories of change management draw on a variety of social science studies and disciplines (Burnes, 2009). Thus, this literature will focus on a conceptual overview of change management. According to Bamford and Forrester (2003), the literature views change management conceptually in two approaches, namely; planned and emergent change. The proponents for the planned change refer to change management as a process of transiting from one existing state to another series of pre-planned phases, while proponents of the emergent change regard change as an open-ended, the continuous and volatile process of managing and realigning an organization to its volatile and changing environment. There exist a number of conceptual change models and for the purpose of this study three change leadership theories will be reviewed.
Organizational Behavior and Change Management Theories Different companies can describe organizational change in different ways, but technically it can be defined as company or organization going through some defined transformation. Organizational change occurs when business strategies or major sections of an organization are altered (Business Dictionary). The strategies can involve restructurings, merges, process enhancements, layoffs, and acquisitions. This paper focuses on the changes that have occurred or are occurring in the field of human resource and those that occur within the organization but affects human resource. Human Resource (HR) Management is defined as the design of formal systems in an organization to ensure the effective
1. INTRODUCTION Change is undoubtedly unavoidable for today’s organizations and likely to appear in increasing rates in the future (Tetenbaum, 1998, Armenakis & Harris, 2009). Therefore it is not surprising that organizational research has addressed this topic repeatedly over the last decades, trying to find ways that help organizations in overcoming the obstacles during the change process. Still, looking at the success rate of organizational change reveals a sad picture. In 2000, Beer and Nohria estimated that out of all change initiatives, 70% are bound to fail, thereby mostly attributing failure to the rush, in which organizations want to make change happen.
Change is imminent in any organisation in order for the business to thrive and keep afloat, there are constant demands and external forces that will pressure the business to change on how it operates in this modern day environment. And for organisations to succeed they go through change management, there are a number of models in change management with their own strong sides and weaknesses. It’s the management that has to choose and implement the right model of change management theory to its own current situation so that the best results are achieved and the organisation is steered in the right direction for success. One of the cornerstone models in change management is of Kurt Lewin (in the 1940s) which still holds true today. His three
Due to forces such as globalization and political shifts to neoliberalism, organizational change has become a ubiquitous force that demands to be acknowledged (Piderit, 2000). While the need to implement and manage change becomes a perceived necessity, an estimated two-third of organizational change efforts do not translate into the intended aims nor are they sustainable in the long run (Choi & Ruona, 2011). The past two decades have witnessed a surge of interest in the adoption of a plethora of changes in many organizations (Soltani, Lai, & Mahmoudi, 2007). In general, contemporary organizations have been opposed by conditions of increased competition, changes in government policies, new products, growth, technological advancements and an