Organizational the current stages of change management such as

 

Organizational Behavior

Assignment 3

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Annotated Bibliography

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Harry
Lakshan K170718

BHATT,
R. (2017). International Journal of Research in Commerce &
Mannagement: Theoretical Perspective of Change Management, pp.34-37

R
Rathish Bhatt a professor from the Goa institute of management with a PhD and
his vast expertise in Corporate Governance, Strategic Management, Business
Ethics, Corporate Social Responsibility, Sustainability, and Econometric Modeling
explains the theoretical perspective of change management. In this article the
author shows the different viewpoints in change management and the history to
the current stages of change management such as John Kotter’s 8-Step
process  Establish a sense of urgency,
create the guiding coalition, develop a vision and strategy, empower employees,
generate short-term wins, do not let up, and make change stick. Apart, the
article also shows a recap of the various works done by different consultants
and authors which explains how sustainable change is archived to propel an
entity towards business excellence and how to manage the changes successfully
and effectively. The articles concludes that to manage and sustains the change
it is extremely important that the employees should be communicated on the same
level, continuous evaluation and implementation effective workplace culture
interventions and proper policy making and implementations.

 

Todnem By, R.
(2005). Organizational change management: A critical review. Journal of
Change Management, 5(4), pp.369-380.

Todnem
R. is a Professor of Organizational Behavior at Staffordshire University
Business School, Professor II Change Leadership at University of Stavanger
Business School, Co-founder and Chair of the Public Leadership Foundation, and
Editor-in-Chief of Routledge’s Journal of Change Management  with interests in leadership; organizational
change; entrepreneurial behavior; ethics; and higher education management According to
Todnem it could be argued that the successful management of change is crucial
to any organization in order to survive and success in the modern highly
competitive and continuously evolving business environments. Therefore theories
and approaches to change management are often contradictory and mostly lacking
empirical evidence and supported by unchallenged hypotheses concerning the
nature of the contemporary change management. The main purpose of this article
would be to provide a critical review of some of the main theories and
approaches to organizational change management as an important first steps
towards constructing a new framework for the managing change. The author
concludes the article with recommendations for the future research.

 

 

 

 

Phillips, J. (1983). Enhancing the effectiveness of
organizational change management. Human Resource Management,
online 22(1-2), pp.183-199.

Phillips J has written on organizational
diagnosis and design, shaping organizational culture, human resource management
and the management of organizational change and holds a B.A., M.A., and M.B.A.
degrees from Stanford University. According to the author Phillips J, many
companies today are facing many unstable competitive environments that are
often changing profoundly. Therefore to bring about such organizational change
by devising different kinds of strategies and pattern of operational creates a
much greater managerial challenge that simply continuing to perform well with
establish strategies and operation as it could be challenging which requires a
greater environment sensitivity, imagination and different kinds of
leaderships. More over the first section of this article defines the challenge
conceptually and the second section suggests a simple model of the process of
fundamental organizational change and the third section outlines how challenge
of change might actually e tackled in specific situations, the final section discuss
several areas of human resource management related to the process of managing
or organizational change. Furthermore this article explains on the 4 phases of
organizational change: Creating a sense of concern, developing a specific
commitment to change, pushing for major change and Reinforcing and
consolidating the new vision.

 

Jansson,
N. (2013). Organizational change as practice: a critical analysis. Journal
of Organizational Change Management, 26(6), pp.1003-1019.

Noora Jansson has more than ten years of
experience in organizational leadership and development in both private and
public sectors and currently doing her PhD in Management at Oulu University. The
main purpose of this article is to challenge how indirect some practices
related to organizational change, in order to understand how organizational
change as practice is conditioned by day to day assumptions. In this article the
approaches used by the author is by combining disclosure and practice
approaches by conducting a study at a public university hospital is conducted
with a narrative analysis method. The main conclusion of his research is that
discursive practices are involved in organizational change through discourse prognosis.
The case study revealed four particular discursive practices as examples of
discourse phronesis field practice, mandate practice, priority practices and
word practice.

 

                                  

 

 

 

Kramer,
J. and Magee, J. (1990). The evolving philosopher’s problem: dynamic change
management. IEEE Transactions on Software Engineering, 16(11),
pp.1293-1306.

One of the major
obstacles to dividing systems is the development evolutionary change. This may
include changes or expansion of the system without regard to the design. In
addition, many applications, it is important that the system automatically
modifies that change without paying part of the system without interruption or
modification of the change. Since the description of the structure and the
software components clearly understands both the system comprehension and
construction,
it seems appropriate to consider structural changes, in terms of
component creation/deletion and connection/disconnection .These changes are
then applied to the operating system to create a modified system. This article
presents the dynamic change management system for the exchange of information
from the construction issues of the application. The distinction between these issues
includes the development of the general structural rules for the technical
application and the application of the application status actions without
prior knowledge of the actual structural changes, In addition, the
modifications can be applied so that the modified system remains in a constant
state and does not cause disturbances in the unaffected part of the control
system. The model is applied to an example of a problem, “philosophers in
evolution”. The principles of this model have been implemented and tested
in the Conic environment for distributed systems

 

Clardy,
A. (2013). Improve the Process for Managing Change. Performance
Improvement, 52(9), pp.33-44.

ALAN CLARDY is a professor in the
Psychology Department and director of the Human Resource Development Graduate
Degree Program at Towson University, furthermore he is the author of many books
and articles on HR issues and previously published three volumes, 50 case
articles for management and supervisory training, human resource management and
developed and produced various change management and development programs. In
this article he states that the skills needed for currently for managing change
are as important as those for managing performance routines, there are no
standard model or game plan for managing change. And also the improved model
for managing change attempts to cure that situation by identifying the seven
functional fundamentals for effective change management: rising organizational
willingness for change, management approval, preparing leaders, raising
employee enthusiasm for change, operationalising change interventions,
validating the change process, and embedding change into the organization.
Methods and techniques for fulfilling these functional prerequisites are
provided. By understanding this overall process, the probabilities for
flourishing and efficient organizational change are improved.

Harkness, J. (2000).
Measuring the effectiveness of change – The role of internal communication in
change management. Journal of Change Management, 1(1), pp.66-73.

According to Harkness J. with the aim of highlighting the
role of administrators and explain the communication efforts during change management.
He states that Change is regular in business. It is increasingly accepted that in-house
communication plays a function in serving employees to transition with change.
The author questions about is effectiveness, how effective is it? The proof
available to date recommends that internal communication has a gloomy track
record. Neither therefore the author reasons out that this is because most
internal communication does not get measured nor not getting done. Some Case
studies are used to express that where measurement has been part of the plan,
the efficiency and effectiveness of internal communications in change
management can be proven. Findings from several interviews showed that there
were successful communication efforts and show the importance of administrative
role in communication during management change. The author concluded stating
that further studies should be undertaken in order to understand the effective
control of internal communication in change management.

 

Hughes, M. (2007). The
Tools and Techniques of Change Management. Journal of Change Management,
7(1), pp.37-49.

Mark Hughes is a senior lecturer in Organizational Behavior
at Brighton Business School with a Ph.D. He teaches on Change Management and
undertakes external management development work with public service
organizations and the author of Change management: A critical perspective. Hughes
in this article tries to understand the link in perceived gap between
practitioner emphasis upon change management tools and techniques and academic importance
upon change management theories, models and concepts. As a result a review was organized
of management tools and techniques literature, and change management literature
in order to develop a classificatory framework. The categorization structure
features eight questions that could be asked of a change management
tool/technique in order to update understanding about its operation. The categorization
of change management tools and techniques vast understanding, activates more thorough
scrutiny of claims made for their efficiency, and forms the basis for change
managers to make well-versed choices.

 

 

 

 

 

 

 

 

Gill, R. (2002). Change
management–or change leadership? Journal of Change Management,
3(4), pp.307-318.

Roger Gill is the director of the research center for
leadership studies and a visiting professor at the University of Strathclyde
Graduate School of business. Where he was a professor of organizational
behavior and human research management and a director of executive development programmers.
Furthermore, apart from his academic appointment in the UK and the USA, he
worked as a management consultant in the UK, Middle East and southern Asia. In
this article he explains that while change should be well managed, it is also
important to understand the effectiveness of leadership to be successfully
introduced and sustained. An integrative model of leadership for change is
anticipated, as a result of its cognitive, spiritual, emotional and behavioral
dimensions and requirements. He also states that the following model consists
of vision, values, strategy, empowerment and motivation and inspiration. He
also states that Effective leadership of change reflects all of these
dimensions of leadership. He also states that Effective emotional and behavioral
leadership without suitable idea and planned thinking can be ill-advised even
hazardous. The reverse is powerless. The article concludes with a brief summary
of accounts where the application of the model in various strategic changes
management situations.

 

Graetz, F. and Smith, A.
(2010). Managing Organizational Change: Philosophies of Change Approach. Journal
of Change Management, 10(2), pp.135-154.

In this article Graetz and Smith tires to explain the
philosophies of change approach in change management and the complexities of
change management in today’s business environment which can be overwhelming for
business due to the pressure of deregulation, privatization, changes in
taxation, social renewal and globalization has made businesses to change in
order to remain competitive. they states that The fundamental hypothesis of the
classical, linear approach to organizational change is that it requires a
series of conventional, reducible steps that facilitate superior management to institute
a innovative work order and routines. This article questions the conservative hypothesis
that change is a predetermined, one-off occurrence, on behalf of the exemption relatively
than the rule. Commencement with the lucid change model as a pattern, and consequently
by investigative 10 organizational change philosophies, this article explains
the basic assumptions prevailing in different change management approaches. In enlightening
the biases and uni-dimensional nature of speculative philosophies of
organizational change, this piece of writing argues for a multi-philosophy move
toward that applies an interactive mix of connection and change. Managing the
continuity-change field helps to guard against self-satisfaction and inactivity,
and underpins an organization’s capacity both to take advantage of and discover.

 

 

 

REFERENCES

 

1.   BHATT,
R. (2017). International Journal Of Research In Commerce & Management:
Theoretical Perspective Of Change Management, pp.34-37

 

2.  
Todnem By, R.
(2005). Organizational change management: A critical review. Journal of
Change Management, 5(4), pp.369-380.

 

3.   Phillips,
J. (1983). Enhancing the effectiveness of organizational change
management. Human Resource Management, online 22(1-2),
pp.183-199.

 

4.   Jansson,
N. (2013). Organizational change as practice: a critical analysis. Journal
of Organizational Change Management, 26(6), pp.1003-1019.

 

5.   Kramer,
J. and Magee, J. (1990). The evolving philosopher’s problem: dynamic change
management. IEEE Transactions on Software Engineering, 16(11),
pp.1293-1306.

 

6.   Clardy,
A. (2013). Improve the Process for Managing Change. Performance
Improvement, 52(9), pp.33-44.

 

 

7.   Harkness, J. (2000).
Measuring the effectiveness of change – The role of internal communication in
change management. Journal of Change Management, 1(1), pp.66-73.

 

8.   Hughes, M. (2007). The
Tools and Techniques of Change Management. Journal of Change Management,
7(1), pp.37-49.

 

 

9.   Gill, R. (2002). Change management–or
change leadership? Journal of Change Management, 3(4), pp.307-318.

 

10.              
Graetz, F. and Smith, A. (2010). Managing Organizational
Change: Philosophies of Change Approach. Journal of Change Management,
10(2), pp.135-154.

 

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