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Article
Publication date: 30 September 2013

Manu K. Vora

The purpose of the paper is to make a case for achieving business excellence through sustainable change management. Business excellence is defined through the Baldrige Performance…

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Abstract

Purpose

The purpose of the paper is to make a case for achieving business excellence through sustainable change management. Business excellence is defined through the Baldrige Performance Excellence Criteria. Sustainable change management has three pillars: enlightened leadership to provide change direction, great project management to manage technical aspects of change, and excellent talent management for implementing the change. All three pillars will be discussed in this paper along with successful examples of sustainable change management practices from various sectors.

Design/methodology/approach

The paper is a synopsis of professional work done by the author over 38 years in achieving business excellence and managing sustainable change in professional and personal arena.

Findings

The paper provides insights about how sustainable change is achieved to propel an entity toward business excellence. It suggests that leadership is central in initiating the change for the benefit of the enterprise. To successfully manage change, strong project management skills are crucial. Without proper talent management, change initiatives will falter.

Originality/value

This paper fulfills a global need on how to achieve business excellence through sustainable change management.

Article
Publication date: 1 January 1992

Jeff Hearn

Concerns the relationships between the problem of men, the problemof management, and the management of change, which are considered interms of the mutuality of men′s power and the…

3361

Abstract

Concerns the relationships between the problem of men, the problem of management, and the management of change, which are considered in terms of the mutuality of men′s power and the power of management: men′s behaviour in management may be oppressive, men numerically dominate management, and men′s domination of the structure of organizations and management. Outlines some of the ways in which men have attempted to change in response to feminism and describes ways in which management can be changed, including reducing the number of men in management, changing men′s behaviour, issues of sexuality and violence, and challenging men in management to clarify where they stand in relation to sexism and feminism.

Details

Women in Management Review, vol. 7 no. 1
Type: Research Article
ISSN: 0964-9425

Keywords

Article
Publication date: 1 September 1997

Svetlana Cicmil and Tauno Kekäle

Presents a work‐in‐progress report on an exploratory study of change management in education. Aims to investigate management processes employed in a sample of schools in the times…

1992

Abstract

Presents a work‐in‐progress report on an exploratory study of change management in education. Aims to investigate management processes employed in a sample of schools in the times of change and an increased demand for effectiveness and higher quality in the sector. Builds on the “completeness” framework while looking into varying aspects of change in the environments of several schools, in education in general, and in the public sector nationally and internationally. Addresses the phenomenon of organizational and individual on‐ and off‐job learning within the environment of elementary education. Proposes the next research steps in deriving good management practices to be employed in managing change and quality in schools, addressing an emerging dimension of the phenomenon known as “personal compacts”. Incorporates a comparative, cross‐cultural aspect by addressing similar problems in two different national environments: the UK and Finland.

Details

Journal of Workplace Learning, vol. 9 no. 5
Type: Research Article
ISSN: 1366-5626

Keywords

Book part
Publication date: 10 October 2017

Hans Mikkelsen and Jens O. Riis

This chapter takes a look at the future of project management. It starts with a historic view of the development of project management in the last five decades including the…

Abstract

This chapter takes a look at the future of project management. It starts with a historic view of the development of project management in the last five decades including the present. It shows that the role of the project manager has changed from an engineer manager to a business developer and a leader capable of dealing with multi-perspectives.

Projects are positioned in the context of changing organizational forms, including silo and network organizations. This leads to the conclusion that projects will play a key role in the future, especially in change management, business modeling, and value creation.

A section will discuss increased emphasis on learning and knowledge sharing, suggesting focus on the reflective and experimenting project manager, and planning as a social process.

A section will look at project management as a profession and point to the risk that the profession may become too narrow focusing on a well-defined body of knowledge. Current trends suggest that a broader view of projects be adopted including its strategic role and interplay with stakeholders, as has been discussed at length in this book.

We conclude the chapter by proposing a shift of paradigm.

Details

Project Management
Type: Book
ISBN: 978-1-78714-830-7

Book part
Publication date: 28 June 2017

Todd D. Jick and Kinthi D. M. Sturtevant

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational…

Abstract

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational Development itself in this story? Not enough! We re-examine the field’s foundational beliefs, practices, focus, research directions, and value add. We conclude that there is strong evidence from the front line and from an IBM Case Study that the field must “reboot” – to rethink our methods and frameworks; the role and skills of change leadership for the future; change practitioner capabilities for the future; the metrics needed to evaluate progress; and the knowledge exchange between Academe and practitioners.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

Keywords

Book part
Publication date: 1 June 2018

Melissa Fraser-Arnott

The purpose of this chapter is to introduce library and information science professionals to the idea of combining the tools and techniques of project management and change

Abstract

Purpose

The purpose of this chapter is to introduce library and information science professionals to the idea of combining the tools and techniques of project management and change management to support the success of their projects. Combining these two methodologies can assist professionals not only in carrying out their projects efficiently, helping them to meet project objectives, but can also increase the likelihood that their project objectives will be accepted by their organizations.

Methodology/approach

This chapter provides an overview of project management and change management methodologies with numerous examples from academic and practitioner literature and supplements them with concrete, specific examples of how these tools and techniques were implemented in an information management project.

Practical implications

This chapter contributes to the development of change management and project management competencies for librarians by providing explanations of project management and change management which include advice and evidence from the literature combined with examples of how these techniques and processes were applied in a library and information management project. This chapter should therefore serve as an educational tool for library and information management practitioners seeking either to develop their project management and change management skills or to apply these techniques to their own projects.

Originality/value

Articles which combine project management and change management methodologies are rare. This chapter takes these concepts and applies them in a library and information management setting in a way that should be practical and approachable to library and information science practitioners.

Details

Project Management in the Library Workplace
Type: Book
ISBN: 978-1-78754-837-4

Keywords

Abstract

Details

The Technology Takers
Type: Book
ISBN: 978-1-78769-463-7

Book part
Publication date: 26 August 2016

Ivana Crestani

This chapter outlines current and emerging approaches in change communication from both scholarly and practice perspectives, and what this means for organisations and…

Abstract

This chapter outlines current and emerging approaches in change communication from both scholarly and practice perspectives, and what this means for organisations and practitioners, including practical implications for education. A literature review is conducted using the Kemmis and McTaggart framework for studying practice based on individual-social, objective-subjective dichotomies leading to an integrated reflexive-dialectical approach. Five roles are suggested for the practitioner in leading and influencing change, namely that of a Communication Architect, a Story-enabler, an Empathiser, an Engager and a Community Builder. These roles go beyond the traditional informative role, to practitioners co-constructing communication with stakeholders during change. With new ways of thinking about change management, there is the possibility for new methods of educating practitioners beyond the traditional qualification or professional certification. These would require greater collaboration between scholars and practitioners in creating vehicles for continuous learning.

Details

The Management Game of Communication
Type: Book
ISBN: 978-1-78635-716-8

Keywords

Book part
Publication date: 6 May 2003

Seleshi Sisaye

Accounting for quality and improved organizational performance has recently received attention in management control research. However, the extent to which process innovation…

Abstract

Accounting for quality and improved organizational performance has recently received attention in management control research. However, the extent to which process innovation changes have been integrated into management control research is limited. This paper contributes to that integration by drawing from institutional adaptive theory of organizational change and process innovation strategies. The paper utilizes a 2 by 2 contingency table that uses two factors: environmental conditions and organizational change/learning strategies, to build a process innovation framework. A combination of these two factors yields four process innovation strategies: mechanistic, organic, organizational development (OD) and organizational transformation (OT).

The four process innovation typologies are applied to characterize innovations in accounting such as activity based costing (ABC). ABC has been discussed as a multi-phased innovation process that provides an environment where both the initiation and the implementation of accounting change can occur. Technical innovation can be successfully initiated as organic innovation that unfolds in a decentralized organization and requires radical change and double loop learning. Implementation occurs best as a mechanistic innovation in a hierarchical organization and involving incremental change and single loop learning. The paper concludes that if ABC is integrated into an OD or OT intervention strategy, the technical and administrative innovation aspects of ABC can be utilized to manage the organization’s operating activities.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-1-84950-207-8

Article
Publication date: 2 November 2023

Shamshad Ahamed Shaik, Ankaiah Batta and Satyanarayana Parayitam

This research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested…

Abstract

Purpose

This research aims to explore the effect of change management on job satisfaction. A conceptual model involving knowledge management and resistance to change as moderators tested the relationships in the context of a developing country, India.

Design/methodology/approach

Data from 413 respondents from four important sectors – healthcare, education, manufacturing and information technology – were collected from southern India. First, the psychometric properties of the survey instrument were checked, and then hypotheses were tested using Hayes's PROCESS macros.

Findings

The results indicate that change management significantly predicts employee productivity and job satisfaction. Further, employee productivity mediated the relationship between change management and job satisfaction. This study also found that the resistance to change (first moderator) and knowledge management (second moderator) interacted with change management to enhance employee productivity.

Research limitations/implications

This study has several contributions to the practitioners and academic scholars. The study has limitations, which are inherent in survey-based research, of common method bias and social desirability bias. However, the authors have taken adequate care to minimize these biases.

Originality/value

The three-way interaction (moderated moderated-mediation) tested in this research uniquely contributes to the literature on change management. To the best of the authors’ knowledge, this moderated moderated-mediation has been tested for the first time in the context of a developing country, India, and provides valuable insights into the practicing managers and change agents in bringing successful change in organizations.

Details

Journal of Organizational Change Management, vol. 36 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

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