Management of change: Recognizing a need or opportunity for change
(→Abstract) |
(→Abstract) |
||
| Line 1: | Line 1: | ||
== Abstract == | == Abstract == | ||
| − | Management of change is a structured approach to transitioning individuals, teams, projects and organizations from | + | Management of change is a structured approach to transitioning individuals, teams, projects, and organizations from their current state to a desired future state. It is a vital aspect of organizational transformation as it helps to mitigate the potential risks and impacts associated with change. It involves ensuring that changes are smoothly and efficiently implemented, and that the impact of changes on employees, customers, and other stakeholders is minimized. There are many theories, tools, and models in the field to provide a framework for managing change. |
| + | The model presented by John Hayes views the management of change as a purposeful, constructed and often contested process that involves seven core activities. <ref name="Hayes, J. (2022)."/> | ||
* Recognize a need or opportunity for change. | * Recognize a need or opportunity for change. | ||
| Line 11: | Line 12: | ||
* Learning. | * Learning. | ||
| − | This article | + | This article focuses on the first activity of “''Recognize a need or opportunity for change''”. It discusses the different approaches and paradigms that organizations adopt in responding to changes, including four types of change: reactive and proactive and incremental or continuous <ref name="Nadler"/>. The article also explores the sources of change, including external factors by the use of the PEST model and Stebel's cycle of competitive behavior <ref name="Strebel"/> model and internal factors by the use of Greiner's organizational life cycle <ref name="Greiner"/>. The article highlights the importance of recognizing the need for change, monitoring indicators, and formulating the change agenda, and emphasizes the role of individuals at multiple levels of the hierarchy in the change process." |
== References == | == References == | ||
Revision as of 17:47, 12 February 2023
Abstract
Management of change is a structured approach to transitioning individuals, teams, projects, and organizations from their current state to a desired future state. It is a vital aspect of organizational transformation as it helps to mitigate the potential risks and impacts associated with change. It involves ensuring that changes are smoothly and efficiently implemented, and that the impact of changes on employees, customers, and other stakeholders is minimized. There are many theories, tools, and models in the field to provide a framework for managing change. The model presented by John Hayes views the management of change as a purposeful, constructed and often contested process that involves seven core activities. [1]
- Recognize a need or opportunity for change.
- Diagnosing what needs to be changed and formulating a vision of a preferred future state.
- Leading and managing the people issues.
- Planning how to intervene in order to achieve the desired change.
- Implementing plans and reviewing progress.
- Sustaining the change.
- Learning.
This article focuses on the first activity of “Recognize a need or opportunity for change”. It discusses the different approaches and paradigms that organizations adopt in responding to changes, including four types of change: reactive and proactive and incremental or continuous [2]. The article also explores the sources of change, including external factors by the use of the PEST model and Stebel's cycle of competitive behavior [3] model and internal factors by the use of Greiner's organizational life cycle [4]. The article highlights the importance of recognizing the need for change, monitoring indicators, and formulating the change agenda, and emphasizes the role of individuals at multiple levels of the hierarchy in the change process."
References
- ↑ Hayes, J. (2022). The theory and practice of change management. Bloomsbury Publishing.
- ↑ Nadler, D. A., & Tushman, M. L. (1995). Types of organizational change: From incremental improvement to discontinuous transformation. Discontinuous change: Leading organizational transformation, 15-34.
- ↑ Strebel, P. (1998). The change pact: Building commitment to ongoing change. Financial Times Pitman Pub.
- ↑ Greiner, L. E. (1989). Evolution and revolution as organizations grow (pp. 373-387). Macmillan Education UK.
