Information Quarterly j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / g o v i n f Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector Vishanth Weerakkody a‚ Marijn Janssen b‚⁎‚ Yogesh K. Dwivedi c a b c Business School‚ Brunel University‚ Uxbridge‚ Middlesex‚ UK Delft University of Technology‚ Faculty of Technology‚ Policy and Management‚ The Netherlands School of Business and Economics‚ Swansea University
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Chapter 15: Leading Change Your Leadership Challenge After reading this chapter‚ you should be able to: • Recognize social and economic pressures for change in today’s organizations. • Implement the eight-stage model of planned change. • Use appreciative inquiry to engage people in creating change by focusing on the positive and learning from success. • Expand your own and others’ creativity and facilitate organizational innovation. • Use techniques of communication‚ training‚ and participation
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BOOK REVIEW OF THE CHANGE MONSTER THE HUMAN FORCES THAT FUEL OR FOIL CORPORATE TRANSFORMATION AND CHANGE AUTHOR: JEANIE DANIEL DUCK By: Rhonda Johnson MANAGEMENT 4426/G Spring 2007 EXECUTIVE SUMMARY: Jeanie Duck‚ author of The Change Monster proposes a plan‚ which she calls the Change Curve‚ to deal with the emotional dynamics humans face when confronted with a major change. The Change Curve was developed by Ms. Duck after years of experiences dealing with
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table 1&2. Through this analysis I have understand what I need to be noticed while an organizational changing. And Still I combined the effective management with each term to understand how important the effective management is in an organizational change. If a manager abuses an employee‚ and the employee tells the abusing manager’s manager‚ the upper level manager may have the mindset that managers always support their managers. The upper level manager may tell the abusing manager to handle the
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Impact of Change Management on Employee Morale and Performance Monica Kodithala (1010790) University Canada West High Level Design Document Professor: Michele Vincenti MBA 522- Research Project January 26th 2013 Impact of Change Management on Employee Morale and Performance This research is conducted on impact on employee morale and performance in change implementation process which is an extension to previous studies conducted in telecommunication sector. This research study is conducted
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Technology Change‚ Managing Change and Resistance to Change Technology Change‚ Managing Change and Resistance to Change James Thomas Managing Organizational Change – GM597 Keller Graduate School of Management Table of Content I. Executive Summary II. Literature Review III. Change Model IV. Discussion V. Conclusion VI. References VII. Appendix Executive Summary This paper will touch on the topic of technology change and how it affects organization change. This
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ORGANISATIONAL CHANGE MANAGEMENT Assignment 2 – Literature Review It is not the strongest of the species that survives‚ nor the most intelligent‚ but the one most responsive to change. - Charles Darwin
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Change is perhaps the greatest competitive challenge that companies face. They feel extremely challenging to embrace it as it is a continuous process having no end. This is because companies keep redesigning and changing their internal organisation and management systems constantly. As Dave Ulrich (1998: p127) mentions: ‘Successful organisations will be those that are able to quickly turn strategy into action‚ to manage processes intelligently and efficiently‚ to maximize employee contribution and
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Organizations have to change to stay alive. That’s a given. But change doesn’t always have to create anguish. Sometimes change is more effective when it hurts less. That’s where a new approach to change – dynamic stability – comes in. Here s how it works. BY ERIC ABRAHAMSON HO HASN’T HEARD THE MANTRA: change or perish? It’s a corporate cliché by now. And like many clichés‚ it happens to be true. But so‚ too‚ is its unhappy corollary: many companies change and perish. Change is so disruptive it can
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today it encompasses many well defined sub-streams of functions that can be listed as under: (1) Workforce planning (2) Recruitment (3) Orientation & skills management (4) Personnel administration & compensation (5) Time management (6) Employee benefits administration & personnel cost planning (7) Performance appraisal Each of these sub-streams is a more or less specialized function‚ yet one can say that HRM itself is more than all of these put together. The greatest challenge
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