Education and External Studies School of Continuing and Distance Education Department of Extra Mural Studies MASTER OF ARTS IN PROJECT PLANNING AND MANAGEMENT LDP 601: FUNDAMENTALS OF MANAGEMENT Group 2 Question: Using examples explain the concept of organizational change? What is the role of a manager in reducing employee resistance to change? Group Members: Stephen Gachie L50/71564/08 – stehafam@yahoo.com Waeni Kithyoma L50/72242/08 – waeni.waeni@gmail.com Janet Ombwayo L50/72255/08
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Commandments for CEOs seeking organizational change In our ever-changing‚ fast-paced world‚ competitive relationships Can shift quickly when companies respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that CEOs reshape their organization to meet today’s challenges and competitive realities. But responding to change remains highly elusive because there is a natural resistance to change at all levels within the organization
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Section I: Change Management Plan • Identify the current process or approach used to gain customer information and data. The current process is left up to individual members of the sales team‚ there are a total of 12+ members • Identify the current formal and informal power structures in the organization. How might the power and political structure of the organization affect employee behavior in relation to gaining customer information and data? Formal power structure: Riordan’s formal organizational
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Ltd. President‚ Mr. Takuya Okada to discuss the proposition of bringing JUSCO to our country. This is because he believes that it was a need for our country economic growth on that time. AEON Co. (M) Bhd. aim to be a global company‚ meaning that management must both meet global quality standards and at the same time remain rooted in local communities. On the basis of this code‚ Aeon is striving to achieve long-term prosperity and growth by building excellent relationships with its customers‚ shareholders
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RESISTANCE TO CHANGE" SUBJECT CODE — MGT512 MANAGEMENT PRACTICES & ORGANISATION BEHAVIOUR SUBMITTED TO— MALIKA RANI (LECTURER LSB ) SUBMITTED BY -- VIPIN KUMAR‚ MBA ROLL.NO –RR1002B52 REG.NO. 11000587 TOPIC- "MANAGING EMPLOYEE RESISTANCE TO CHANGE" INTRODUCTION Employees resist change for a
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CHAPTER 10: TYPES AND FORMS OF ORGANIZATIONAL CHANGE CHAPTER SUMMARY Organizational change is an ongoing process with important implications for organizational effectiveness. An organization and its members must be constantly on the alert for changes from within the organization and from the outside environment‚ and they must learn how to adjust to change quickly and effectively. Organizational change is the movement of an organization away from its present state and toward some future state
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Handling Resistance To Organizational Change A framework for companies‚ showing the preeminent method to handle resistance to change By Ilona van Rooij‚ Michelle Hieltjes and Sophie Peeman Abstract This paper has a clear aim at creating a framework for companies‚ showing the preeminent method of handling resistance to change. A thorough literature study revealed two distinctive perspectives‚ with different strategies‚ advantages and disadvantages. The traditional perspective takes a more
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Leading Organizational Change Dr J: Jim Jeremiah July 15th‚ 2013 “The images‚ metaphors‚ or frames that we hold‚ both of managing and of change‚ influence our ideas of what we think managing change is all about” (Palmer‚ Dunford‚ & Akin‚ 2009). As people we all see through our own eyes‚ we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that
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Kotter’s Leading Change Concepts/ Organizational Behavior & Management Concepts XXXXXXXX Webster University MNGT 5590 Dr. Victoria Bohrer May 11‚ 2011 Abstract This paper compares and contrasts the concepts found on John P. Kotter’s‚ Leading Change (1996)‚ book and the concepts presented by John M. Ivancevich‚ Robert Konopske and Michael T. Mattenson’s Organizational Behavior and Management text book. Kotter emphasizes in each step the importance of dealing with human emotions and how
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Journal of Management Studies 41:6 September 2004 0022-2380 Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable
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