The effect of change management on corporate culture
- Authors: Viljoen, David Jacobus
- Date: 2012-08-28
- Subjects: Organizational change -- Management , Corporate culture
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/390280 , uj:3323 , http://hdl.handle.net/10210/6725
- Description: M.Comm. , This chapter addresses the issues of the changing nature of change, the significant changes and challenges organisations will have to deal with in the new world, and the effect of these changes on the way organisational change will have to be managed in the future. The purpose of this theoretical assessment of change, organisational change and managing organisational change was to institute the rationale why it is important for managers and leaders, of today and tomorrow, to reassess their roles in the dramatic changes their organisations are experiencing. The section on change reveals that the nature of change has changed again, but this time, more drastically than ever experienced before in the world. The changes the world experienced since the mid-nineties are not just exponentially bigger than those of the past, it is also escalating at a much higher rates than ever before. The main reason for this continuous growing change follows from the changes in the forces that drive these changes. The increasing pace of technological development, communication and globalisation are constantly creating new world markets that provide ample new opportunities for businesses but at the same time creating a highly complex and competitive business environment. The section on organisational change indicates that these changes in the business environment force organisations to reassess their positions in the markets. Local boundaries and protection are disappearing quickly and more multinationals are appearing in the world markets. Competition is escalating, competitive advantages are disappearing, products and services becomes obsolete, innovation is the new game, stability disappears, and the people and not the leaders becomes the drivers of the new organisations. The nature of these change, forces organisations to implement major changes, in fact, too totally reinvent all aspects of the organisation, leadership, management, structure, processes, and corporate culture. The last section of the chapter, which looked at the managing of organisational change indicate that managing these major organisational changes has become the biggest challenge ever for the leaders and managers of organisations. The old well established change management methods and processes proofs to be insufficient to deal with the new challenges. Change has to happen quickly and continuously, leaving no time for well-planned incremental change processes. Integrated change management methods and processes that could drive structural, business processes and corporate culture changes at the same time needs to be designed and implemented. Most importantly, the organisation needs change process that could change its corporate culture as quickly as it change its structure and business processes. This chapter also emphasis the need to provide the organisations, leaders, and managers with insight into the nature and importance of their corporate cultures in these major change, since it is the people of the organisation that will drive the implementation of these changes. Chapter 3 deals extensively with the role of corporate culture in the change process.
- Full Text:
Applying McKinsey's 7S model within managed healthcare systems (MHS) to assess the organisation's effectiveness and ability to adapt
- Authors: Malan, Adéle
- Date: 2012-09-06
- Subjects: Organizational effectiveness , Organizational change -- Management , Managed care plans (Medical care)
- Type: Mini-Dissertation
- Identifier: uj:9693 , http://hdl.handle.net/10210/7107
- Description: M.Comm. , Persons often perceive effectiveness differently. Once the term effectiveness is used, every person in an audience would probably have a different point of view of what is meant by effectiveness. The aim of this study is to provide a survey to the personnel of MHS, to obtain a diverse audience that is familiar with the organisation and through analysis to establish what is required to ensure the effectiveness of MHS as an organisation. An organisation's management will often identify that a problem exists within the organisation. They are however unable to diagnose exactly what the problem is and may even have much different perceptions of the management problem than employees working at the ground level. This study is meant to guide management decision making, by providing recommendations to resolve identified problems during transformation planning in the organisation and before any changes are implemented. The study will assist in diagnosing the organisation's ability to adapt to the future. The model can also be applied to establish which of the links that exist between each of the S's can be used to identify the strengths and weaknesses of the organisation. No S on it's own is a strength or a weakness; it is only relevant to the degree that it supports the other S's. Any of the S's that harmonise with all the other S's will be deemed strengths. Any dissonances are weaknesses (Enock, 2001a: 3). The model will highlight how changes made in any one of the S's will have an impact on all the other S's. Therefore if planned change is to be effective, then changes in one S must be accompanied by complementary changes in the others (Enock, 2001a: 3). The crux of the study lies therein that: "The 7S framework provides a way of understanding how interrelated elements fit together in trying to implement a strategy. It is the degree of difference between what a firm does well and the requirements of a new strategy that determine the degree of difficulty of implementation" (Harvey, 1988: 199). The key to implementing reengineering strategies is to ensure that all the elements are in alignment, or fit, with the proposed strategy (Harvey, 1988: 199).
- Full Text:
Change management during the implementation of information systems
- Authors: Harding, Anna Sophia
- Date: 2012-09-10
- Subjects: Organizational change -- Management , Information storage and retrieval systems -- Management
- Type: Mini-Dissertation
- Identifier: uj:9877 , http://hdl.handle.net/10210/7277
- Description: M.Comm. , Computer-based systems have become highly integrated into everyday business activities. The successful implementation of new IT systems will depend upon not only the technical strength of the information system, but also on the effective management of organisational change. If a company wants to obtain business benefit from a new system the users should accept the system and use it the correct way. It often happens that the users resist the change in their work environment and "abuse" the new system. The problem here is that change, especially its effect on people, is not purposively managed as part of the Systems Development Life Cycle (SDLC). To obtain the necessary business benefit, change management tasks (activities) and project management activities must be integrated into an overall project plan for the implementation of information systems. The objective of this study is therefore to develop an information system implementation methodology that takes applicable change management and project management issues into consideration. Business and systems change should be managed purposively and not ad hoc. A change management model is proposed which consists of seven phases: creating awareness of the need for change, setting the vision and objectives, initiating action, making connections, rebalancing to accommodate change, monitoring, evaluating, stabilising and consolidating learning and moving on to the next change cycle. Each phase of the model has been broken down into actions and specific deliverables. People fear the unknown; therefore it is necessary to remove the "unknown" by training, retraining and communication.
- Full Text:
Managing people through change : a new management approach
- Authors: Visser, Annet Angelique
- Date: 2012-08-22
- Subjects: Organizational change -- Management , Personnel management , Leadership
- Type: Mini-Dissertation
- Identifier: uj:2971 , http://hdl.handle.net/10210/6397
- Description: M.Comm. , "The world in which you do business is ever changing, and that change can make a world of difference in how you do business, but it must be managed correctly". Goldberg (1999:39). Change in today's business environment is inevitable and indeed necessary for survival. The challenge is not just managing change, but managing the increased speed, magnitude and complexity of change. The continuing challenge for executives is not technology, but the art of human-and humane management. Implementing change haphazardly could result in irreversible damage. Poor Change management could be the direct result of de-motivated, stressed employees and declining productivity. Management still belief that the best way to drive change through the organization is from top down. Inevitably this implies that command and control management prevails. Today companies compete in a global, informationalized, customized market places where change is rapid and continuous and the ability to adapt and learn is key to survival. Thus a management approach that inspires and enables people to work together to respond quickly, flexibly, creatively and efficiently to global change is needed. Command and control management have to make way for participative management to foster such an environment. For companies today the choice is not whether to change but how? Change will be brought about by people not new technology, procedures or strategies. This implies that at the core of any transformation are people. Their input and cooperation is essential, it will determine the fate of the organization during and after transformation. Successful managers will have to establish a collaborative relationship with employees. Improved credibility and trust is important. To succeed companies will have to do more than restructure, downsize and reengineer. Once an organization needs to change for any reason, people must be trained for the new challenge facing them. People need support and direction for change. Stonich (1982: 26) says that from a strategy implementation perspective emphasis needs to be on human resource management as an essential component for the successful implementation of the new strategy. It may therefore be assumed that human resource systems have a major influence on managing strategic and cultural change. Major changes in the organization's environmental context have placed renewed significance on the effective use of human resource management. From a strategic management perspective, implementing strategic change, management needs to take cognizance of the frustrations, ambitions, fears and socio-cultural behaviors of employees.
- Full Text: