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1
Shen, Xuehong. "Managing under private ownership : an ethnography of managerial work in private enterprises in China." Thesis, University of Manchester, 2013. https://www.research.manchester.ac.uk/portal/en/theses/managing-under-private-ownership-an-ethnography-of-managerial-work-in-private-enterprises-in-china(9756c54e-019d-4015-b546-f81eb2800cd3).html.
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Since the inception of economic reform, China has undergone comprehensive changes which have stimulated substantial research on various aspects of Chinese society. In recent years, research on management and organisation in China has grown rapidly, but with relatively little attention being devoted to the ethnographic analysis of private enterprises, despite the fact that such enterprises play a crucial role in China’s economy and make a significant contribution to labour employment. A lack of close, personal and meaningful access to everyday organisational activities is often cited as one of the main reasons preventing such research. This thesis attempts to fill the gap through investigating the everyday nature of management and managerial work in seven large private shipbuilding enterprises in China. In so doing it seeks to provide ethnographic answers to one main question – what are the characteristic features of the emerging management systems employed in private enterprises in contemporary China? In so doing the research investigates how such systems have evolved and the ways in which they impact on the nature of everyday managerial work.Research that seeks to understand the reality of management and managerial work however is not research that deals exclusively with static or structural organisational phenomena. Instead it is also research that requires sensitivity to changing events and processes – ones that interact constantly with elements of a complex and dynamic environment. It is argued here that such research demands a theoretical framework capable not only of appreciating the diversity of formal management systems in contemporary China, but which can also incorporate informal social and cultural factors into its analysis. To establish sensitivity both to structural and cultural phenomena the research approach developed here is one that combines two, very different, sociological theories - labour process theory (LPT, derived from Braverman, 1974) and Chaxugeju theory (derived from Fei, 1947). On the one hand, LPT offers a framework for appreciating structural forces stimulating changes to management systems and managerial work. On the other hand, Chaxugeju theory facilitates appreciation of how cultural, historical and social factors are synthesized in rules and principles that characterise the operation of society and the values and logics that guide human action, Taken together, the combination of LPT and Chaxugeju facilitates the analytical connection of micro and macro forms of analysis, and thus the appreciation of a range of interacting systems (economic, ideological, social etc.) of relevance to understanding the nature of management and work organization in contemporary China.Given the nature and form of both the research questions and theoretical framework, a research design based on ethnography is chosen as the primary methodological approach. As the research not only studies the systems of management in China’s private enterprises, but also managerial experiences, behaviour and subjectivity in relation to changing circumstances, an ethnographic approach that commits extensive time to the field, interacts extensively with actors, generates rich data, and detailed and ‘thick’ description of the observed works well for this research. As to the case study organisations, shipbuilding companies were chosen for three main reasons: (i) the importance of shipbuilding industry to the Chinese economy, (ii) the rapid growth and significance of private enterprises in the industry, and (iii) (at a more personal level) the extensive connections and previous work experience of the researcher in the shipbuilding sector. At a general level, the findings reported in the thesis reflect that the evolution of management systems in China’s private enterprises is the product of the interaction of a range of internal factors specific to the firm and many external forces related to China’s transitional economy. As such, issues of cultural, social and historical inheritance are assessed together with those of economic interaction/processes of globalisation to document how these forces influence events at the organisational level. On the one hand, the research describes trends towards convergence with the status and nature of ‘global’ managerial work, despite a Chinese firm’s specific ownership origins, current ownership status, and (re)structuring strategies. In so doing the data demonstrate how managerial work in China’s private enterprises is experiencing fundamental changes; for example, the on-set of greater job scope, knowledge/skill levels, organizational control, responsibilities, incentive mechanisms, and relationship-based managerial ethics. On the other hand, the findings also suggest that within China’s transitional economy, private firms still incorporate aspects of traditional Chinese management. Such methods are often reminiscent of erstwhile state-owned practices and can function as a strategy for minimizing internal resistance to change. Findings suggest that the current ‘hybrid’ character of management in private enterprises in China will endure for a considerable period of time. China’s traditional management and its values still have a strong influence on firm practices, especially in terms of people management. In many respects the social character of the workplace functions in the spirit of Chaxugeju, with the fundamental organisational rules and behavioural patterns remaining largely unchanged, as individual-based social relationships substitute for formal institutions in the firm. These findings are all explained through detailed ethnographic description and analysis. Finally, perhaps the major contribution of the research which underpins this thesis is to reduce the gap between the perception and reality of management and managerial work in China’s private firms. Insights into the daily working lives of managers are provided which reveal the deep philosophies underlying apparently rationalized practices and behaviours. Research on such intimate management phenomena is of benefit to organizational research in that it supplements the more ‘global’ style of analysis common in appreciations of Chinese corporate behaviour. The study thus adds a deeper, qualitative level of analysis to the mainstream managerial research landscape on China. Theoretically it shows the practicability and value of combining an indigenous Chinese theory (Chaxugeju) with an established western paradigm (LPT) to analyze and interpret ethnographic organisational phenomena. It thus reminds us of the importance of looking beyond the boundary of specific academic theories when developing and applying our ideas, especially when exploring international and transitional economies.
2
Hovey, Martin, and n/a. "Corporate Governance in China: An Empirical Study of Listed Firms." Griffith University. Griffith Business School, 2005. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20061018.143503.
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Corporate governance has gained considerable prominence in the last decade as it has become a much more widely discussed and debated issue. The debate as to which model of corporate governance China should adopt continues as China forges a new era of interaction with the global market, especially since its accession to the World Trade Organization in 2001. The state-owned enterprise (SOE) sector in China is a significant contributing factor in China's endeavour to continue to develop its economy, provide employment and reduce poverty. Therefore, the success of SOE reform is important to China's future economic prosperity and ability to contend with social justice issues. The commencement of the reform process began in the late 1970s and many SOEs have attained significant progress in some important areas. However, all too many SOEs experience poor overall performance. Thus, the consequence of the corporate governance model and corporate structure selected will be considerable, especially as the country's market economy gains momentum. This thesis contributes to the ongoing body of work relating to corporate governance in China, and some clear results have been found. It also reviews the institutional setting in China and elements of the corporate governance literature in detail. As the ownership of firms is considered to be one of the key elements to enhance corporate governance, the empirical study considers issues relating to changes in ownership, concentration and ownership structures. It conducts an empirical study of the ownership and performance of listed corporations in China and based on these analyses, the thesis provides policy recommendations as to which model of corporate governance may best be suited to China during this transitional phase. The findings suggest that the ownership structure is a key element to enhancing corporate governance in China. The wealth affects of changes in listed firm ownership, which for the most part had the effect of reducing state ownership, were found to be positive. Concentration ownership structures per se were not found to enhance listed firm performance. The most significant findings were the following. Firstly, that institutional ownership, through the Legal Person holding companies, have a positive bearing on listed firm performance and thus by implication, upon improving corporate governance. Secondly, medium levels of Legal Person ownership were found to be the most effective. Thirdly, foreign institutions and individual investors were found to be positively correlated to performance. Similar results were found for offshore ownership, but to a lessor extent. Conversely, state ownership was found to be negatively correlated to performance. Other issues that were identified in the empirical analysis are that size does matter, in that large firms were found not to perform as well as smaller firms. Leverage appears to matter also, as highly leveraged firms were found not to perform well. The industry in which a firm operates was also found to have an affect on performance. The policy recommendations are based on the findings and observations of this thesis. The assumption is made that the present gradualist approach and regime will continue. As state ownership is shown to have a negative bearing on listed firm performance, the recommendation is that the state, at its various levels, should divest its holdings. This could be achieved through a privatization program in which the state denationalises a large proportion of its holdings. One of the keys would then be managing the change of ownership. Based on the observations and findings of this study, it is recommended that a privatization program should be instigated that supports blockholders and institutions, and does not focus purely on dispersing large proportions of holdings to diverse small shareholders. In addition, mergers and acquisitions that embrace economic efficiency should be encouraged and supported. The empirical study demonstrates that the ultimate ownership and control of tradeable shares ought to be channelled to pension funds, private institutional investors that should be encouraged to take strong stakes in the firms, to strategic investors, especially minority blockholders, and a proportion to international investors. This strategy would be in China's best interests in its present stage of development.
3
Hovey, Martin. "Corporate Governance in China: An Empirical Study of Listed Firms." Thesis, Griffith University, 2005. http://hdl.handle.net/10072/365859.
Full textAbstract:
Corporate governance has gained considerable prominence in the last decade as it has become a much more widely discussed and debated issue. The debate as to which model of corporate governance China should adopt continues as China forges a new era of interaction with the global market, especially since its accession to the World Trade Organization in 2001. The state-owned enterprise (SOE) sector in China is a significant contributing factor in China's endeavour to continue to develop its economy, provide employment and reduce poverty. Therefore, the success of SOE reform is important to China's future economic prosperity and ability to contend with social justice issues. The commencement of the reform process began in the late 1970s and many SOEs have attained significant progress in some important areas. However, all too many SOEs experience poor overall performance. Thus, the consequence of the corporate governance model and corporate structure selected will be considerable, especially as the country's market economy gains momentum. This thesis contributes to the ongoing body of work relating to corporate governance in China, and some clear results have been found. It also reviews the institutional setting in China and elements of the corporate governance literature in detail. As the ownership of firms is considered to be one of the key elements to enhance corporate governance, the empirical study considers issues relating to changes in ownership, concentration and ownership structures. It conducts an empirical study of the ownership and performance of listed corporations in China and based on these analyses, the thesis provides policy recommendations as to which model of corporate governance may best be suited to China during this transitional phase. The findings suggest that the ownership structure is a key element to enhancing corporate governance in China. The wealth affects of changes in listed firm ownership, which for the most part had the effect of reducing state ownership, were found to be positive. Concentration ownership structures per se were not found to enhance listed firm performance. The most significant findings were the following. Firstly, that institutional ownership, through the Legal Person holding companies, have a positive bearing on listed firm performance and thus by implication, upon improving corporate governance. Secondly, medium levels of Legal Person ownership were found to be the most effective. Thirdly, foreign institutions and individual investors were found to be positively correlated to performance. Similar results were found for offshore ownership, but to a lessor extent. Conversely, state ownership was found to be negatively correlated to performance. Other issues that were identified in the empirical analysis are that size does matter, in that large firms were found not to perform as well as smaller firms. Leverage appears to matter also, as highly leveraged firms were found not to perform well. The industry in which a firm operates was also found to have an affect on performance. The policy recommendations are based on the findings and observations of this thesis. The assumption is made that the present gradualist approach and regime will continue. As state ownership is shown to have a negative bearing on listed firm performance, the recommendation is that the state, at its various levels, should divest its holdings. This could be achieved through a privatization program in which the state denationalises a large proportion of its holdings. One of the keys would then be managing the change of ownership. Based on the observations and findings of this study, it is recommended that a privatization program should be instigated that supports blockholders and institutions, and does not focus purely on dispersing large proportions of holdings to diverse small shareholders. In addition, mergers and acquisitions that embrace economic efficiency should be encouraged and supported. The empirical study demonstrates that the ultimate ownership and control of tradeable shares ought to be channelled to pension funds, private institutional investors that should be encouraged to take strong stakes in the firms, to strategic investors, especially minority blockholders, and a proportion to international investors. This strategy would be in China's best interests in its present stage of development.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
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Cao, Guangming. "Systems thinking and managing organisational change." Thesis, University of Bedfordshire, 2001. http://hdl.handle.net/10547/293966.
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This thesis is about how systems thinking might contribute to the successful management of change (MOC). The motivation is the increasing importance of MOC in an environment where competition and internationalisation of markets are ever intensifying: organisations either "change or die", yet MOC suffers adversely with unacceptably high failure rates. A critique of MOC literature shows that current MOe methodology is characterised by reductionist approaches with a diversity of confusing and contradictory suggestions and recipes. This is seen to be impoverished where different types of organisational change are interacting. All these suggest that MOC methodology itself needs to be improved and a systemic approach is more appropriate. In search of methodological underpinnings for proposing a systemic approach to MOC, literature on systems thinking is reviewed, indicating that systems approaches, especially critical systems thinking, are potentially powerful to inform the development of MOC. Nevertheless, important questions are raised about applying systems ideas to MOC. Further research is needed. And this has been done by triangulating data, theory and method to develop a fuller understanding of systems perspectives and their relevance to MOC. By combining MOC and systems thinking together in a theoretically informed way, a systemic MOC framework is suggested and revised. This framework is seen to provide a characterisation of MOC by identifying the conceptual components, a coherent theoretical structure by specifying and ordering the relationships between these components, and a way of helping understand and manage the diversity in organisational change systemically. This framework is theoretically underpinned and applied to a case study where different types of organisational change and their interactions are surfaced. The outcomes firmly support the view that MOe is characterised by different types of organisational change and their interactions, for which systemic approaches are more appropriate; thus the systemic MOC framework developed is seen to be useful in helping understand and manage organisational change more effectively. The findings are critiqued within the study, and from this come out the conclusions, and recommendations for future research.
5
Wennerström, Lee. "Managing change with an intercultural team." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16946.
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The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative.The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change.The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies.Program: Magisterutbildning i informatik
6
Gower, Tyrone. "Managing change : at an individual level." Master's thesis, University of Cape Town, 2006. http://hdl.handle.net/11427/5538.
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Includes bibliographical references (leaves 109-113).Dramatic organisational change appeared to negatively affect the social behaviour andwork performance of a particular team of individuals. Management intervention tosupport these individuals in this situation was not apparent. This study endeavoured toexplore how these individuals managed their personal situations within this changingenvironment, and uncover lessons to assist them to improve their personal changemanagement. This is a qualitative methodology research project based on a Systems Thinking andParticipant Action Research approach. The researcher reviewed change, management,and change management literature to establish; appropriate models to explore humansystem behaviour in a changing environment, and an appropriate research framework.
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Jones, Charles W. "Managing Change in the Sport Environment." Digital Commons @ East Tennessee State University, 2017. https://dc.etsu.edu/etsu-works/3963.
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Asquith, Andrew Richard. "Change management in local government : strategic change agents and organisational ownership." Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.
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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research enabled the classification of the authorities using the following typology: namely transactional, community leadership and business culture. Each type is representative of one of the three evolutionary stages. With reference to each of the identified three stages of evolutionary development, the role of the chief executive in each of the authorities in successfully managing change was assessed. The purpose is to establish which management type provided the most effective change management environment. This assessment took place on two levels. Firstly, the qualitative research addressed the perceptions of the chief executives' change management agenda on the part of the strategic actors on both sides of the managerial/political interface within each authority. They were identified as the chief executive, the chief officers and the leading elected members. These perceptions were then used to develop the management typology noted above. Following the development of the management typology, an extensive survey of the attitudes of both middle managers and street-level operatives towards the change management process was conducted in the eight local authorities. This quantitative research revealed the perceptions of those individuals on whom change has the greatest impact. Following the analysis of the data generated by both the qualitative and quantitative research, the most effective leadership and change management strategies for local government in England are suggested. The conclusion is therefore that the most effective model for change management for local government is a hybrid organisation combining strengths from two of the evolutionary management stages.
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Kozey, James M. "Managing global climate change, addressing climate change in Canadian organizations." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape4/PQDD_0017/MQ48239.pdf.
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Sarchet, Christopher. "Managing in the middle, the practice of managing change in English Universities." Thesis, University of Bedfordshire, 2009. http://hdl.handle.net/10547/134952.
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Higher Education Institutions are worth £45 billion to the UK economy, according to a report published in 2006 by Universities UK (UUK), the representative organization of the United Kingdom’s universities. The higher education sector has undergone considerable change with the introduction of the marketplace, tuition fees and business management structures and methods. Managing change as a middle manager is acknowledged to be important activity (see for example, Beer, Eisenstat and Spector, 1990) and yet there is a limited amount of empirically research that has been conducted to discover how change is managed in the higher education sector in England by these staff. This study explores the perceptions of higher education managers about their role in managing change in the higher education sector. It is an exploratory study based on thirty-one interviews with managers in nine universities from across the higher education sector in England. The universities were chosen to ensure there was a representative sample from the main groups within the sector and a geographical spread across the country’s regions. The literature review found a wide range of contrasting viewpoints that provided a myriad of support and confusing messages. There was a lack of information about how higher education managers manage and, in particular, how they manage change. Managers, and those who seek to help them, face challenges in seeking and providing guidance and improving practice. The middle manager has to manage change and use a variety of means to achieve it. They are caught in the middle between senior managers and staff and other stakeholders. They have primarily learned from experience but need support and guidance when they come across change projects of which they have no knowledge. This can be provided by access to case based practice and a network of experienced experts. This research recommends the creation of such support using new media available via the internet provided through professional associations such as the Association of University Administrators (AUA).
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Fotini-Paradissopoulos, Helen. "Managing Strategic Change In a Railway Enterprise." Thesis, Cranfield University, 1993. http://hdl.handle.net/1826/3819.
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The objective of this research is to investigate the way strategies are formed in a public
sector organization and to assess the role of the Board-members in shaping and
developing strategies.
The project consisted of the following distinct steps: (1) The collection and processing of
background information concerning the enterprise under study. (2) The collection and
analysis of the Board's past decisions over a period of nine years. (3) The interview
accounts of the members of the Board (4) The analysis of the interviews at the individual
level and the construction of cognitive maps. (5) The testing of the validity of the
cognitive maps of the previous stage by employing a quantitative technique in which the
interviewees scored on matrices and identified the influence between elements of the
strategy, the external, and the organizational environment. (6) The identification of
patterns in the cognitive structure of each individual, resulting from both the qualitative
(interviewing) and quantitative (matrix scoring) approaches. (7) The attempt to build
theory by integrating the different sources of data and generating propositions grounded
on data by relating the findings of this study to the existing literature.
The major findings concerned the notion of strategy according to the Board-members'
accounts. Thus, the majority of Board-members perceived strategy as something that
occured outside them, something over which they had little control. The Board-members'
role, as revealed in the strategy-areas studied, was a legalistic role concerning mostly
ratification of proposals without active contribution to initiating and developing new
strategies. It is also argued that this Board's composition, structure and processes
exhibited deficiencies. The real strategist of the organization was the new General
Manager who succeeded not only in creating an integrated strategy but also in getting it
institutionalized (that is in establishing commitment among the people of the
organization).
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Griffiths, Ieuan Wynn. "Managing change in the Department of Health." Thesis, University of South Wales, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.397884.
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Miller, Robin. "Managing change in health and social care." Thesis, University of Birmingham, 2016. http://etheses.bham.ac.uk//id/eprint/6672/.
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This PhD by Publication has investigated contemporary management of change practice in health and social care. Through eight case studies it explores change within different sectors, roles and organisations within national, regional and local systems. More successful change programmes are better able to understand their contexts, to design change theories that will work within these contexts, to fully implement the activities planned on the basis of these theories, and to have the resources and autonomy to complete the programme to its conclusion. Despite the relative success of some programmes, there are common opportunities for change management practice to be improved. These include -the meaningful engagement of service users throughout the process; setting of intermediary and final outcomes that provide opportunity for formative and summative evaluation, and in the use of relevant data to enable reflective change practice. It would also appear that despite the considerable body of knowledge regarding management of change this rarely explicitly influences change programmes and therefore stronger collaboration between academia and practice is still required. A pragmatic approach in which different academic fields collaborate to directly respond to the problems faced in practice would be beneficial.
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Claypool, Kajal Tilak. "Managing schema change in an heterogeneous environment." Link to electronic thesis, 2002. http://www.wpi.edu/Pubs/ETD/Available/etd-0617102-213436.
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Thesis (Ph. D.)--Worcester Polytechnic Institute.Keywords: Meta modeling; schema change; frameworks; integration; schema heterogeniety; schema modeling. Includes bibliographical references (p. 381-395).
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Varadarajan, Vijayendra. "Managing Strategic Change using Industry Benchmarking Alternatives." Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=120999.
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In this paper, we have introduced and discussed a new and evolving tool of corporate strategy - benchmarking. We have compared and contrasted it with other, and sometimes competing, business philosophies and instruments of strategy. We have considered and deliberated on its three vital and expanding applications to business functions - sales (market penetration), manufacturing and quality management, and finance (cost control) with true stories from leading organisations in North America. We have also attempted to chart the direction of its future growth and development, especially in redefining business performance measurement.
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Scott, Pamela H. "Understanding and Managing Change: A Leadership Perspective." Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/3046.
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Payne, Troy C. "Does Changing Ownership Change Crime? An Analysis of Apartment Ownership and Crime in Cincinnati." University of Cincinnati / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1288968354.
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Meng, Gaofeng. "Rural land ownership and institutional change in China." Thesis, University of Glasgow, 2018. http://theses.gla.ac.uk/30768/.
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The focus of this study is the property rights theories tested in the context of Modern China’s rural areas. It is divided into three parts: Part I presents the theoretical framework, concepts. These form the analytical tools. Part II briefly describes the three big transformation of rural arable land ownership in modern China. This is a particular case in which the theoretical framework can be tested. In Part III of this study I apply the analytical framework developed in part I to understand the puzzles and problems described in part II. This is the application of theory to the history and reality. In this research, I show that the change of property rights is central to political, economic and social change in that particular society. As a formal institution, property rights provide an incentive or disincentive structure for a particular economy. The contrasting economic performance in modern China’s agriculture can be well explained by the underlying force— the property rights institutional arrangement. The stagnation and decline of Chinese economy and universal poverty is conditioned by the disincentive structure of the Commune System. While the specular economic growth and its relief of poverty is driven by the incentive structure of the Household Responsibility System (HRS). The success of the HRS is in that it is not only a government institutional arrangement but also a communal institutional arrangement in its origin. The rules created by the peasants themselves are legitimized by the central government as property rights. It really matter who creates the property rights and for whom. This research attempts to enrich our knowledge in social science. It challenges the conventional and standard political and economic theory used to explain Chinese puzzles in its economic growth and social development. In the theoretical sphere, it contributes mainly to the literature of Marx’s theory of property, Honoré’s concept of ownership and Ostrom’s theory of common-pool resources and institutional change. In the practical sphere, it contributes to our understanding of the radical and complex change in Modern China’s rural areas.
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Bergman, Amanda, and Mastaneh Mashouri. "Influencing Change : Organizational Change and the Implementation of Self-Managing Teams." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-326340.
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Organizational changes are inevitable, yet up to 70% fail. Technological development and competition in a volatile environment require more flexible organizations. As such, implementing self-managed teams (SMTs) has become a more common approach. The fact that SMTs ought to be self-managed has further raised a debate, since it is argued that some form of manager still is required. Therefore, the following research question was proposed; How does the interplay of influences unfold between the manager and the organizational context when implementing SMTs? The purpose of the study is to increase the understanding of how different activities, events and actions during a change process of implementing SMTs influence the manager, as well as how the manager influences the change process of implementing SMTs. The research was conducted by a qualitative, abductive approach based on a case study. The results show that managers influence perceived history of change, control and the SMTs. Managers are influenced by perceived history of change, employee commitment to change, control, and by the SMT. These influences determine how the manager is influenced by, and how the manager influences the organizational change towards the implementation of SMTs.
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Gunn, Natalie Isabella. "Staff evaluation of organisational context and change process : implications for managing change /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20091.pdf.
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Vadeboncoeur, Nathan Noel. "Knowing climate change : modelling, understanding, and managing risk." Thesis, University of British Columbia, 2014. http://hdl.handle.net/2429/50777.
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Climate change is a complex problem. Approaches to understanding climate change risk and preparing for its management include assessments of biophysical changes, the influence of public risk perceptions on support for policies aimed at adapting to these changes, and analysis of the governance structures charged with developing and implementing climate action plans. Climate change issues, however, are often approached from a disciplinary perspective and there are few studies examining how climate risk is viewed from multiple perspectives in a particular locale. This thesis takes a bottom-up approach to understanding climate change by focusing on how climate risk is understood on the Sunshine Coast, British Columbia, as a biophysical, social, and governance issue. It begins by surveying the available biophysical information of climate change and presents a sea level rise impact model for the Sunshine Coast. Next, it explores how public perceptions of climate risk (as distinct from climate change knowledge as scientific literacy) develop and how these affect support for climate change policies. It then examines the perspective of a local government, the Town of Gibsons, in planning for climate change adaptation. Here, it focuses on how decision- makers plan for climate change by examining their perspectives on biophysical risks and the social context within which climate issues are located. Throughout the thesis, I argue that the process of adapting to climate change (a risk management strategy) has strongly social roots and that understanding how climate change fits within the context of individual communities is, along with knowledge of biophysical hazards, an essential component of adaptation.Science, Faculty of
Resources, Environment and Sustainability (IRES), Institute for
Graduate
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Gair, George Frederick. "Managing change as a Minister of the Crown." AUT University, 2010. http://hdl.handle.net/10292/936.
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During my years as a Cabinet Minister in New Zealand, the relationship between a Minister and his key officials was strongly modelled on the Westminster system as then applied in Britain. As in Britain, the ministers were the product of the political and parliamentary processes. The leader of the political party with the majority in the House was called upon by the Queen's representative (our Governor General) to form the new Government. All Ministerial appointees were necessarily chosen entirely from members then in Parliament. As in Britain, also, the key officials to serve each Minister in their portfolios were provided by the career Public Service, the long-serving body of officials who were there to advise and manage the system for successive governments. The Minister did not choose his departmental head, nor did that departmental head choose his minister. There were many assumptions inherited from the past which helped to make the relationship work. Policy decisions were shaped by the Minister representing the political side of the equation. Execution and management was carried out by the head official, responsible for the operation of the bureaucratic machine he headed. In explaining my thesis message - "Managing Change as a Minister of the Crown" - a very strong autobiographical dimension to my experience and comments is inevitable. In the political setting, the relationship between Minister and Head of Department, though a key factor, is but one of many. All change affects many people - some positively and beneficially, and some the reverse. The effects of change can be anticipated rather than actually felt. Perceptions can sometimes become bigger problems to manage than realised consequences. Change in politics invariably reaches out far beyond those obviously and directly affected. Handling change therefore involves making plans for how one can best point the change in a forward-looking and constructive way, and put a socially positive spin on one's efforts and the outcome. If one's efforts are done openly, and one's arguments are well founded, real progress can be made. One of life's constants is change itself. It affects us all in some measure. In communities categorized as "developed", it can be particularly fast and sweeping. This means, inevitably, that the forms of its infrastructures - from public services to business enterprises - which enable society and the economy to function effectively must adapt, and constructively, to those changes. From my experience, in facing a variety of problems calling for change in handling portfolio responsibilities, I have found every case is different from the others, and each solution had to be shaped to meet the characteristics of that particular case. The only common denominator I would call the "people factor". Compounding the challenge, that "people factor" had to be fashioned as appropriate for the personalities with whom I was working, and the characteristics of the problem being addressed. I did, however, find that there were some common fundamentals in the "people factor" which I address in my conclusion. They helped facilitate co-operation in managing change.
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Belland, John. "Workplace flexibility at Skeena Cellulose, managing the change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ59422.pdf.
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BARBOSA, NATHALIA TAVARES. "MANAGING ORGANIZATIONAL CHANGE: THE CASE OF GAMA COMPANY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2008. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=12063@1.
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O presente trabalho procurou avaliar a condução do processo
de mudança organizacional ocorrido, no período de julho de
2005 a julho de 2007, no plano de saúde da empresa GAMA,
Entidade Fechada de Previdência Complementar. A empresa
enfrentava um desequilíbrio econômico-financeiro no seu
plano de saúde e sofria com a falta de profissionalização
nesse negócio. O estudo de caso em questão buscou analisar
a aplicabilidade do modelo de dez comandos de Rosabeth
M. Kanter, Barry A. Stein e Todd D. Jick à mudança
organizacional ocorrida na empresa GAMA e identificar a
percepção dos gestores e dos colaboradores com
relação aos resultados do processo. A avaliação demonstrou
que, embora os resultados financeiros pretendidos no início
do processo tenham sido alcançados, o processo foi
interrompido antes da consolidação dos novos comportamentos
na cultura da organização, comprometendo sua
sustentabilidade no longo prazo. O estudo indica que o
modelo de dez comandos pode auxiliar a condução de um
processo de mudança organizacional se for seguido em todas
as suas etapas. No entanto, outros fatores também precisam
ser considerados, como o estilo de liderança do agente de
mudança e a dimensão humana, que também é afetada por
este tipo de processo.The purpose of this study is to analyze the management of the organizational change process that happened in the health plan of pension fund GAMA company, from July 2005 to July 2007. The company was facing a financial problem in the health plan and was suffering with the low professionalization of this business in particular. The case study tried to analyze the applicability of Rosabeth M. Kanter, Barry A. Stein e Todd D. Jick´s model of the ten commands to the organizational change that happened in GAMA company and to identify the perception of the administrators and the employees about the results of the process. The analysis showed that although the financial results intended in the beginning of the process were achieved, the process was interrupted before the new behavior factors were introduced in the culture of the organization, compromising its sustainability at long term. The study indicates that, if followed all stages, ten commands model can help the conduction of an organizational change process. Nevertheless other factors must be also considered like leadership style and human dimension, which is also affected by this type of process.
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Lewin, Siân. "Regulated organizations : responding to, and managing, regulatory change." Thesis, London School of Economics and Political Science (University of London), 2016. http://etheses.lse.ac.uk/3506/.
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This thesis explores how regulated organizations respond to and manage regulatory change. It uses a case study of the significant wave of reforms to financial regulation that followed the financial crisis in 2007-8, reforms which created a moment of great uncertainty and complexity for banking organizations. Using a combination of discourse analysis on banks’ publicly available documents and semi-structured qualitative interviews with 22 members of banking organizations in the UK, this thesis examines how a sample of banks responded to and managed the changes in their regulatory environment. This thesis found that the uncertainty associated with unclear regulatory rules, unspecified regulatory expectations and shifts in the cognitive underpinnings of financial regulation exacerbated existing tensions between market and regulatory objectives within banks. Managing these tensions required an ongoing process of negotiation and settlement between organizational actors who were ‘institutional agents’ of market and regulatory logic respectively. This thesis found that that the balance in the use of these logics changed over time and argues that this is partly due to considerations of legitimacy relative to the external political and economic context, but is also related to the degree of uncertainty and the power and status afforded to the internal representatives of market or regulatory logic. Regulatory interactions between the banks and their supervisors were found to be a critical site where legitimacy criteria are communicated and regulatory professionals construct the bank’s regulatory identity. Finally, this thesis argues that when regulation is in a continual state of flux, possibilities for meaningful behavioural changes are reduced. At the same time, however, continuous regulatory change demanded greater organizational attention, suggesting an acceptance on behalf of the banks that regulatory change had become part of ‘business as usual’.
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O'Leary, Tim. "Managing business change projects : a social practice perspective." Thesis, University of Southampton, 2010. https://eprints.soton.ac.uk/152065/.
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This research responds to calls from several fields (including project management and organisational change) questioning the engineering paradigm of objective rationality, systems control and universally-applicable structured methods underpinning conventional ‘best practice’ approaches to managing business change projects. The call is for better understanding of the reality of business change projects as experienced by the people working on them, and for improved theory based on that. This research seeks to explore whether more effective approaches to delivering benefits from business change in organisations could be developed by taking a social practice perspective - focusing on the dynamic and complex processes of social interaction, power relations, and social construction of day-to-day reality. To address these questions, an 18-month ethnographic, participant/observer study has been carried out within a large UK public sector organisation, observing events and behaviours on a day-to-day basis from a practitioner’s perspective, using narrative to capture the complexity of the social reality of project life with all its uncertainty, politics, and emotion. This fieldwork, combining both objectively-observed and subjectively-interpreted findings,identifies some generic intersubjective ‘key aspects’ of business change projects. These ‘key aspects’ have then been interpreted using theoretical concepts from five leading theoretical frameworks (Giddens’ structuration theory, Bourdieu’s theory of practice, Actor-network theory (ANT), Weick’s sensemaking, and Strauss’s symbolic interactionist theory of action). A multi-level theoretical model rooted in the epistemological characteristics of social reality is developed from the relationships emerging from the empirical findings and by employing some of the most relevant theoretical constructs. The model is found to be consistent with practice-based research findings from research into project success in general, and with some approaches to managing uncertainty in projects. The implications of the model for practice are explored, directing attention away from control procedures and detailed planning to a range of more productive management interventions.
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Nazari, Shahriar. "Small to Medium Enterprise Business Leaders Managing Change." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4393.
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Organizational change is necessary for businesses to survive and prosper. One of the main reasons organizational change is unsuccessful is the inadequate leadership style used by business leaders. The purpose of this multiple case study was to explore leadership strategies business leaders used to manage change. The target population comprised a purposeful sample of 15 business leaders from various businesses located in the metropolitan area of Southern California. The conceptual framework for this study was the transformational leadership theory, which holds that leaders can use inspiration and motivation to inspire employees, especially during times of organizational change. A pilot study confirmed that all research questions were relevant to the research topic. Data were collected through face-to-face semistructured interviews and company document reviews. Data analysis included identifying relevant themes using a thematic approach to pinpoint, record, and examine patterns. Data were compared during each phase of the data collection process, revealing themes of managing employee's needs, mentoring/training programs, motivation, influence, and communication. Member checking was used to validate themes and strengthen the trustworthiness of the interpretations. The results from this study may assist business leaders in facilitating organizational change. The implications for positive social change include the potential to contribute to job growth and employee prosperity in local communities.
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Doherty, James. "Ownership, control and change in a public service industry." Thesis, University of Oxford, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.503984.
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Krishnan, Subramaniam. "Dilemmas of managing change : the case for change managers at Willow NHS Trust." Thesis, Anglia Ruskin University, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489544.
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The focus of my research was to investigate the dilemmas of change experienced by middle managers so that I can respond to the research problem (knowledge gap) concerning the ineffectiveness of change management strategies in the NHS.
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Riggs, Sally A. "Managing to practice : managing to change?; an exploration of general medical practitioners' orientations to work." Thesis, Nottingham Trent University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309818.
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Bergström, Max. "Industrialised timber frame housing : managing customisation, change, and information/." Luleå, 2004. http://epubl.luth.se/1402-1544/2004/45.
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Salloum, Mohammed. "Managing change in performance measures within a manufacturing context." Doctoral thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-18691.
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Even though the literature available within the field of performance measurement and management (PMM) is extensive, a gap exists regarding how change is managed in performance measures (PM). This gap is corroborated by the empirical data underlining that only a few organisations have mechanisms in place for managing PM change. The need to manage change in PM arises from the consensus that performance measurement systems (PMS) should reflect the strategy and direct environments of the company. As both strategies and environments are dynamic in nature the PMS ought to possess the capability to change. The paradox of combining dynamic strategies and environments with static PMS has created problems for companies as the competitive conditions change over time. With this background in mind, the purpose of this thesis is to contribute to the existing body of knowledge regarding how to manage change in performance measures. The contribution from this research will stem from analysis of six empirical studies and the results will be concluded in a set of guidelines regarding how to manage change in PM in practice. This thesis has adopted a systems perspective and takes a qualitative, case-study based approach. In total six case studies and three literature studies have been conducted. The case studies have been conducted on three different continents and have focused on the deployed ways for managing change in PM and how the PM have evolved over time. The first literature study focused on the general literature within the field of PMM, the second literature study focused on the literature revolving around keeping PM updated and relevant over time whilst the third and concluding literature study focused on further expanding the theoretical base on how to manage change in PM and how PM evolve and change after their implementation. This thesis concludes that extensive PM change is necessary over time in order to establish and maintain appropriate PM, continuously improve the measurement process and boost performance. Further, in converse to the various approaches suggested in literature, all six approaches identified in the case studies are processes. Furthermore, each PM change process differs from another as highlighted in the empirical findings chapter. Finally, 11 factors have been identified from the theoretical and empirical findings that affect the ability to manage change in PM: level of process documentation, process ownership, employee involvement and alignment (as an embedded part of the PM change process design), communication, culture, role of top-management, IT-infrastructure capabilities, resources available for facilitation, PM ownership and education. Finally, eight guidelines have been developed addressing how to manage change in performance measures.
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Ali, Shaun Kevin. "Quebec's health and social services in transition : managing change." Thesis, McGill University, 2006. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=100737.
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Purpose. To explore the experiences of healthcare managers at a reformed CSSS (Centres de sante et de services sociaux) in Montreal, Quebec and to document the provincial reforms. The objective is to understand the managers' experiences during a period of transition.Method. This study consists of two methods: a document review of relevant policies and reforms of Quebec's health and social services. Secondly, qualitative interview methods were used to explore the experiences of seven managers within a CSSS and their attitudes towards the reform.
Results. Managers described the following: a new window of opportunity, importance of leadership in the reform process, distorted communication, environment of trust, and culture of the organisation.
Conclusion. Quebec's health and social services is an ongoing discourse. Distorted communication creates an atmosphere of uncertainty which hinders the reform process. Implications include the need for further research in understanding healthcare professionals and other actors in the reform process.
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Tang, Yat-mun, and 鄧逸敏. "Managing change in a prevocational school: a case study." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31960467.
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Goulding, Anne. "Managing public library support staff in times of change." Thesis, University of Sheffield, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262047.
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Chai, Shutsu K. (Shutsu Kindness). "Managing stormwater in Watertown, MA : overcoming obstacles to change." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/53225.
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Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2009.Includes bibliographical references (p. 65-68).
As effective imperviousness increases with urbanization, the impacts of stormwater runoff on local water systems and aquatic life are more and more deleterious. Stormwater runoff carries pollutants into nearby water bodies, alters stream banks, reduces stream base flows and bypasses infiltration processes that both clean and recharge groundwater. While these consequences are still invisible to the average citizen, human life is wholly dependent on adequate quantity and quality of water resources, which polluted stormwater runoff threatens. This link has motivated more widespread attention to and effort in stormwater management, yielding new technologies, initiatives and solutions. As this new paradigm for stormwater management grows better established and more broadly accepted, the struggles to minimize the impact of runoff have shifted from the technology to implementation. A deeper understanding of the challenges and barriers to the adoption of new best management practices will allow us to better target efforts to overcome those obstacles. Conducting a case study of Watertown, MA, I interviewed local officials, planners and activists. Through these conversations, I identified four primary barriers: funding shortages, disagreement over implementation mechanisms, knowledge limitations and site constraints. Despite these limitations, educational programs, codified local regulations coupled with design guidelines and a flexible local funding source can help localities surmount those hurdles.
by Shutsu K. Chai.
M.C.P.
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Koh, Chan Yang Edwin. "Managing change propagation in the development of complex products." Thesis, University of Cambridge, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.609499.
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Johnston, Kevin Allan. "An IS perspective on managing change in a university." Doctoral thesis, University of Cape Town, 2011. http://hdl.handle.net/11427/10609.
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This thesis aimed firstly to explore what is happening with respect to change in a South African university, and how this change affects those involved, viewed from an IS standpoint. The focus is on determining the essence and nature of organisational change in its usual situation.
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Tang, Yat-mun. "Managing change in a prevocational school : a case study /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20057672.
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Kline, Jeanie Pollard. "Managing change for a distance learning initiative: An evaluation." W&M ScholarWorks, 1996. https://scholarworks.wm.edu/etd/1539618625.
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The purpose of this case study was to examine the degree to which those managing change for a distance learning initiative followed David Nadler's (1989) four action steps designed to reduce resistance in making the transition from the former operational state to a newly-created state.;The four action steps include providing opportunities for participation among employees, allowing employees to identify current operations that will not work in the new organizational state, rewarding behavior that assists in the transition, and allowing sufficient time for the change to take place. The findings in this study revealed that participation was the critical component that effected successful change.;Those units in which administrators encouraged employee participation in the transition were able to make adaptations in their operations that allowed for the development of effective and efficient student support services for distance learners. Employees were also very satisfied with the management of change provided by the administrators.;Those units in which administrators did not encourage employee participation in the transition were able to make adaptations for distance learners; however, the services provided were neither effective nor efficient. Further, employees were dissatisfied with the managers' styles in directing the change.;It is therefore recommended that managers involve employees whenever possible in their units' operations--decision-making, problem-solving, and transitions undertaken by the unit--for a productive and satisfied workforce.;Further research is suggested in employee participation and managerial style, as well as in women's leadership, and teamwork in organizations.
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Bergquist, Philip, Patrik Lindgren, and Olof Persson. "The Value of Change : An event-study of Ownership Disclosures." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-310.
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Background:
Recent business paper articles observe that stocks soar when there is a change in ownership. The clothing company JC climbed 26% when it was announced Torsten Jansson had increased his holdings. Daydream, a computer game developer, followed this trend increasing its market value by 17% on the news that TA Capital had increased its hold-ings. In these examples, the market learned of the changes in ownership through a press release created by the acquiring entity. These pieces of news, also known as ownership disclosures, is the target of this thesis.
Purpose:
The purpose of this thesis is to investigate whether ownership disclosures result in abnormal stock price changes. Furthermore, the aim is to find out if there are any differ-ences in returns depending on who announced the ownership disclosure. In order to fulfil this purpose, a quantitative approach was used.
Method:
A random sample of 160 ownership disclosures is gathered. 77 of these are classified as passive- and 83 as active investors. For each of these pieces of news, 183 days of historical stock price data is retrieved. This data is then parsed through the market model event-study framework.
Findings:
Graphically analyzing the whole sample indicates that the market is not efficient in its strong form. The same is true when dividing the sample into passive- and active investors. Statistically, an abnormal return is confirmed for the active investors, but not for the whole sample or the passive investors.
Conclusion:
By looking at the price change effects of ownership disclosures, the Stockholm Stock Exchange O-list is determined to be efficient at the semi-strong level. The anomaly caused by active investors leads to the possibility of making a profit of 2.70% between day -1 and day +1 relative to the day of the ownership disclosure being sent out. It should be noted, though, that transaction costs and taxes are not taken into consideration.
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Zhu, Zhaohui. "FDI, ownership change and the firm's business performance in China." Thesis, Manchester Metropolitan University, 2014. http://e-space.mmu.ac.uk/336069/.
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The thesis focuses on the firm's business performance in China, along with the growth of Foreign Direct Investment (FDI) inflows and the reforms of the institutions. This research employs New Institutional Economics (NIEs) as a theoretical basis, seeking to identify the mechanism of interaction between FDI, ownership change, and the institutions in China. The economic reforms, which started in the 1980s and continued thereafter, not only led to an unprecedented level of FDI inflow into China and increased the role of the private sector and ownership in the country, but also had more serious implications in that the formal and informal institutions of the Chinese economy remains largely under the control of the Chinese Communist Party. This study considers ownership change as an appropriate connection between FDI inflows, the improvement of business performance, and the institutions in the context of both formal and informal institutions in China. This paper aims to provide supporting evidence for the institutional approaches to the study of business performance in a transition environment. The author chooses the World Business Environment Survey (WBES) as the data source to explore the relations between the institutions and the business performances of enterprises in China, measured by sales and investment. In this thesis, the author uses a number of statistical tools, including descriptive analysis, Levene’s test, Error Bar, Logistic regression, and categorical regression. The results show that the influences of the institutional constraints reported by the hypotheses vary in different occasions according to the firms studied, and these significant relations between the institutions and the business performance cannot be kept consistent and continuous. The influences of institutions on the business performance are complicated in China, measured by sales and investment. The complexity consists of the relation and interaction among the formal and informal institutional factors, of the relations between the institutional factors and the firms’ inherent nature, and of the relations between the institutional factors and the firms’ business performance in China.
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Kiritsis, Vasilios James. "Managing change in educational organizations : managing and leading higher education in an era of change in Greece : case study, University of Indianapolis, Athens." Thesis, Middlesex University, 2009. http://eprints.mdx.ac.uk/2088/.
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This project attempts to contribute to the field of education, by presenting and analysing change and its management and how change has affected the operations of a foreign University branch. It describes a set of recommendations that will aid the case organization (University of Indianapolis Athens - UIA) and consequently educational organizations / institutions, in listing the various challenges affecting education and their operations in the 21st century. It is argued that identifying these changes / challenges is a requirement towards planning and managing them for any organization. The project goes beyond identification of changes, examining how these affect a specific organization. One of the objectives of this research is to consider the level of resistance and to identify ways to cope with change at educational organizations. In essence, the project deals with identifying the various triggers of change and attempts to examine how educational organizations can successfully cope with changes affecting them. In doing so, it examines a specific educational institution in Greece, UIA, and its state of readiness in coping and implementing change. Despite the importance of the topic, the existing literature contains little empirical evidence in relation to academic institutions such as Universities, Colleges or any form of educational establishment in Greece. Through a qualitative research activity using a sample of UIA staff and academics, it was suggested that there is a need for the University to ensure that it takes into consideration the various challenges affecting the Greek educational industry. The findings suggest that the recognition issue expected in 2007 – 2008 in Greece will transform the educational scene in Greek private education and this change will trigger new changes that will most probably be coping with increased enrolment, increased competition due to the low entry barriers, a more business – like stance towards the education industry and the students and a increased reliance on up to date technology in many of the University’s departments and operations. The findings also suggest that the University will need to plan and manage the changes anticipated through appropriate leadership and adequate communication and participation to avoid conflict and resistance.
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Thiessen, Dennis. "Curriculum change constructs and orientations." Thesis, University of Sussex, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.291535.
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Erkal, Hakan, and Sinan Kebapci. "Resistance to Change : A Constructive Approach for Managing Resistant Behaviors." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1813.
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This study aims to understand, describe, and analyze the factors that lead employees resist organizational change efforts. More specifically, by locating various types of roots and symptoms of resistance, we have developed a framework which managers or individuals, who plan to initiate a change program, can use to manage resistance and to benefit, if exist, from the constructive value of resistant behaviors of employees. Findings are drawn from the reinterpretation of two case studies which were conducted on the area. While the first one involves introduction of activity-based costing system in a Portuguese telecommunications company, second one analyzes implementation of a new management program, called BATON, in a university funded research organization. By relying on these case studies, existing models and concepts related to resistance were tested, reinterpreted and an alternative framework to manage resistance is developed. As a result of the study, it is found that despite the amount of theoretical concepts and tools, there is still an important deficiency in terms of resistance management, and managers usually tend to employ pre-set methods to overcome resistance in change management. Findings of the thesis provide those who plan to start and implement change programs with a comprehensive framework to locate, understand and analyze resistance and to take appropriate managerial actions in organizational change efforts.
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Ek, Charlotta, and Elin Storm. "Step by step vs. Culture : A strategy for managing change." Thesis, Linköping University, Project management, Innovations and Entrepreneurship, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-16591.
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Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. Theobjective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews.
Theoretically, this thesis addresses different life-cycle change theories and an alternative model for implementing change through organizational culture. Furthermore the theoretic section considers the areas Project organization, Leadership in processes of change, Knowledge, competence & education, Internal communication and Documentation. The thesis showed that applying life-cycle theories to a change can be of limited use since there are big difficulties in placing the different activities throughout the change in achronological order. The theories can be used however to highlight the relationship between activities which can be useful for making time savings. Irrespective of the order activities are managed in a process of change, measurable goals, feedback and support throughout the process are central for the change’s outcome. This thesis has resulted in a general life-cycle model for managing organizational change based upon existing theoriesand empirical studies. Finally, culture and inertia are described as two factors that either facilitate or inhibit the success of the change depending on how they are managed.
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THIBBLIN, CECILIA. "Managing a business change : framework for measuring and controlling businesses." Thesis, KTH, Entreprenörskap och Innovation, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-147787.
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Todays changing market makes it increasingly important for companies to be able to change and adopt to different market dynamics. Companies that manage to undergo a change often differ from those that fail. Key performance indicators is a tool that enables companies to measure where they stand in relation to other companies, but also to know where they want and where they´re going. Looking at change as inevitable, it´s becoming more common for companies to take outside help from companies who are experts when it comes to change. Studies also shows that a trend shift has taken place the last 15 years, where businesses have become more likely to take help from experts to reduce burden on its own staff but also to be bale to focus on theirordinary activities. Transformator Design is one of those experts and their desire to select the "best" key performers indicators, with a focus on the customer, are the foundation of this thesis. Moreover, the objective of this study is to contribute to the understanding of how companies, in general, should work with change management. The study has, after examination of theory and previous empirical studies, conducted interviews with the five companies SEB, Netsurvey, Telia, Ica and Skandia. Common to these companies is that they are all engaged in change management. The result of the theories shows that there is no general panacea when it comes to the choice of KPI, but it varies depending on the type of business that a company carries. When it comes to the selection of KPI, all firms, regardless of business, should select those that reflect the firm´s business, employees and customers. This is because the customer indirectly is affected by a satisfied business with satisfied employees.Dagens föränderliga marknad gör det allt mer viktigt för företag att kunna förändra och anpassa sig till olika marknaders dynamik. Företag som lyckas genomgå en förändring skiljer sig ofta från de som går i konkurs. Nyckeltal är ett verktyg som gör det möjligt för företag att mäta var de står i förhållande till andra företag, men också för att veta vart de vill och vart de är på väg. I och med att förändring är nödvändigt blir det allt vanligare för företag att ta hjälp utifrån av företag som är experter på förändring. Studier visar även på detta, då en trendförskjutning har skett de senaste 15 åren, där företag har blivit mer benägna att ta hjälp av experter gällande förändringsarbete, dels för att minska belastningen på den egna personalen men också för att kunna fokusera på den ordinarie verksamheten. Transformator Design är en av dessa experter och deras önskan om att välja ut "de bästa" nyckeltalen, för förändring, med fokus på kunden, är grunden till detta examensarbete. Fortsättningsvis är målsättningen med studien att bidra med förståelse för hur företag, i allmänhet, bör arbeta med förändringsarbete Studien har, efter granskning av teori och tidigare empiriska studier, utfört intervjuer med de fem företagen SEB, Netsurvey, Telia, Ica och Skandia. Gemensamt för dessa företag är att de alla bedrivit förändringsarbete. Resultatet av teorierna visar på att det inte finns någon generell patentlösning när det kommer till val av nyckeltal, utan att det varierar beroende på vilken typ av verksamhet som ett företag bedriver. Vid val av nyckeltal bör dock samtliga företag, oavsett verksamhet, välja ut sådana som speglar både verksamheten, medarbetarna och kunden. Detta eftersom kunden indirekt påverkas av en nöjd verksamhet med nöjda medarbetare.
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Wade, Simon Alastair Randall. "Towards a model managing job change : a system thinking approach." Master's thesis, University of Cape Town, 2000. http://hdl.handle.net/11427/5457.
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Bibliography: leaves 46-48.The background of my project was a promotion within the same company that necessitated relocation from one city to another, and also a change in job focus. Whilst both jobs remained in the technical domain, the first was rooted in quality management and improvement at a plant level, whereas the second involved specialized technical consulting across the whole organization. My notion was that a study of this change could improve my personal situation as well as my understanding and management of personal change. My notion was also that I would be able to experientially learn how to improve my practice of managing change in general.
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Cimino, Stephanie Laura. "Managing Change: Integrating Cultural Landscape Values and Industrial Heritage Preservation." Thesis, University of Oregon, 2009. http://hdl.handle.net/1794/9919.
Full textAbstract:
xv, 155 p. : ill. (some col.), maps. A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number.This thesis provides new ways to understand preservation theory and management objectives for industrial heritage sites by analyzing existing mechanisms for their preservation through values and practices associated with cultural landscape preservation. In addition to discussing the theory and development of existing preservation approaches to cultural landscapes and industrial heritage sites, the study identifies characteristics and values aimed at expanding the framework of historic industrial landscape preservation practice. Using case studies of western hard-rock mining landscapes as the primary examples, the study argues that management strategies based on traditional preservation practices are insufficient for interpreting the complexity of these historic places, and that historic industrial landscape preservation is best served by attending to the range of values and processes associated with the historic landscape and its protection.
Committee in Charge: Robert Z. Melnick, Chair; Mark Davison
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Ememe, Jude. "Leadership Strategies for Managing Change in the Nigerian Banking Industry." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4701.
Full textAbstract:
The Nigerian banking system is experiencing changes brought about by globalization. Operating in a changing business environment requires that bank leaders evolve strategies to manage and adapt to change. There are direct and indirect costs associated when banks are unable to adapt to change such as bank closures, and loss of economic and business opportunities. The purpose of this phenomenological study was to explore the lived experiences of Nigerian bank leaders regarding strategies they used to manage change in the banking industry. The conceptual framework was based on transformational leadership theory and change management theory. Data were collected from document analysis and semistructured interviews with 30 practitioners in the Nigerian banking industry who have had experience in managing organizational change in the banking industry in Nigeria. Thematic analysis revealed 8 strategies: adoption and application of technology, increased staff training, effective communication, cultural reorientation, customer service quality, cost optimization, deployment of change champions, and adoption of transformational leadership style. The findings from this study may contribute to positive social change by providing policy makers and other bank leaders with more insights on how to manage and adapt to change. Implementing these strategies may help reduce the rate of bank failures and its adverse effects on employees, families, and communities.