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Literatura académica sobre el tema "Organizational change – Management"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 30 de julio de 2024

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Artículos de revistas sobre el tema "Organizational change – Management"

Ololube, Nwachukwu Prince y Dennis Ogutum Ololube. "Organizational Change Management". International Journal of Applied Management Sciences and Engineering 4, n.º 1 (enero de 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.

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Lukhmanova, N. A. "ORGANIZATIONAL CHANGE MANAGEMENT". ECONOMIC VECTOR 4, n.º 19 (diciembre de 2019): 29–31. http://dx.doi.org/10.36807/2411-7269-4-19-29-31.

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Badruddozza Mia, Mohammad y Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study". Problems and Perspectives in Management 16, n.º 3 (6 de julio de 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.

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Öner, M. Atilla, Caroline Benson y Senem Göl Beşer. "Linking Organizational Change Management and Organizational Foresight". Strategic Change 23, n.º 3-4 (mayo de 2014): 185–203. http://dx.doi.org/10.1002/jsc.1970.

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Grandori, Anna y Andrea Prencipe. "Organizational invariants and organizational change". European Management Review 5, n.º 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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Wananda, Adhi y Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services". Management Technology and Security International Journal 1, n.º 2 (1 de noviembre de 2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational changes in Indonesian National Police institution have massively occurred since Indonesian National Police Reformation in 1999 - 2000 and due to the Bureaucratic Reform s launched by the government in 2010. The most prominent change from Indonesian National Police Reform is the organizational culture of Indonesian National Police , from previously having a military culture to fully become a police organization which protec ts and serves the community. Meanwhile, the changes due to the b ureaucratic r eform are implemented from the realization of programs and activities designed to improve the performance and the effectiveness and efficiency of Indonesian National Police ’s duties . By realizing and conducting these programs and activities, the level of public satisfaction with the services provided by Indonesian National Police has increased . This also shows an increase in the context of the image of Indonesian National Polic e in the eyes of the people . Keywords : organizational environment , organizational change , police services , police reform , bureaucratic reform

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Egelhoff, William G. "Organizational equilibrium and organizational change". Journal of International Management 5, n.º 1 (marzo de 1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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Hubbart, Jason A. "Organizational change: Implications of directive change management". Human Resources Management and Services 6, n.º 2 (17 de abril de 2024): 3457. http://dx.doi.org/10.18282/hrms.v6i2.3457.

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This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach’s psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

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Chernyavs'ka, Iryna y Rostyslav Kovtun. "MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES". ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, n.º 2(5) (2 de enero de 2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analysis. According to the goal, the task of analyzing scientific approaches to forming a conceptual apparatus for managing organizational changes is set. Based on the study, the concept of "organizational change management" was clarified, which is understood as the process of implementing relevant organizational and management transformations, which involves the use of new technologies, tools, and methods of the organization and the management system, in order to ensure the optimization of the organization's activities. The key approaches to ensuring organizational changes have been studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, statistical data on the state of activity of enterprises according to the directions of organizational changes in the dynamics for the period 2019–2020, statistical data on the results of the activities of construction industry organizations in the dynamics for the period 2010–2021 year. As a result of the study, positive dynamics regarding the initiation and implementation of organizational changes by industrial enterprises were recorded, the most active spheres (functional areas) of activity were verified, the relevance of the use of organizational change technologies, in particular in construction organizations, was proven, given the lack of mass implementation of organizational changes in their activities. A conceptual model of organizational change management has been built based on a systemic approach to ensuring organizational changes, considering the functional areas of the organization's activity. Application of the developed model can have a beneficial effect on increasing the efficiency of organizations.

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Jiménez Prieto, Silvia Leticia. "Organizational proposals for change management". Gestión y Estrategia 15 (1 de enero de 1999): 84–93. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1999n15/jimenez.

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Tesis sobre el tema "Organizational change – Management"

Hughes, Michael Wesley. "Implementing ERP in manufacturing organizations : improving success through managing organizational change". Thesis, Georgia Institute of Technology, 1999. http://hdl.handle.net/1853/29332.

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Law, Cho-wa. "Change management : a people-oriented approach /". Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.

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羅左華 y Cho-wa Law. "Change management: a people-oriented approach". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.

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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization. In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.

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Warner, Ashley M. "Becoming more open to change recommendations for a change management program /". Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.

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Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /". Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.

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Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis". Thesis, University of South Alabama, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10643261.

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The field of Organizational Change has seen a proliferation of publications of all sorts over the past two decades. In view of the emerging breadth of the field, it is becoming increasingly difficult for practitioners and researchers alike to separate the wheat from the chaff. At the same time, research suggests the majority of Organizational Change efforts are not successful. It is therefore my intent to map the nomological structure of the field of Organizational Change, determine the most dominating concepts, and identify any patterns or trends.

For that purpose I have collected bibliometric data from 1948 to 2016 and conduct a network analysis based on co-occurrence of keywords of Organizational Change.

My network analysis suggests five major findings. First, the field of Organizational Change has reached a level of maturity, which reduces the likelihood of breakthrough innovations. Second, only five concepts are dominating the field of Organizational Change today, which I label the “Top Five”: Change management, leadership, organizational culture, organizational learning, and innovation. Third, we are barking up the wrong tree, which means there is an inherent inconsistency between the topicality of the field, i.e. the dominance of very few topics, and the low success rate of Organizational Change projects. Fourth, it is still unclear how to exactly define and reliably measure change. Finally fifth, there seems to be too much focus on the paradigm that change is always preferably over an equilibrium.

I therefore propose three suggestions for further research. First, look beyond the Top Five concepts and create more dissonant discussion within the field, including a critical review of established paradigms. Second, revisit the established definitions and measurements of change, which includes questioning the widespread assumption that the majority of change efforts are failing. Finally third, conduct a network analysis based on a network of social actors of the field of organizational change, i.e. authors of organizational change.

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MacIntosh, Malcolm Leslie. "The management of change in four manufacturing organizations". Title page, contents and abstract only, 2001. http://web4.library.adelaide.edu.au/theses/09PH/09phm15188.pdf.

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Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making.

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servati, mohsen. "game of change; a game theoretic approach to organizational change management". Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.

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Organizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.

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Du, Plessis Johannes Jacobus. "Organisational change management in the IT department". Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.

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Libros sobre el tema "Organizational change – Management"

Biasca, Rodolfo. CHANGE MANAGEMENT. Buenos Aires, Argentina: Ediciones Macchi, 1998.

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Pugh, Derek Salman. Change management. Los Angeles: SAGE, 2009.

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Chernikovskaya, Marina y Igor Chyemyezov. Change Management. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/18430.

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The nature, the reasons, regularities, conditions and mechanisms of carrying out changes in the organizations are considered. Theoretical bases of professional and effective management of organizational changes are reflected: the objective regularities of changes in the organizations which are shown during their development; main objects and objects of changes in the organizations; value of the organizational context influencing the choice of technologies of management of changes and nature of development of changes; options and sequence of implementation of the operated changes in the organization; variety of possible technologies of management of changes; approaches to the choice of strategy of implementation of changes and strategy; the main obstacles in implementation of changes; effective remedies and technology of overcoming of resistance to changes; stages of carrying out reengineering of business processes; introduction of quality systems in the Russian companies. The textbook is intended for use when training bachelors in the Management direction 38.03.02, and also for all interested by problems of management of changes in the organizations.

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Connor, Patrick E. Managing organizational change. 2^a ed. Westport, Conn: Praeger, 1994.

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Auster, Ellen. Strategic Organizational Change. Basingstoke: Palgrave Macmillan, 2005.

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ten Have, Steven, Wouter ten Have, Cornell Vernooij, Judith Stuijt y Maarten Hendriks. Organizational Behaviour and Change Management. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003288237.

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L, Pearce Jone, Branyiczki Imre, Cheng Cliff y Boje David M, eds. Journal of organizational change management. Bradford: MCB, 1994.

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Sutton, Ian S. Management of change. Houston: Southwestern Books, 1998.

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McLennan, Roy. Managing organizational change. Englewood Cliffs, N.J: Prentice Hall, 1989.

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Association of Higher Education Facilities Officers. y Council of Higher Education Management Associations., eds. Benchmarking and organizational change. Alexandria, Virginia: Published for CHEMA by The Association of High Education Facilities Officers, 2000.

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Capítulos de libros sobre el tema "Organizational change – Management"

Akingbola, Kunle, Sean Edmund Rogers y Alina Baluch. "Organizational Change". En Change Management in Nonprofit Organizations, 1–35. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14774-7_1.

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Barnhill, Christopher R., Natalie L. Smith y Brent D. Oja. "Organizational Change". En Organizational Behavior in Sport Management, 81–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_8.

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Agustiady, Tina y Elizabeth A. Cudney. "Organizational Change Management". En Total Productive Maintenance, 98–107. 2^a ed. Boca Raton: CRC Press, 2023. http://dx.doi.org/10.1201/9781003272168-10.

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Weinberg, Ashley, Valerie J. Sutherland y Cary Cooper. "Change And The Need For Change". En Organizational Stress Management, 1–36. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230203938_1.

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Edmondson, Amy C. "Organizational Change". En The Palgrave Encyclopedia of Strategic Management, 1195–99. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_767.

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Edmondson, Amy C. "Organizational Change". En The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_767-1.

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Singh, N. K. "Understanding Organizational Change". En Management for Professionals, 63–68. New Delhi: Springer India, 2012. http://dx.doi.org/10.1007/978-81-322-0469-5_10.

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Ross, Stanley C. "Change Management in Organizations". En Organizational Behavior Today, 163–84. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-12.

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Furnham, Adrian. "Reactions to Organizational Change". En Management Intelligence, 160–63. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_55.

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Einhorn, Frank. "OCM – Organizational Change Management". En Managing Business Projects, 227–33. Boca Raton: Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003321101-26.

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Actas de conferencias sobre el tema "Organizational change – Management"

Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change". En Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.

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Onyshchenko, D. y A. Poltorak. "Theoretical foundations of change management at enterprises". En international scientific-practical conference. MYKOLAYIV NATIONAL AGRARIAN UNIVERSITY, 2024. http://dx.doi.org/10.31521/978-617-7149-78-0-67.

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Every organization operates in dynamic and volatile environment and for this reason organizations should adopt the approaches to managing change. This conceptual study presents the tools for managing changes in the organization. The findings of this study offer a number of practical implications. It is expected to increase our understanding about the change management process in organizational context and this study will be of value to the academic researchers and practitioners. The study may be equally useful to the entrepreneurs who are engaged in initiating their new businesses. The main stages of enterprise change management, which represent different views and the most important aspects of organizational changes, are considered.

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VOICA, Orlando, Cristina VEITH y Iyad ISBAITA. "ASPECTS OF ORGANIZATIONAL COMMUNICATION INFLUENCING THE SUCCESS OF CHANGE". En International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.03.

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This paper aims to analyse some organizational routines that can influence the success of organizational change. Thus, we analyse several communicational elements that influence the implementation of a change, from the perspective of their interdependence. The data were collected through an online questionnaire and statistically evaluated. The quantitative analysis was based on the responses to questionnaire from 258 organizations in both public and private sectors. We hypothesized that a successful change is reliant on some particular factors specific to the communication process. The analysis revealed that a personalized, demanding-focused communication is a determining factor for the success of any change. Materialized through the proper channel, this approach can determine the active and long-lasting involvement of team members in change implementation and goal-achievement processes. Our actual research is limited in scale and scope, but its results are important for practitioners that intend to realize organizational changes, emphasizing the communication elements that they should focus on. Also, our study might be a support for future researches that focus on the impact that communication have on knowledge management processes during the organizational change initiatives.

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CHIRVASE, Ciprian-Sorin, Elena-Oana CROITORU y Andreea ZAMFIR. "MANAGING ORGANIZATIONAL CHANGE THROUGH TRAININGS WITHIN ROMANIAN COMPANIES". En INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/03.06.

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This paper aims to research among Romanian companies on how theories of evolutionary psychology, new discoveries in the field of cognitive sciences together with pre-change or during change training can predict and influence the behaviour of human beings but also the behaviour of organizations when they meet change management projects to lead them to a successful implementation. It is well known that most organizations that opt for change management face various challenges during this very expensive process but also the fact that mechanisms of human brain have developed over thousands of years and the speed with which they have evolved is lower than how fast current technologies are developing to create a competitive business environment across the planet. This paper examines how organizations can be focused through theories of evolutionary psychology to support organizational change, whether training employees before or during organizational change is favorable in reducing resistance to change, and whether effective communication aims to improve employee confidence in perceived justice through neuroscience will lead to the successful implementation of change. A quantitative research approach was carried out by using a descriptive and exploratory questionnaire including 44 questions, collecting data from 212 participants, who activate in companies from Romania that have gone through organizational change projects, distributed to subjects through an online platform. In conclusion, this paper offers a new perspective from which to approach organizational change projects, bringing to the fore various key points.

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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Marian Cazacu y Daniela Victoria Popescu. "Exploring the Direct Influence of the Organizational Change Process on Organizational Performance". En 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/036.

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Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.

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Wahyuni, Nanik, Ulfi Kartika Oktaviana y Indah Yuliana. "Organizational Change, Organizational Performance, and Management Accounting Practice Change in Sharia Banking". En Proceedings of the 6th International Conference on Community Development (ICCD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccd-19.2019.101.

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Stanca, Ionela Petruta y Tudor Tarbujaru. "Modern Management: The Biggest Challenge of an Era Full of Changes". En 8th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eraz.2022.133.

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The 21st century was marked by countless changes and upheavals around the world that very much revealed a new age. This era of fast, sudden, and omnipresent change has serious implications for our future. In today’s fast-paced world, each organization needs new tools and methods to strengthen its effectiveness. Strong competition in the worldwide marketplace requires organizations to figure out ways to be competitive. Competitive advantage is achieved only by organizations that are ready for extreme changes and employ techniques and concepts of non-stop improvement. In order to obtain a competitive advantage, the context of continuous quick globalization, change, and development drives fresh ideas about the modes of activity and roles of organizations. One of the most crucial human activities is management. Since the beginning of time, when humans formed social organizations to achieve goals and objectives that they could not achieve as individuals, management played a vital role in ensuring that individual efforts were coordinated. What is now happening compels managers to employ more modern, contemporary techniques and manners of management to meet current issues. New management strategies, such as a process-oriented approach, are necessary. Modern management is the foundation for creating a successful, market-competitive organization. To answer these issues, the study will focus on analyzing management theories and particular elements that separate today’s management from previous eras. Therefore, managers in modern businesses must recognize the critical role they play in helping their organizations accomplish their objectives. For this goal to be achieved, it is vital to apply modern achievements and technology in organizational management. Our paper’s purpose is to demonstrate how management has grown up in an ever-changing organizational environment. To solve these challenges, researchers need to broaden and expand their attention to the process approach as a way of enhancing the organization’s management system and developing recommendations for maximizing crucial business processes. These events have had an impact on the organizational world, and it is up to management to refresh, modernize and rise to face the challenges.

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Aurelia, Inezia y Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities". En 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.

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Markopoulos, Evangelos, Alisia Jordanou, Hannu Vanharanta y Jussi Kantola. "Co-opetitive Management and Leadership Methodology for Democratic Organizational Change". En 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003731.

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If change is constant, then change management is constant, but maintaining successful change management programs and strategies can be challenging, especially if the impact of the change is big or the time between the changes is small, or the frequency of changes is high. Organizational changes can be seen as mandatory route for the adaptation of new markets trends, client expectations or response to social and geopolitical situations and events that demand structural and radical changes for the organization to move on. However organizations are composed of humans and change management tends to be more related with human resource management than operations management. It is the degree of effective human involvement that defines and drives a successful change, even if this change has limited human input such as technological changes, supplier changes, etc.Over the years several change management theories have been evolved and adapted in the market. Some use more aggressive and X type or management practices, such as the Kotter’s model for change, while others use more democratic and Y type of management practices such as the ADKAR model for change. In either case, or in the ones that are more in the middle such as the Lewin’s forces for change, the participation of the employees needs to be secured with their willingness to engage constructively and not disruptively. Change is more likely to be adopted, and last longer, if intentionally or unintentionally is conceived as the right thing to do, with individual benefits. Therefore, the management objectives in a change management strategy can be directed under a new leadership type that integrates the democratic, participative, situational and transformational leadership theories.This paper presents a critical and comparative analysis between the Kotter’s Model for change, the ADKAR Model and the Lewin’s Forces for change. The result of this analysis highlights the leadership type that is primarily used and its distance from other the leadership types. It also indicates the switch of the management and leadership practices during the change management process, and the challenges related to that. The result of these analysis attempt to identify the degree of democracy used in the change management process which is essential for the effective and long lasting implementation of a change strategy. Democratic change programs can be implemented with less resistance regardless the impact of the change or the frequency they are executed. Therefore the paper identifies the change management model that is closer related to the Company Democracy Model used primarily for innovation based organizations strategies, and extends the application of this change management model to such type of organizations which are also characterized from their non-hierarchical structures and organizational cultures. These type of neo-liberal organizations are the most difficult to change as their degree or democracy and freedom to operate does not favour change management strategies driven mostly by logic, order and authority. For this a new leadership type is introduced that promotes co-opetitition instead of competition, an non-competitive collective effort to go through a change.The research conducted for this paper is based on an extensive literature review on change management theories, primary research with surveys and interviews but also analysis of case related studies to indicate the need for the critically analyse the two models studied and set the base for a new change management and leadership theory. Furthermore, the paper presents the pre and post-condition for adopting the new theory, highlights research limitations, and identifies areas of further research to be conducted for the optimization of the new theory and its contribution to the science of management and leadership.

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Kutuev, Artem Valerievich. "MODERN MODELS OF ORGANIZATIONAL CHANGE MANAGEMENT". En Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-211/216.

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The article provides a comparative analysis of organizational change management models, the applicability of which in real conditions may differ under the influence of various factors of the external and internal environment of the company. In addition, the assessment of the impact of these factors on management decisions about which model should be followed when implementing a business transformation project is made.

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Informes sobre el tema "Organizational change – Management"

Johnson, Craig L. Transformation of Installation Management: An Analysis of Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, marzo de 2006. http://dx.doi.org/10.21236/ada448585.

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Vergos, Deborah H. Navy's Organizational Transformation: Substantiative Change or Just More Management Hype. Fort Belvoir, VA: Defense Technical Information Center, marzo de 2010. http://dx.doi.org/10.21236/ada520132.

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.

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McKnight, Katherine y Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, marzo de 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead change.

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West, George, Marco Velarde y Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, marzo de 2013. http://dx.doi.org/10.18235/0010526.

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In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.

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Contreras Salamanca, Luz Briyid y Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, mayo de 2021. http://dx.doi.org/10.22490/ecacen.4709.

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Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from the different actors involved, contributing to the welfare of each community. There is, however, a relative resistance to the use of technology as support in community management, due to the generational differences in leaders and dignitaries, according to collected reports in this study, in relation to the age range of dignitaries –Generation X and Baby Boomers predominate–. They present a challenge to digital inclusion with difficulties related to age, cognitive, sensory, difficulty in developing skills, and abilities required in Digital Technologies, necessary to face new scenarios post-pandemic and, in general, the need to use technological facilities.

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Urwin, Roger y Rebecca Fender. The Future of Work in Investment Management: Changing Organizational Cultures. CFA Institute, enero de 2022. http://dx.doi.org/10.56227/22.1.9.

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This report explores the cultural changes the investment industry is experiencing and provides recommendations on how to adapt investment organization cultures to be more successful in fulfilling stakeholder goals in the future.

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Flandin, Simon, Germain Poizat y Romuald Perinet. Proactivité et réactivité: deux orientations pour concevoir des dispositifs visant le développement de la sécurité industrielle par la formation. Fondation pour une culture de sécurité industrielle, febrero de 2021. http://dx.doi.org/10.57071/948rpn.

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In a world exposed to uncertainty and upsets, the development of organizational resilience is often proposed to improve performance. Intended as a complement – but also sometimes as a counterpoint – to management approaches based on anticipation and preparedness, resilience-based approaches aim to improve the ability of professionals to react in an opportune manner to extraordinary and unexpected situations. Despite increasing interest for this change in paradigm, few concrete case studies have been documented. The work presented in this document explores the possibilities offered by new training modalities, for and using resilience, which aim to improve the ability of professionals to produce safety in work situations. The work is part of a research project called FOResilience, led by Simon Flandin and Germain Poizat at the University of Geneva, which was partially funded by the FonCSI. Three characteristics of the authors’ approach are worth emphasizing: - They adopt a broad definition of “training”, which includes professional development activities and organizational interventions, with a particular interest for methods that differ from classical classroom-based training, such as crisis exercises, discussion forums, coaching, and collective analysis of work situations. - They are more interested in activities and methods that develop professionals’ ability to interpret ambiguous situations and to act and cooperate in unexpected or critical situations, than in activities that promote a quasi-mechanical execution of a procedure or deployment of a pre-established plan. - They see safety as resulting as much from the daily work activities that develop professionals’ ability to act in appropriate ways in a constantly evolving context, as from the initial safe system design and careful implementation of operating procedures that cover all possible situations. Two families of training/intervention methods are analyzed: - Methods that develop proactivity in routine situations, the daily activities that create conditions which are favourable to safe operations. These include different forms of discussion between professionals that aim to improve the shared understanding of goal conflicts, of the decisions and compromises made, the difficulties encountered (such as procedures that are inappropriate in certain situations) and improvement opportunities. - Methods that encourage reactivity in extraordinary or critical situations and the ability to bounce back after a critical organizational upset. These include various simulation-based methods, such as crisis exercises, though designed to improve the ability of professionals to make sense of and react in appropriate ways to unexpected events, rather than the classical objective of exercises to check correct execution of a predefined plan.

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Schmitt, Kristen, Robert Krska, Christie Deloria, P. Danielle Shannon, M. Cooper, J. Eash, J. Haugland et al. Strategies for Adapting Great Lakes Coastal Ecosystems to Climate Change. United States: United States Department of Agriculture, junio de 2022. http://dx.doi.org/10.32747/2022.7816961.ch.

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Natural resources practitioners working in Great Lakes coastal ecosystems face decisions about how to help coastal properties adapt to climate changes. Climate change can amplify existing stressors, interact with past coastal disturbance and management, and potentially increase the rate and magnitude of ongoing change (Shannon et al. 2019). Practitioners can strengthen their long-term plans through proactive and intentional consideration of climate changes and by selecting adaptation options that address these changes while meeting management goals and objectives. In 2019-2021 the U.S. Fish and Wildlife Service and the Northern Institute of Applied Climate Science convened regional managers and scientists to develop a menu of climate adaptation strategies and approaches for Great Lakes coastal ecosystems. This menu can be used along with a structured decision-making framework to facilitate planning and implementation of climate-informed tactics. The menu was tested with several organizations in project-level planning in the Great Lakes watershed.

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Nechaev, V., Володимир Миколайович Соловйов y A. Nagibas. Complex economic systems structural organization modelling. Politecnico di Torino, 2006. http://dx.doi.org/10.31812/0564/1118.

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One of the well-known results of the theory of management is the fact, that multi-stage hierarchical organization of management is unstable. Hence, the ideas expressed in a number of works by Don Tapscott on advantages of network organization of businesses over vertically integrated ones is clear. While studying the basic tendencies of business organization in the conditions of globalization, computerization and internetization of the society and the results of the ﬁnancial activities of the well-known companies, the authors arrive at the conclusion, that such companies, as IBM, Boeing, Mercedes-Benz and some others companies have not been engaged in their traditional business for a long time. Their partner networks performs this function instead of them. The companies themselves perform the function of system integrators. The Tapscott’s idea ﬁnds its conﬁrmation within the framework of a new powerful direction of the development of the modern interdisciplinary science – the theory of the complex networks (CN) [2]. CN-s are multifractal objects, the loss of multifractality being the indicator of the system transition from more complex state into more simple state. We tested the multifractal properties of the data using the wavelet transform modulus maxima approach in order to analyze scaling properties of our company. Comparative analysis of the singularity spectrumf(®), namely, the diﬀerence between maximum and minimum values of ® (∆ = ®max ¡ ®min) shows that IBM company is considerably more fractal in comparison with Apple Computer. Really, for it the value of ∆ is equal to 0.3, while for the vertically integrated company Apple it only makes 0.06 – 5 times less. The comparison of other companies shows that this dependence is of general character. Taking into consideration the fact that network organization of business has become dominant in the last 5-10 years, we carried out research for the selected companies in the earliest possible period of time which was determined by the availability of data in the Internet, or by historically later beginning of stock trade of computer companies. A singularity spectrum of the ﬁrst group of companies turned out to be considerably narrower, or shifted toward the smaller values of ® in the pre-network period. The latter means that dynamic series were antipersistant. That is, these companies‘ management was rigidly controlled while the impact of market mechanisms was minimized. In the second group of companies if even the situation did changed it did not change for the better. In addition, we discuss applications to the construction of portfolios of stock that have a stable ratio of risk to return.

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