Tesi: "Organisational change"

1

Apelt, Christina L. "Organisational change in public organisations". Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.

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2

Kingswood, Martha. "Being organisationally changed : exploring with NHS professional staff the impact of organisational change". Thesis, University of Essex, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617078.

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Organisational change within the NHS is a familiar event. This study explored the impact it has on staff in a clinical setting , and focuses on how staff experience such change. The study took place in two Child and Adolescent Mental Health Services, in two separate NHS Trusts in England. The exploration is qualitative, using grounded theory, and data collection is through semi-structured individual interviews completed at two points in time: the initial principal interview, and a follow up interview. Sampling is purposive and focused on staff within multi-disciplinary teams providing front-line clinical services. The study took place across two NHS Trusts to enhance reflexivity of the researcher, and methodological rigour. The interviews were audiorecorded and transcribed verbatim. The transcripts were analysed using grounded theory, underpinned by a social constructionist epistemology. A sample of 11 professional clinical staff members across two NHS Trusts volunteered to participate in the study, each completing two interviews. The findings are derived from 22 extended interview transcripts. Analysis of the data generated led to the conceptualisation of a process of being organisationally changed impacting on individuals' work identity and sense of self. There was a perceived mismatch between clinical and organisational values leading to incongruence, and re-valuing . Through the processes of deprofessionalisation and deskilling , participants experienced loss and diminishment of identity, and a process of becoming indistinct, culminating in a grieving of identity. Emergence from this was conceptualised as a process of reconciliation, which took the form of either accepting a sub-identity, or finding a way of preserving aspects of professional identity within organisational constraints. The process of being organisationally changed is developed and discussed, with use of illustrative data extracts. The findings illustrate the ways organisational change can impact on the "human dimension", as experienced by participants. This study contributes to an in depth exploration and understanding of organisational change impact on NHS clinical staff.

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Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation". Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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4

Mia, Mohammad Badruddozza. "ICT-based information systems and organisational change in microfinance organisations". Thesis, Open University, 2013. http://oro.open.ac.uk/54684/.

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Microfinance has been used as a means of alleviating poverty for many years. A large number of organisations implement microfinance, covering a significant proportion of the world population. This study looks into the information systems (IS) of microfinance following an interpretive epistemological philosophy, drawing on research approaches within the fields of IS and organisational studies. It is based on an in-depth comparative case study in six micro finance organisations with different features and characteristics, combined with a questionnaire survey covering fifty-eight microfinance organisations of Bangladesh. Drawing on phenomena observed in microfinance this study analyses how lCT plays a role in shrinking organisational structure, enhancing the span of supervision and operational performance, and centralisation of delegation of authority. It identifies how key aspects of the context including financial, human resources, technological, regulatory, and national culture impact upon the IS of microfinance in Bangladesh, and block implementation of ICT -based IS . The findings on different positive and negative implications of the use of ICT on the personal, social and gender perspectives and job satisfaction of the human resources inform and add value to the existing body of knowledge. With an aim to contribute to the field of ICT4D, this study examines the use of ICT in combating corruption in microfinance and argues that along with the use of ICT, an ethical ambiance and administrative reforms are required to prevent corruption more effectively. It also argues that the adoption of emerging mobile phone-based microfinance will radically change the conventional operational model and its IS, with profound implications for the material aspects, but that it can also be detrimental to the social performance of this development programme.

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5

Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation". Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.

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6

Bin, Ali K. "Planned incrementialism in organisational change". Thesis, Swansea University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.636096.

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This thesis has presented an insight on the application of power coercive approach to organisation change. It has been concerned with the organisational change in the restructuring of health care, a case in point is the pathology service in a restructured hospital. The study has shown the process of change and the behaviour of people at work. The restructuring process per se has been a success, but the social system seems not to have progressed in parallel. This might arise from the fact that the planners for change were more focused on the health care economics and development, leaving the social system to fall in place on its own. The thesis has shown that the process of deliberate planned change is brought about by incremental strategy. In implementing change, power-coercive strategy is one possible option, but it must be adequately supported by a normative re-educative process. This is evident from the results of the survey. The study has shown that the omission of the normative re-educative process has led to a problem of a split and divided culture. The finds in this research provides information on the role of a power-coercive incremental strategy in planned organisational change, and the need for a normative re-educative process to adapt the social system in parallel. A theory of deliberate and planned incrementalism is posited in the conclusion.

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7

Chetty, Trevlyn Albert. "Leadership sacrifice for organisational change". Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29454.

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As organisations strive to become more competitive and leaner, leadership and leading change have become key ingredients in the recipe for success. However leaders in times of difficult organisational change may not be effective in leading the change for themselves and their people. The leader’s ability to see and work beyond his or her personal needs is becoming more prevalent - leaders like Nelson Mandela and Mahatma Ghandi showed a special kind of behaviour that was fulfilling to a greater purpose.This has prompted the need to gain a deeper understanding into self-sacrificial leadership that will bring about a crucial benefit to organisational sustainability by increasing the ability to lead change and shape leaders into ‘Level 5’ leadership. This qualitative research was accomplished by collecting primary data through 15 semi-structured in-depth interviews from South African business leaders.The findings in terms of the factors that encourage a leader to self-sacrifice their needs for the organisation reveal that it is not about self, but what is best for the organisation as well as the people. Self-motivation, managing own emotions, and internalisation were the findings of the process which the leader goes through in processing loss to lead others on the journey of change. Lastly, the personality traits of leaders who have the strength to lead change and are prepared to sacrifice themselves were found to be an advocate for the value of their people; have humility at their core; and are bold, outspoken and strong minded with a gentle exterior. Recommendations were centered on the crucial role of organisations in shaping an authentic leadership environment and ingredients for leaders of the 22nd century.As a result, this research demonstrates leadership is about self-sacrifice, managing change and leading people.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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8

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.

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9

Cilliers, Barbara. "Coping with uncertainty during organisational change /". St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17364.pdf.

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10

Kaniadakis, Antonios. "The Agora of Techno-Organisational Change". Thesis, University of Edinburgh, 2007. http://hdl.handle.net/1842/24754.

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This thesis seeks to enhance our understanding of the Technology-Organisation (T-O) relationship by developing a novel theorisation, based on the concept of the Agora of Techno-Organisational Change (ATOC). This concept is developed and examined in relation to detailed studies around a Greek Bank (GB) and a systems supplier (SIF). The thesis starts by exploring various approaches to analyzing the T-O relationship articulated from different disciplines. It identifies a number of shortcomings – linked to key theoretical distinctions/debates in social sciences (action-structure, micro-macro, global-local, T-O) and around specific issues relevant to analysing the shaping of T-O in relation to undertaking an interdisciplinary study of the T-O relationship. These include inconsistencies, partial perspectives and lack of conceptual integration. Building on the Social Shaping of Technology perspective, an alternative analytical focus is suggested to capture and theorize the shaping of the T-O relationship in a more complete manner, integrating different analytical levels and perspectives of actors in differing positions and roles. Specifically, a focus on “instances of T-O change” is proposed capturing the social choices during their initiation, design and implementation, within the space between local change environments and wider socio-economic relations amongst actors (firms) within a global knowledge economy. The ATOC is approached methodologically by paralleling the analyst’s view with the actors’ views addressing the diverse ways that different actors conceive, interpret and act on options for T-O change, through social choices. Two detailed longitudinal studies – one of a large restructuring program in GB as a particular T-O change instance and one of the involvement of SIF in the initiation, design and implementation of various T-O change instances – help explore these concepts empirically. The case examines how instances are initiated, designed and implemented, their links to the wider ATOC environment and how they become a terrain for the emergence of social changes and viewpoints.

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McCallum, Mairi. "MOCHA : modelling organisational change using agents". Thesis, University of Aberdeen, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430394.

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Agent-based computing is becoming a popular tool for modelling, designing and implementing distributed systems. In the engineering of multi-agent systems both the analyst and architect may benefit by thinking about the solution in terms of the roles that agents may enact and the relationships between them. As in human organisations, roles and the relationships between them define expected behaviours of the members of an organisation. The organisational structure thus produced provides an effective way to capture medium- to long-term associations and dependencies between agents. If the organisation structure can be defined in a formalism with a well-defined syntax and precise semantics the engineer gains the benefits associated with describing a system in a formal specification. In this thesis we propose a means to formally specify, verify and analyse agent organisations. We take an organisational approach, defining the structure of the organisation without making any assumptions about the internal characteristics of the agents who populate it. We adopt a normative view of organisations, and capture the notion of social influence through relationships between roles. Ours is a flexible and expressive approach that contemplates agents taking part in multiple organisations with distinct roles and disparate (possibly conflicting) obligations. We make a distinction between the structure of an organisation and the population instantiating the organisation, and our framework allows the consequences of change in both the organisational structure and the population to be investigated. The model and the functionalities described in this thesis are based on sets and a prototypical Prolog implementation is presented.

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12

Beijer, Sofia, e Jeanette Gruen. "Employee Engagement During An Organisational Change". Thesis, Stockholms universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-135262.

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The changing nature of organisation life becomes more and more intense as organisations are constantly striving to adjust to serve the needs of an ever-changing environment. At the same time, the importance of keeping employees engaged is essential to organisations. The aim of this thesis was to contribute with a deeper understanding of employee engagement during an organisational change process. A deeper insight of how individuals perceive a changing work environment on an emotional level will help managers to go through the process while they are ensuring engagement of their employees. Our fundamental research questions were: How do employees describe their own state of engagement during an organisational change process? Which factors are important, according to employees, in order for them to stay engaged during the process? The existing literature is reviewed with special attention to state engagement, including job satisfaction, job involvement, organisational commitment and empowerment. The theoretical framework consists of the Job demand-resources model and attitudinal organisational commitment, which have been used as the analytical tools. Our empirical data was collected through a qualitative research design with semi-structured interviews at an insurance company in the middle of Sweden. The conclusion from this study was that the state engagement differed a lot according to dimensions as satisfaction, involvement and commitment, while most of the interviewees agreed that the empowerment and energy level decreased. We also discovered a special kind of engagement, frustration engagement, which was distinguished from the commonly positive view of engagement. The most important factors to continue being engaged were expressed by the employees as social support, managerial support as well as organisational support and communication.

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O'Loughlin, Bryan. "Safety culture during major organisational change". Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.

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This research examines the effect of major changes, in the external context, on the safety culture of a UK generating company. It was focused on an organisation which was originally part of the state owned Central Electricity Generating Board and which, by the end of the research period, was a self-contained generating company, operating in a competitive market and a wholly owned subsidiary of a US utility. The research represents an attempt to identify the nature and culture of the original organisation and to identify, analyse and explain the effects of the forces of change in moulding the final organisation. The research framework employed a qualitative methodology to investigate the effects of change, supported by a safety culture questionnaire, based on factors identified in the third report of the ACSNI Human Factors Study Group; Organising for Safety, as being indicators of safety culture. An additional research objective was to assess the usefulness of the ACSNI factors as indicators of safety culture. Findings were that the original organisation was an engineering dominated technocracy with a technocentric safety culture. Values and beliefs were very strongly held and resistant to change and much of the original safety culture survived unchanged into the new organisation. The effects of very long periods of uncertainty about the future were damaging to management/worker relationships but several factors were identified which effectively insulated the organisation from any of the effects of change. The forces of change had introduced a beneficial appreciation of the crucial relationship between safety risk assessment and commercial risk assessment. Although the technical strength of the original safety culture survived, so did the essential weakness of a low level of appreciation of the human behavioural aspects of safety. This led to a limited, functionalist world view of safety culture, which assumed that cultural change was simpler to achieve than was the case and an inability to make progress in certain areas which were essentially behavioural problems.

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Bedser, Mark Bernard. "An assessment of change readiness prior to significant organisational change". Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001870.

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This research paper is broken up into three sections, namely an evaluation report, a literature review and research methodology. The evaluation report section is the assessment of the current state of change readiness within the Eskom Contact Centre’s based upon what the literature on change readiness prescribes. The timing of the change readiness assessment is just prior to significant organisational change. The organisational change that was about to be initiated by the organisation was initiated from the boardroom of the most senior echelons of the organisation, and was directed in a top down approach, being a strategic organisational change. The change is deemed to be critical to the organisation being able to meet its long term strategic and sustainability objectives. A critical examination of the literature explored the meaning of change readiness, the importance of it and explained the consequences for organisations that commit to transformational agendas without being ready. Key concepts such as such resistance to change and organisational inertia are described and differentiated from change readiness. The ADKAR change model and its change readiness assessment instrument were used due to the organisations preference for the model. The ADKAR model formed the framework for the analyses of the data, the discussion of the results and the recommendations to the organisation. The research conducted was quantitative in nature; a questionnaire was distributed to the employees of the seven Eskom Contact centre sites around the country through an email. A slightly modified version of the ADKAR change readiness questionnaire was sent via email with an on-line questionnaire link on it; and questions on individual readiness for change were used to assess the level of readiness of the employees. Most of the descriptive and inferential statistics were analysed with the use of Excel (version, 2010), with Factor Analysis being done in research showed that: - The factors as proposed by the ADKAR change readiness assessment questionnaire (i.e. Awareness, Desire, Knowledge, Ability and Reinforcement) are not different enough to be considered as independent factors for this data set. Based on factor analysis, the factors were subsequently amended from five to three, namely Readiness, Opportunity Realisation and Uncertainty. - The Contact Centre employees were somewhat ready for change. - The Contact Centres needed to focus on all amended ADKAR factors in order to improve the readiness of the department. - The readiness levels in response to the roll out were more or less uniform. The study shows that given Eskom’s preference for the ADKAR model, future research within Eskom should therefore be conducted more circumspectly with respect to ascertaining the validity of the ADKAR factors. The study also makes mention that future work and/or research will need to be conducted, specifically on the readiness of the organisation itself, in order to improve the probability of transformational success. The ADKAR assessment is a people focused assessment and therefore focuses only on the readiness of the individual. Factors such as the adequacy of the current state of resources within the organisation, which incorporate aspects such as infrastructure, technology and staffing, will also need to be assessed to make a more holistic statement of change readiness. A concise review of the literature is incorporated into the Evaluation Report of Section 1 to underpin the study. In Section 2 a more extensive review of the literature is presented. Similarly, the design of the research is discussed in more detail in Section 3 to both describe and justify the appropriateness of the research methodology, and to give a detailed account of the way in which the research was carried out.

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McCafferty, Sara. "Managing change : using organisational change theory to understand organisational responses to health policy : a case study in commissioning". Thesis, University of Newcastle upon Tyne, 2014. http://hdl.handle.net/10443/2462.

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Background : The NHS in England has been subject to numerous reforms and changes in health policy since its inception in 1948. Such changes often mean that organisational strategies are halted, diverted or otherwise prevented from being completed. To date research in health care settings has considered change in a broad context but there has been limited research which focuses on how organisations respond and adapt to changes in health policy specifically. The objective of this research is to explore how existent change management literature and models can be used to understand how organisations respond to changes in health policy. Methods : In 2010 the White Paper ‘Equity and Excellence Liberating the NHS’ was released. The paper, which proposed ambitious and widespread reform to the NHS, was met with significant resistance and experienced a protracted passage through Parliament. This research utilised the changing policy landscape to conduct a natural experiment, using a commissioning organisation as a case study, to understand responses to these policy changes. The eight factors of receptivity model was used as a medium to explore organisational receptivity to NHS policy changes. Results : A synthesis of the results is presented in the form of a new model to guide organisations in developing receptivity to change. The model identifies four key factors influencing the organisation’s ability to respond to policy change policy system management, organisational context and change agenda and locale. Conclusions : Receptivity to policy change in the NHS is influenced by different factors than traditional management induced change or organic organisational change. Implications : for policy makers have been drawn from this research which includes the need to develop coherent policy with clearly articulated vision, the requirement to manage national political culture, the importance of tackling system issues, and the need for careful management during transitions to avoid loss of valuable skills and expertise.

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Azhar, Zubir Bin. "Organisational change, accounting change and situational logics : an intra-organisational analysis of reengineering in a Malaysian government-linked company". Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/organisational-change-accounting-change-and-situational-logics-an-intraorganisational-analysis-of-reengineering-in-a-malaysian-governmentlinked-company(522daa1b-a3cc-4c70-bd68-ed3f174e6680).html.

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This thesis presents an interpretive case study of a Malaysian Government-linked Company (GLC) namely Malaysia Airports Holdings Berhad (MAHB) which has recently implemented a business reengineering programme. This change programme was imposed by MAHB's parent company as part of a wider government reform agenda to address GLCs' 'underperformance' post-privatisation. Since long-term business value has become an increasingly important goal, MAHB has attempted to enhance its performance through various change initiatives which have led to institutional change. The thesis analyses the role of situational logics in the context of this institutional change, drawing on the situated logics perspective developed by ter Bogt and Scapens (2014), together with insights from the institutional logics and practice variations literature. Using semi-structured interviews, documentary analysis and observation, the study provides a comparative analysis of three subsidiaries and their relationship with the Finance Division's accounting change. The thesis recognises there are diverse situational logics that different groups of organisational actors apply in their day-to-day activities and change initiatives, emerging from a complex interplay of contextual and historical forces. This recognition enables us to understand how the three subsidiaries and the Finance Division of MAHB have differently interpreted the notion of performance improvement by applying these diverse situational logics. It sheds light on the issue of how accounting change can give rise to different responses. While the different responses present a theoretical puzzle-why there are different responses to accounting change-this thesis delineates how situational logics shape organisational responses by relating them to the underlying taken-for-granted assumptions of different groups of organisational actors. The thesis shows that the existence of diverse (or rather multiple) situational logics has led to multiple responses from different groups of organisational actors in the different parts of MAHB. The thesis also shows how multiple situational logics can co-exist or conflict and how this is contingent upon the compatibility and/or incompatibility of different interests at the intra-organisational level. Issues concerning multiple changes and multiple responses to institutional pressures, competing interests between public service and profitability, and the interplay of acceptance and resistance are all discussed in the thesis. Using the situational logics perspective, the thesis contributes to understanding the complexity of the ongoing processes of both the organisational change and accounting change at the intra-organisational level. This perspective enables us to understand the different courses of action and practices within the different parts of MAHB due to their situated functionalities. The thesis concludes by discussing the implications of the research findings and possible directions for future research.

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Tluchowska, Malgorzata. "Management of group processes during organisational change /". [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.

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Randle, Hanne. "A partnership approach : strategies for organisational change". Licentiate thesis, Karlstad University, Faculty of Economic Sciences, Communication and IT, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-2409.

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The research described in this report aimed to describe “best practice” for partnership based work in the labor market in the steel and metal industry as a response to the process of restructuring in the European steel and metal sector. It is based on case studies at two companies manufacturing goods to a global market and presents how the blue-collar workers union has dealt with the management of organizational change in the steel and metal industry in Sweden. The results in this report show that both companies have been successful when it comes to responding to the restructuring in the steel and metal sector; however there are some differences. The author discusses the differences in the report and search for answers in the trade unions involvement in the change process. Trade unions that have a higher level of participation and a stronger influence on the management of organisational change are more successful in creating sustainable conditions for change - that means creating conditions that are good for their members.

Hanne Randle is working as a researches assistant at the R&D centre APeL in Lindesberg in Sweden and she is currently involved in two different research projects. The first project is to evaluate investments in the public sector to lower employee sick rates and the second is to take part in a transnational project with the ambition to develop a European standard for employee vocational training and education for the explosives sector.

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Ratnasari, Gusti Ayu Indah. "A study of organisational change and corruption". Thesis, University of York, 2016. http://etheses.whiterose.ac.uk/15604/.

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The link between organisational change and corruption has been largely neglected in the literature, despite myriad studies conducted by researchers in many different fields on both phenomena. To fill the gap, this study provides empirical evidence about the interplay between organisational change and corruption. Case study is employed as a research strategy. The organisational change initiative being studied is the reformation or modernisation of a tax authority. The empirical data include 21 interviews, 21 drawings (from two focus groups), and 10 photographs. Thematic analysis was employed to analyse the interviews and visual data. The main finding of this study is that there is interplay between organisational change and corruption, in which change does not only affect corruption, but also that corruption affects organisational change. On one side of the interplay, this study shows that instead of inducing corruption (as suggested in the literature), organisational change can reduce corruption. In addition to literal accounts, metaphors have been used to show that organisational change has reduced the space for corruption, changed employees' involvement in corruption, and shifted the nature of corruption from systemic to individual. However, this finding cannot be separated from the context, i.e., the pre-existed corruption prior to change. This overlooked context explains why the findings of this study are different to the previous studies’. On the other side of the interplay, which has been unexplored, this study contributes by showing that corruption, both pre- and post-change, can affect organisational change (and employees' emotions) positively and negatively. Pre-change corruption can trigger employees' willingness to change. The factors that influence these positive reactions are dissonant feelings, spiritual awareness, and employees’ involuntary involvement in past corruption. The finding also shows that post-change corruption triggers employees’ negative emotions in the form of collective shame, hurt, and injured pride. The use of visual methods in this study has provided an alternative way to study organisational change and, in particular, corruption, which has hitherto been dominated by quantitative methods. It is found that different forms of information are provided by the interviews and visual data. Drawings provide more negative accounts. Perhaps this demonstrates the potential ability of the drawing technique in unveiling such accounts. Other findings show that drawings produced different types of metaphors than those from the interviews. However, as suggested in this study, the use of metaphors is strongly related to context. This finding reinforces the finding mentioned earlier about the important role of context in the study of organisational change management.

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Bryant, Gerdina, e n/a. "Employee Perceptions of stress and organisational change". University of Canberra. Education, 1995. http://erl.canberra.edu.au./public/adt-AUC20060619.154654.

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This study explored employees' perceptions of organisational change as a stressor within a public sector work place undergoing significant change. A number of major stress-producing factors in that environment were examined and data collected of employees' perceptions of the nature of stress, changes in health status and data gathered of stress-related compensation claims. Data was also collected of employees' perceptions of effective strategies for coping with change from an individual and organisational perspective. The research design was a case study with embedded units of analysis incorporating elements of quantitative analysis. The method was chosen to flesh out the limited choices offered by many standard questionnaires. A case study approach and various categories of stress-related factors were selected measures to evaluate the perceived effects of work place change on stress levels. The eight females and three males, aged 27�50 were each interviewed for an hour for their perceptions of stress and reports of stress related illness, relationship changes and other reported changes�diet, sleep, heart disease, asthma, anxiety and headaches. Workplace changes to the Division were analysed, Departmental claims officers were interviewed and Comcare data analysed. Results show participants appeared to feel or experience "stress" in a way which they distinguished as different from feelings or experiences which were nonstressful states and they appeared able to separate these states and ascribe to each particular qualities. They also seemed able to identify that the stressful state occurred in response to some form of demands. Some subjects (36%) reported developing strategies for managing their stress. The majority of subjects (82%) believed work place change was inevitable and a number of subjects (45%) reported they believed implementation of change to be poorly managed, while some subjects (36%) perceived change impacting negatively on the work place. On the basis of the results, it would appear that a human resource management framework may enable more successful implementation of change in public sector organisations.

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21

Stowell, Franklyn Arthur. "Change, organisational power and the metaphor 'commodity'". Thesis, Lancaster University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.330051.

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22

Shah, Naimatullah. "Determinants of employee readiness for organisational change". Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4460.

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Organisations are continually confronting challenges to remain competitive and successful, which compels organisations to regularly re-evaluate their strategies, structures, policies, operations, processes and culture. Managing change effectively is however a main challenge in the change management domain because of massive human involvement. Thus, managers and change agents are eager to know how to encourage and effectively prepare employees for change situation. The aim of this doctoral study was to examine the determinant of employee readiness for organisational change. The objectives were to investigate employee commitment to the organisation and career and social relationships factors in public sector higher educational institutions of Pakistan where various change reforms has been introduced recently. This empirical study proceeded by a systematic review of literature that led to development of a conceptual model. The data was collected from a sample of teaching employees by using a survey questionnaire. Data was analysed using descriptive statistics and exploratory factor analysis run on statistical package for social sciences and confirmatory factor analysis on the structural equation modelling as well as on applied analysis of moment structure to assess the model fit of the study and hypotheses testing. Results showed that independent variables (emotional attachment, feeling of pride, pay/wages/rewards, promotion, job satisfaction, job involvement and social relationships in the workplace) were positively and significantly correlated to the dependent variable (readiness for organisational change). However, two variables i.e. supervisor and peer relations, and training and skills development were not found positive and significant to the readiness for organisational change. This study has methodological limitations, as it is a cross sectional study that used a survey questionnaire only in public sector higher education sector. This study provides empirical evidence for employee readiness predictor variables for organisational change. This study may contribute to the literature on change management, particularly for Pakistan, and may assist the management, change agents and practitioners of human resources management and development, and organisational behaviour in assessing, designing and evaluating new or existing programmes for organisational change.

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23

Ellis, Robert Keith. "Toward a systemic theory of organisational change". Thesis, City University London, 2002. http://openaccess.city.ac.uk/7601/.

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Change is the subject matter for this thesis which reports on a research programme that has investigated the issue of effective and sustainable organisational change. Organisational change possesses an almost obsessive interest for many organisational and behavioural scholars. Nevertheless, it has been observed that a majority of organisational change initiatives fail, or fail to realise the promise intended by the managers who institute such programmes. This research programme, and the associated thesis, has recognised that organisational change is both enigmatic and paradoxical as it is a 'constant' feature of organisational life. The research has been directed towards understanding the paradoxical and enigmatic nature of organisational change by developing a Systemic Theory of Organisational Change (STOC) that is, itself, grounded in Critical Systems Thinking (CST). This STOC will provide a sound theoretical underpinning as a necessary feature of organisational learning that, in turn, will create the sufficient conditions for effective and sustainable organisational change. The research work has created an ontological and epistemological framework through which to understand the complex nature of organisational change. Additionally, the programme has attempted to explicitly incorporate the dynamic of time associated with change initiatives. Traditional approaches to managing organisational change have treated change in single event mode. This research has deliberately shown that change is a continuous process and must be dealt with as such if the output of a change programme is to be effective and sustainable. The thesis has explored the phenomena of change in some depth. It has been shown that change is complex in terms of the'ordee of change. Indeed, it has been argued, and demonstrated during the research, that, as a phenomena it comprises first, second, and third order change. First order change is associated with internal system change; second order change is associated with radical total system change; and third order change is destructive in nature. Having developed a systemic understanding of change, the thesis shows how this can be understood in terms of forms and paths of change using critical pluralist approaches. This led to the development of a Critical Pluralist Intervention Methodology (CPIM), grounded in the STOC, as meta-methodology designed to bring about first or second order change in organisational situations. Both the STOC and the CPIM were developed and tested in action research mode in five interventions in complex organisational change situations over a period of several years. This thesis claims to make contribution to the subject fields of organisational analysis and systems thinking.

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24

Keogh, Peter. "Discourse and the mechanisms of organisational change". Thesis, Lancaster University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.429972.

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25

Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness". Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.

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Thesis (MBA)--Stellenbosch University, 2001.
Organisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisation on a new strategy that will be the route map towards future prosperity. Various diagnostic tools are explored to discover the current position of the organisation. Intervention strategies are recommended to mobilize the organisation to move closer to the strategic vision. The latter half of the study deals with skills to manage the change process. These skills include consultation, leadership, teamwork, managing conflict, communication and negotiation. The study concludes with a practical framework that can be used by management to measure the success of the change process, and maintain momentum throughout the organisation.

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26

Chowthee, Nishi Lalmanie. "The meaningfulness of coaching during organisational change". Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/95626.

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Thesis (MPhil)--Stellenbosch University, 2013.
On 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to the organisation's purpose, vision, strategies and culture. In changing to a purpose-based organisation and its commitment to being a learning organisation, a culture change is required in order for the organisation to meet its strategic objectives. Organisational change at this large scale can be difficult and unsettling and the transition to the new way of doing things requires hardwiring of new learning through awareness and action. Coaching, as a modern day management practice, is increasingly becoming an intervention of choice in organisations undergoing change and the current body of knowledge shows that coaching plays a vital role in the speed and transition of change during system-wide organisational change. Managers play a pivotal role in meeting the organisation's objectives by displaying and operationalizing the new behaviours required to bring Vodacom’s vision of a purpose-based organisation to life. Managers have to align their behaviours to the new culture and managers must be helped to fulfil their roles in creating a purpose-based organisation. This research study is important as the findings show that coaching created an awareness of the organisational changes and contributed in a meaningful way by accelerating the change in behaviours.

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27

Carvalho, Oliveira Joao Pedro F. F. "Power and organisational change : a case study". Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/ee082d56-43de-4f97-abe6-d03824405a75.

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This thesis reports the results of a case study conducted in a Portuguese manufacturing organisation, a part of a large group, which endured profound organisational changes. The initial objective of the research was to explore, in a processual way, the long-term interactions between an Enterprise Resource Planning (ERP) system, the consultants that implemented it and management accounting and control, in this organisation. However, during the fieldwork, the researcher was confronted with an apparent puzzle: in the past, formally powerful ‘central’ actors had been confronted with important limitations – including in their relations with formally less powerful actors, particularly ‘local’ actors at the plant level. At the time of the fieldwork, however, the situation had substantially changed. The researcher was therefore confronted with a puzzle, which seemed to be about the distribution of power in the organisation, about who the powerful actors were and, more fundamentally, what caused (or limited) actors’ relational power. Three innovations introduced by central actors appeared to have played an important role in this fundamental change in the organisation and in the distribution of power within it. At stake were a technological innovation – the adoption of the financial module of an ERP system (SAP FI) – and two organisational innovations: the relocation of the Corporate Centre (CC); and the creation of a Shared Services Centre (SSC), in the same location of the group headquarters and of the Chairman and majority shareholder. Clegg’s (1989) framework of ‘Circuits of Power’, based on a Foucauldian and Actor-Network Theory (ANT) approach, was drawn upon as interpretive lenses to address the empirical puzzle about power. The researcher’s mobilisation of the framework facilitated the understanding of what caused (or limited) actors’ relational power, not only in the past but, particularly, at the time of the fieldwork, when the ongoing repercussions of the three innovations were taking place. Such in-depth understanding was constructed through a qualitative, interpretive and processual research, adopting the method of an explanatory case study combining both retrospective and longitudinal components. During the three-year’ fieldwork, 54 interviews with 29 respondents, lasting more than 90 hours, were supplemented by other information generating techniques, such as documentation analysis and observation of meetings, presentations and artefacts in numerous socio-technicalinteractions. The researcher’s interpretation of the case study insights highlighted that the previous power limitations perceived by the formally powerful, ‘central’ actors could be traced to characteristics of the circuit of social integration (rules of meaning and membership across the organisation, as interpreted, accepted and enacted by actors) and of the circuit of system integration (techniques of discipline and production). The three technical and organisational innovations – SAP FI, the CC and the SSC - introduced by central actors in the circuit of system integration (conceptualised, in ANT terms, as nonhuman and collective actors, respectively) had significant repercussions across the various circuits of power. These repercussions had a structural nature, since the innovations collectively succeeded in giving rise to a network of complementary, mutually dependent and mutually reinforcing Obligatory Passage Points. The emerging network of Obligatory Passage Points was essential in promoting the introduction, interpretation, acceptance and enactment of rules across the organisation as desired by central actors. This thesis proposes several contributions concerning the repercussions of the collective of innovations across the circuits of power. Some examples are embedding rules in technology (Volkoff et al., 2007) and organisational processes, redefining the scope of agencies, creating non-zero sum outcomes, and the emergence of the perception of control inevitability and naturalness within organisational normalcy. Collectively, these innovations promoted rules enactment (by both human and nonhuman actors) in ways that benefited the interests of central actors. In addition, this thesis proposes contributions related with the two theoretical frameworks and literatures framing the research. It proposes several refinements to Clegg’s (1989) framework, comprising changes in its graphical layout, linkages and even concepts. The second contribution is an ANT-inspired, OIE model of rule-based action. This model draws on Burns and Scapens’ (2000) macro structure and concepts, but it proposes additional structures and substantially different perspectives, mechanisms and even concepts. It adopts a wide definition of rules, also viewing them as internal structures orienting actors. Thus defined, rules underlie routines and fill a gap in routines-focused frameworks – in particular, when there are no established routines as regards particular issues.The model acknowledges intra-organisational diversity and focuses on the processes of introduction, interpretation, acceptance and enactment of rules. It also relates rules with material conditions, in particular since rules may be technologically and organisationally embedded. Finally, the model highlights that rules may be enacted by both human actors (individual and collective) and nonhuman actors. The model provides a novel way to conceptualise how actors’ interests may be achieved through the various intersections between rules and material conditions, and by the ultimate enactment of rules by both human and non-human actors.

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28

Manns, Helen. "The environmental manager as organisational change agent". Thesis, Northumbria University, 2017. http://nrl.northumbria.ac.uk/36211/.

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The long term profitability and sustainability of organisations is inextricably linked to the health of our natural environment (Redekop, 2010) yet their actions continue to both directly and indirectly impact upon the environment and the services it provides. Organisations need to ensure that they have access to the skills, competencies and knowledge needed to operate within the constraints that the environment imposes and to change their business practices to respond to challenges that are inevitable in the future. However, skills and attributes to initiate and support organisational environmental change remain ill defined (Quinn and Dalton, 2006; Van Velsor, 2009; Willard et. al., 2010; Christie et. al., 2013). This study addresses this research gap by evaluating the factors that influence the success of environmental manages as change agents within their organisations. Using semi-structured interviews with environmental managers in the Northeast of England, the study explores the mechanisms used by practitioners to bring about change, the barriers and enablers they experience and the skills, attributes, behaviours and values they believe to be important for success. In so doing, the study provides a practitioner perspective on organisational environmental change. Findings highlight the context specific nature of environmental change but point to a strong degree of commonality in the characteristics likely for success as an environmental manager. The importance of personal environmental concern, strong communication and people skills, a pragmatic approach to organisational change and strong organisational knowledge alongside environmental knowledge, are identified as important. The findings of the study have implications for the ways in which the environmental managers of the future are educated and supported through their professional development. Additionally, the study highlights the need for further effort by professional bodies to raise the profile of the environmental manager role and to promote the robust validation of competencies within the profession.

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29

Hirekhan, Manjusha. "Organisational receptivity for change : a multilevel theory". Thesis, Aston University, 2017. http://publications.aston.ac.uk/37489/.

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The main theoretical contribution of this thesis is in the development and advancing of the organisational receptivity for change (ORC) theory adopting a multilevel perspective. Organisational change is a multilevel, multifaceted and complex phenomena which require cohesiveness of all levels for effective change implementation (Pettigrew et al., 1987; Butler, 2003). The ORC theory has been around for a decade, still, there is not much development on the original model (Bennett and Ferlie 1994; Butler 2003). Butler and Allen (2008) argue that receptivity factors are ‘higher order capabilities’ that organisations use to achieve intended strategic agendas. According to them higher the receptivity to change, the more flexible the organisation is to adapt to the environmental pressures. Emerging economies and high pace changing industrial sector provide best opportunities for advancing the theory and research on organisational change (Meyer and Gelbuda, 2006). Therefore, the research context of this thesis is the renewable energy sector in India. This study adopts a cross-sectional multilevel research design, and quantitative methods of analysis for the survey based primary data, to assess how organisational receptivity for change affects performance outcomes at different levels within an organisation. The three key findings of this thesis are: (1) ORC factors as higher order dynamic capability interact across the levels and have potential to affect performance outcomes at individual perception and behavior towards change (e.g., resistance to change), project and organisational level. (2) ORC as higher order dynamic capability acts as an antecedent, influences, and foster ambidexterity by enabling a firm to alter its capability based by negotiating the fit between existing and new organisational practices. (3) the key moderators/factors (HR power and competence, social climate and daily work context) act as a process, practices, activities and/or mechanism at various unit levels within an organisation that works effectively along with ORC factors to impact performance outcome variables (including employees response to change).

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30

Nicol, Paul W. "Scenario planning as an organisational change agent /". Full text available, 2005. http://adt.curtin.edu.au/theses/available/adt-WCU20060327.164011.

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31

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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32

Nicol, Paul. "Scenario planning as an organisational change agent". Thesis, Curtin University, 2005. http://hdl.handle.net/20.500.11937/2127.

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The thesis was based on a unique opportunity to compare the perceptions of participants before and after a scenario planning project conducted in a water utility. The researcher was able to explore the perceptions of the participants of scenario planning as a change agent directly, and so address a concern in some of the literature that much of the body of knowledge on scenario planning has been filtered through the viewpoints of scenario planning practitioners. Through the use of an adapted grounded theory approach, the perceptions of the participants emerged independently of a pre-conceived theoretical framework and explanations of the outcomes of the process were developed from this data. As well, the assumptions behind the practice of scenario planning were explored and from this a theory for scenario planning was developed. This was effected while constant comparison of concepts emerging from the data was in progress and provided a theoretical framework for the discussion of the empirical research. In this case scenario planning was perceived more as an instrument than as an agent of change, with a role of setting a framework for the strategic conversation in the subsequent phases of the change initiative. The outcomes of the research illustrated that uncertainties internal to the organisation had affected the implementation of change. In particular the conceptual ecologies of people in the organisation were not explored in depth, and this perpetuated a driving force for the future of the organisation that was not merely uncertain but remained unknowable. It was concluded that whether a scenario planning project achieved its objectives was matter of perception, with evaluation differing depending on the viewpoint taken.Change of mind-set was not necessarily needed for a change of strategic direction, which could be explained using a political metaphor. However, for cultural change to be effected, there was a need for operatives to identify with it. It was concluded from this case that unless change and/or the change process were adapted to resonate with the world views of the operatives, it was unlikely it would become embedded in the organisation and may be resisted. Conceptual ecologies needed to be explored for this adaptation to occur.

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33

Nicol, Paul. "Scenario planning as an organisational change agent". Curtin University of Technology, Graduate School of Business, 2005. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=16321.

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Abstract (sommario):

The thesis was based on a unique opportunity to compare the perceptions of participants before and after a scenario planning project conducted in a water utility. The researcher was able to explore the perceptions of the participants of scenario planning as a change agent directly, and so address a concern in some of the literature that much of the body of knowledge on scenario planning has been filtered through the viewpoints of scenario planning practitioners. Through the use of an adapted grounded theory approach, the perceptions of the participants emerged independently of a pre-conceived theoretical framework and explanations of the outcomes of the process were developed from this data. As well, the assumptions behind the practice of scenario planning were explored and from this a theory for scenario planning was developed. This was effected while constant comparison of concepts emerging from the data was in progress and provided a theoretical framework for the discussion of the empirical research. In this case scenario planning was perceived more as an instrument than as an agent of change, with a role of setting a framework for the strategic conversation in the subsequent phases of the change initiative. The outcomes of the research illustrated that uncertainties internal to the organisation had affected the implementation of change. In particular the conceptual ecologies of people in the organisation were not explored in depth, and this perpetuated a driving force for the future of the organisation that was not merely uncertain but remained unknowable. It was concluded that whether a scenario planning project achieved its objectives was matter of perception, with evaluation differing depending on the viewpoint taken.
Change of mind-set was not necessarily needed for a change of strategic direction, which could be explained using a political metaphor. However, for cultural change to be effected, there was a need for operatives to identify with it. It was concluded from this case that unless change and/or the change process were adapted to resonate with the world views of the operatives, it was unlikely it would become embedded in the organisation and may be resisted. Conceptual ecologies needed to be explored for this adaptation to occur.

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34

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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35

Martin, Angela Jayne, e n/a. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation". Griffith University. School of Applied Psychology (Health), 2002. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20031003.090413.

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The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.

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36

Elsmore, Peter John Anthony. "The management of organisational change : an investigation into the realities of organisational cultures". Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285918.

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37

Clifford, Nicholas R. "Organisational obstinacy and its effect on organisational change : a longitudinal action research approach". Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/organisational-obstinacy-and-its-effect-on-organisational-change--a-longitudinal-action-research-approach(c774051f-d98d-4112-a5ce-9afb0b2f62a5).html.

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Abstract (sommario):

The Study identifies a lack of investigation into ‘organisational obstinacy’. Organisational resistance is critiqued for ignoring the ambivalence of individuals’ and groups’ feelings around change. As a consequence, work on resistance has tended to concentrate on improving change management techniques rather than influencing organisational forces. In contrast, obstinacy is felt to contain positive as well as negative attitudes which both contribute to why change programmes falter. Organisational characteristics examined include frameworks of interdependencies, the conceptual and shared understanding of the organisational change paradigm being sought, and the flow of ideas within an organisation which illuminate the direction of change that is being pursued. A research model is adopted that identifies where organisational obstinacy might be best observed. Using a longitutinal ethnographic Action Research single case study methodology, a four stage research programme is undertaken in a metropolitan local authority in the UK. Soft System Modelling is used to bring clarity to the Action Research methodology including a clear expression of the epistemology being adopted and a complex ‘framework of ideas’ being developed for each stage. A coherent explanation of the key events that took place is summarised. Two important models are developed which illustrate how ideas might flow around the organisation and where connected interdependencies might become established. These capture the idea of a ‘Winding 8’ with ‘points of crank’ and a ‘critical mass’ comprising contributing elements to the whole change programme. The key findings suggest that organisational obstinacy can be observed when the organisational equilibrium is disturbed by the strength of the introduced driving forces. Under the influence of this obstinacy the organisation re-establishes the ‘old normal’ surprisingly swiftly. A duality of attitudes, often held by the same people, which both support driving forward as well as restraint, suggests that obstinacy can be both positive and negative in its operation. A definition of Organisational Obstinacy is offered. The limitations in the methodology are discussed. Conclusions are drawn on the nature of organisational obstinacy and its operation and possible new directions for further research are offered.

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38

Martin, Angela. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation". Thesis, Griffith University, 2002. http://hdl.handle.net/10072/367952.

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Abstract (sommario):

The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
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Van, der Rede Liesl. "Sensemaking and organisational storytelling". Thesis, Link to the online version, 2007. https://etd.sun.ac.za/jspui/handle/10019/475.

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Patel, Talhah. "Factors leading to successful organisational change outcomes : an in-depth study of organisational change at a large South African manufacturer". Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79635.

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Abstract (sommario):

In an increasingly VUCA (volatile, uncertain, complex and ambiguous) environment, organisations are being subjected to a tremendous amount of change. The need for leaders to develop a competency in organisational change management is critical for the competitiveness of their organisations. Despite extensive academic research, the failure rate of change initiatives remains extremely high. Purpose and methodology The study contributes towards the field of organisational change management. The purpose of the research questions was to understand factors that contribute towards successful change outcomes to enhance organisational change models. An exploratory qualitative case study of a large South African manufacturer was the platform for the research. Data was collected from 15 semi-structured interviews of change agents and change recipients within the organisation. The change model adopted by this research was Kotter’s eight-step change model. Findings and practical implications The first contribution recommends for leadership behaviours to be adapted to the change context. The case study found that an authoritative leadership style can be effective within specific circumstances, which is contrary to existing theory. It is thus proposed for leadership to shift between a transformative and authoritative style as demanded by the change context. Secondly, the adoption of the right organisational structures to support the change and enable the organisation to exercise ambidexterity are key to enabling successful change outcomes. Lastly, the inclusion of more practical steps an organisational change models helps contribute towards reducing the gap between theory and the practice of organisational change. The outcome of the research resulted in the development of an enhanced organisational change model that brings together concepts of contextual leadership, ambidexterity, and contributes practical steps to Kotter’s established eight-step change model.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
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Dlova, Babalwa Peggy. "Influence of change on organisational culture in a private healthcare organisation of South Africa". Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020855.

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The study set out to explore the influences of change on organisational culture in a private healthcare organisation of South Africa. The research was conducted at Life Healthcare, the largest private hospital group in South Africa. A survey questionnaire was constructed and used as a means of collecting data for the purpose of this study. The data was collected from a sample of 189 respondent managers using stratified probability sampling technique. Data analysis was conducted by applying descriptive and inferential statistical methods.

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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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Pollack, S. E. "The individual experience of change : Towards a theory for evaluating organisational change". Thesis, Henley Business School, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381524.

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Vo, Hong Nga, e vohongnga@hotmail com. "Nexus between organisational culture and IT implementation in Vietnamese organisations : a doctoral thesis". Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20060605.150040.

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In Vietnam, together with the renovation program known as Doi moi, promulgation of resolution 49/CP in 1993 and subsequently of directive 58 CT/TW in 2000 provided the incentive and resolve to use Information Technology (IT) as a driver of economic development and social advancement. Thus, IT was designated a national strategic priority. However, despite the Government�s efforts to implement IT, uptake and use of IT in organisations have been embryonic. Existing studies implied IT implementation in Vietnamese organisations to have been influenced in part by organisational culture factors traceable to the national culture. In light of these findings, the present study focuses on the relationships between organisational culture and IT implementation in Vietnamese organisations. Nine objectives were set for the study. The related research questions were focused on identifying the most common features of organisational culture in Vietnam, how respondents� and organisational characteristics were associated with organisational culture, the general level of IT implementation success in organisations, how respondents� and organisational characteristics were associated with IT implementation, and the nature of the relationship between a Vietnamese organisation�s culture and effectiveness of its IT implementation. In pursuing quantitative research methodology, a questionnaire was developed and subjected to a focus group scrutiny at the preliminary stage and then again prior to implementation to confirm the questionnaire�s suitability and applicability. Data, from 328 returned questionnaires, and the findings of the subsequent analyses were validated via semi-structured interviews and a panel of experts. To address the research questions, the data were subjected to a battery of statistical analysis tools, including descriptive, correlation, association, analyses of variance and factor analysis. The findings were then interpreted and the panel of experts used to confirm and better understand the findings and to offer extra insights. The majority of the organisations surveyed were characterised by the 'Elephant' organisational culture (OC) style that had elements of order, uniformity, rules and regulations and emphasis on stability. Most of these organisations were state-owned enterprises located in northern Vietnam. In number, these were followed by the �Tiger� OC organisations, comprising mainly private and foreign-owned organisations, especially those located in Ho Chi Minh City. These �Tiger� organisations stressed their operational efficiency, and externally positioned themselves toward winning competitive advantage and achieving market superiority. �Rabbit� characteristics, such as flexibility, creativity and innovation did not surface often within Vietnamese organisations. Most organisations surveyed claimed to enjoy a rather high level of IT implementation benefits, especially those relating to internal-focused aspects such as �Faster response time�, �Better communication & networking�, and �Higher quality of performance�. Finance related benefits of IT implementation were at the lowest level. Private and foreign-owned organisations had the highest level of both IT investment payoff and IT implementation benefits while state-owned organisations had the lowest on both measures. State-owned organisations also reported the most problems with IT implementation the most frequently, while foreign-owned organisations least often faced such problems. Exploration of the association between OC and IT implementation showed that 'Elephants� were significantly associated with lower levels of successful IT implementation, while �Tiger� organisations followed by �Rabbit� were significantly associated with higher levels of success. �Production-oriented� organisations indicated higher levels of IT investment payoff than �People-oriented� ones. Organisations with �entrepreneurial� characterisation were found to have high levels of IT implementation success. In light of the findings and their implications, recommendations were made for government, industry, business and research organisations. The recommendations are designed to foster improved uptake and use of IT in Vietnamese organisations through the process of 'Organisational Doi moi' (organisational renewal) as well as to enlarge the research base on socio-cultural aspects of IT to buttress such efforts.

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Chu, Catherine. "E-business and organisational change : a structurational analysis". Thesis, London School of Economics and Political Science (University of London), 2004. http://etheses.lse.ac.uk/1817/.

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The focus of large-scale e-business development has shifted to the large 'blue-chip' corporations. However, large companies not only have to tackle a new technology that could permeate the entire organisation and along its supply chain, but they have to deal with new business models, revised processes, additional marketing channels, mounting cost pressures, and heightened service expectations from customers. This is particularly difficult for large multinationals that span the globe with their rigid bureaucratic structures, elaborate power networks, and ingrained cultural properties. Hence, the aim of this research is to investigate how the introduction of e-business interacts with the existing structures of a large established company. Structures are interpreted as rules and resources, which are the medium and outcome of human actions. It is argued that the introduction of e-business constitutes a significant technology-driven organisational change and a review of the literature reveals an absence of such studies in e-business. In order to capture a comprehensive and dynamic understanding of how organisations undergo such a change, this research applies structuration theory as a meta-theory to explore the relationship between agents and structure, using an interpretive qualitative paradigm. An extensive longitudinal case study examines the establishment, operation and termination of a special-purpose e-business unit, named ConsumerConnect-Europe (CCE), at the European corporate headquarters of the Ford Motor Company. This thesis provides a narrative of the entire life cycle of CCE, focusing on its business-to-consumer division. The narrative is analysed in detail using structuration theory with its concerns for the dimensions of signification, domination and legitimation. The discussion initially addresses the research sub-questions related directly to the case study and then turns to the main research question: how does the introduction of e-business interact with the existing structures of large established companies. In answering this, it examines the broader natures of e-business, human agency in organisational change, organisational structures, and the duality of organisational change. These natures form the content of contributions and are linked to the theoretical and practical contributions of the thesis. Methodological contributions are primarily in the operationalisation of structuration theory.

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Fletcher, Denise E. "Organisational networking, strategic change and the family business". Thesis, Nottingham Trent University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245635.

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Raimond, Paul. "Using the strategic planning process for organisational change". Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280432.

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Davis, Ann. "Job values and expressed attitudes to organisational change". Thesis, University of Nottingham, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.334520.

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Haughton, Cameron Ruthline Elorine. "Organisational leadership and change in an urban institution". Thesis, University of Sheffield, 2016. http://etheses.whiterose.ac.uk/19597/.

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Jamaica’s education system has long been known to be two-tiered (traditional and non-traditional); the vestiges of a colonial past. This is a case study of an upgraded/non-traditional Jamaican secondary school located in an inner-city urban centre, here named Tree of Life High School (TLHS, pseudonym). The TLHS had a reputation for academic underperformance and indiscipline, however was reported to experience a transformation. The purpose of the study was to examine the perceived factors which led to the improvements at the school from multiple perspectives- namely principal, teachers and students. Challenges and facilitators of organisational transformation were explored, as well as the prevailing culture of the TLHS pre- and post-intervention. The study was qualitative in nature, utilizing semi-structured interview and focus group discussion. The data was collected during the period of a work week and a day spent at the research site. Twelve teachers were interviewed, including the principal, vice principal, six senior teachers and four junior teachers employed to the institution for a time period spanning between nine and thirty-four years. Three groups of students participated in the focus group discussion. The groups comprised of a male only, a female only, and a mixed group of students, all from fourth to sixth form who had been attending the institution for a period of four to six years. The case study addressed the following questions: 1) What factors might have contributed to (or are contributing to) the transformation of the TLHS? 2) How do teachers describe the climate of the TLHS over the last ten years? 3) What were some of the challenges encountered as the staff and students embarked on this transformation route and how were those challenges resolved? 4) What are the strategies and policies that were put in place by the principal as they relate to the goals set for the school? The prevailing culture of the TLHS over the ten-year period under review was that of academic underachievement, indiscipline and low morale. There was, however, a discernible positive shift in the school climate during that period. The perceived factors which gave rise to the TLHS’ transformation were principal’s leadership style, teacher professional development, teacher job satisfaction/teacher morale and improvements in the disciplinary environment. Attention to participative leadership, staff development, school infrastructure, literacy and discipline were all strategies employed by the principal to effect school improvement. The improvements that marked the TLHS experience can serve as a model for informing best practice for non-traditional high schools.

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Myburgh, Ras. "Designing an organisational change programme for Iscor Mining". Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51675.

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Thesis (MBA)--Stellenbosch University, 2000.
Iscor Mining is facing key challenges due to the intensification of international market competition, deteriorating commodity prices and escalating input costs. Its parastatal history and protected environment during the years of isolation, was not a conducive environment for the development of a high performance organisation. Iscor management recognised this challenge and embarked on a programme to kick-start improvement on all its operating units. This programme delivered on expectations, but signs of weaknesses in the organisation's ability to sustain the improvements were starting to emerge. The potential for further improvements were shown to be far more than anticipated, however the organisation was limited by cultural and leadership issues in its ability to turn the identified performance improvement potential into business results and shareholder value. The existing organisational capabilities were evaluated for its potential to unlock the identified value against a chosen management model, and the areas of biggest concerns identified were in leadership behaviour, business process design and organisation culture. The biggest gaps in organisational capabilities were shown to exist in areas of leadership, core business process design and organisational culture issues. Thirteen actions for change is proposed to close the identified gaps.

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Tesi sul tema "Organisational change"

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