Types of Change

By Justin L. Bennett (TNU 2008)

Introduction

Change management is a broad term and encompasses many systems and processes. Altho research indicated several existing similarities and concepts. Another discovery made while resear motivating factor in implementing change management is to either improve or modify services, produ in studying change management was the concept that change management can be an on-going pro remain successful in the marketplace.

Change Management

Many companies embraced the idea of sustainability in the last decade, but many initiative Doppelt spent three years researching how the leaders of both private and public organizations t approach them. Technology and policy instruments have dominated the public dialogue on sustaina on internal processes. Organizational and culture change issues is one of the key missing ingredien Doppelt conducted research on many companies managed change, (i.e., Nike, Starbucks, IKEA, and C change is necessary for success.

Leading Change toward Sustainability: A Change-Management Guide for Business, Government and Civil Socie Bradford: 2004. Vol. 5, Iss 2; pg. 217.

Developmental Change:

Developmental changes are the improvements of existing skills, methods, performance stand future needs. It is usually a relatively small response shift in the environment or marketplace requi need to improve current operations. Improvement process that would serve as types of development building, and conflict resolution.

Transitional change:

Transitional change is more complex than developmental changes, requiring response to m place requirements for success. Instead of improving, replacement takes place. Examples of transiti divestitures, installation of computers or new technology, and creation of new policies systems, produ

Through research, Lewin created a three-step procedure for change UNFREEZE Movement

Refreeze

Bringing about change requires unfreezing the present social system, which might require s Next behavioral movement must occur in the direction of the desired change, such as reorganizat permanently implemented. If the change is not effective, the process starts over.

Transformational change:

Transformational change is the most complex and least understood change. This change significant that it requires a shift of culture, behavior, and mindset to implement and sustain over time

Guiding Principles:

The Price Waterhouse Change Integration Team (1995) offers fifteen guiding principles that an

1. confront reality 2. focus on strategic contexts 3. summon a strong mandate

4. set scope intelligently 5. build a powerful case for change 6. let the customer drive change 7. know your stakeholder 8. communicate continuously 9. reshape your measures 10. use all of the levers of change 11. think big 12. leverage diversity 13. build skills 14. plan 15. integrate your initiatives
Evolutionary Instead of Evolutionary Change:

Macdonald (1998) chooses to take another approach to implementing Change Management. calls for evolutionary changes. He concludes with this, there are six evolutions businesses should follo

1. 2. 3. 4. 5. 6.

competitive evolution knowledge evolution demographic evolution educational evolution technologic evolution evolutions of rising expectations.

Information Mapping:

Information mapping is a system of principles for identifying, categorizing, and interrelating in the information in formats that communicate quickly to the user. Mapping allows ease to recall and re

Change Management Models-Making the Right Decisions. Futurics. St. Paul: 2003. Vol. 27, Iss. 1/2; pg. 85.

Change management is necessary if companies are to remain alive due to global competiti good change management will allow for some companies remain active. Effective change managem and includes:

1. 2. 3. 4. 5. 6. 7. 8.

planning a deliberate approach toward lean implementation providing needed resources appointing lean champions empowering and involving employees managing expectations and fear of job loss creating a good reward and recognition program creating a vision of the future state after the change emphasizing everyones accountability

George Alukal, Keeping Lean Alive. Quality Progress. Milwaukee: Oct 2006. Vol. 39, Iss. 10; pg. 67.

Organizational Change:

Executing change is necessary within your organization. However, people will never align w people when you re-assess and re-align your organizations aims, beliefs, integrity. This will help th new skills and enacting the details required by the change. Consulting with people a good idea and with people and helping them to see things all sides will help to generate good ideas for improvement

Crisis is not an excuse for compromising integrity. However, crisis is a good reason to re-ali wake up call that can help create momentum to changes an organizations purpose.

Organizational Change, Training, and Learning 22 Sept 2008. http://www.businessballs.com/organizationalcha

Technological and IT Changes:

Not everyone believes in using IT to drive organizational change. IT requires a special approa believe that good IT project management is the answer to technochange success. Experts estimat involving technology fail. First, some organizational changes cannot happen without IT. For examp salespeople related to customers and could not do so without a new IT system. The company had about customer contacts and sales opportunities, each unit had their own. AlliedSignal initiated management (CRM) software. A second reason that managers use IT to drive organizational change i IT focus does not work in many organizational cultures.

It is useful is useful to think about the technochange life cycle in terms of what happens bef change management program is also a part of the technochange process, it usually runs parallel with are temporary organizational structures, usually managed outside of the chain-of-command of the ope intends to enable project managers to concentrate on developing the IT solution, leaving operating m ready.

A second life cycle dynamics that contributes to the challenge of technochange is exported during one phase of the life cycle but either is not recognized as problems or are not remedied at that

Markus, Lynne M. Technochange Management: Using IT to Drive Organizational Change. Journal of Informatio

Conclusion

After performing a meta analysis, there were several different systems and processes relat processes available for each manufacturing, service, and product need. Understanding how each s method of change management. Not only can the systems and processes be used in the work place, profit organizations such as churches.

Works Cited

Leading Change toward Sustainability: A Change-Management Guide for Business, Education. Bradford: 2004. Vol. 5, Iss 2; pg. 217.

Government and Ci

Change Management Models-Making the Right Decisions. Futurics. St. Paul: 2003. Vol. 27, Iss. 1/2; pg. 85.

George Alukal, Keeping Lean Alive. Quality Progress. Milwaukee: Oct 2006. Vol. 39, Iss. 10; pg. 67.

Smith & Wesson Holding Corporation Announces Management Appointments, Hunting Long Gun Production http://www.prnewswire.com/cgi-bin/stories.pl?ACCT=109&STORY=/www/story/09-25-2008/0004892772&EDATE

Heathfield, Susan M. Change, Change, Change: Change http://humanresources.about.com/od/changemant/a/change_lessons.htm

Management

Lessons

Organizational Change, Training, and Learning 22 Sept 2008. http://www.businessballs.com/organizationalcha

Markus, Lynne M. Technochange Management: Using IT to Drive Organizational Change. Journal of Informatio

What Is Life Cycle (LCM)? 25 Sept 2008. http://www.epa.vic.gov.au/lifecycle/whatis.asp

Lifecycle Change Management. 20 Sept 2008. http://www.telelogic.com/products/change/lifecycle-change-m

Life Cycle Management Business Dictionary. Volunteer State Comm. Lib. Gallatin. 21 Sept 2008 http://www.b

Zhi, He. Simulation Analysis in Product Life Cycle Cost. Cost Engineering. Morgantown: Dec 1993. Vol. 35, Is

Jiang, Bin, Daniel R. Heiser. The Eye Diagram: A New Perspective on the Project Life Cycle. Journal of Educa pg. 10. Volunteer State Comm. Lib. Gallatin. 15 Sept 2008 http://proquest.umi.com/pqdweb?did=736144851&sid=10&F