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Understanding Organizational Change Management

Organizational change management is a method of understanding and applying knowledge and techniques to lead the way into either desired changes or to respond positively to changes led by outside forces.

Change Management Principles

Managing change within an organization involves more than managing projects and taking care of details to serve as the impetus for change, according to SHRM. It has a lot to do with how you go about leading the human aspect within your organization. The main goal of change management is to navigate through the process of encouraging the use of new techniques and helping others be responsive to new products or business strategies without generating negativity. It boils down to defining new corporate strategies and getting other to engage with the new strategies and putting new processes into play to help each member of a team handles changes from external factors as well as from within the business.

Change Management Starts at the Top

To implement change successfully, the effort needs to begin at the top, according to Forbes. When the CEO leads the initiative to change, creating a sense of urgency and passion for the changes, it’s more likely to succeed. A structure of hierarchy should then be incorporated into the plans for managing the change, with top-level experts who report to the CEO, developing a brief, summary of the vision and focus points for all employees to follow. It should also be expressed in simple, clear terms.

Keep Lines of Communication Open

It’s important to keep the lines of communication open when implementing change management techniques, according to SHRM. Make sure the employees understand the changes being made and encourage extra communication between the workers and managers. Identify things that could create a barrier to the changes you want to make and reduce the risks of that happening. Keeping the lines of communication open increases the level of trust between managers and employees, which leads to more satisfied employees. The change-based training efforts can also help employees learn new skills and job proficiencies.

Support Changes at Every Level

Get people engaged at every level of your organization, starting at the top and letting the enthusiasm for the changes trickle down through the organization. Support middle managers in efforts to encourage change. This helps make sure people at every level know what role they hold in building and supporting a changed environment, according to Forbes. Use every available means of communication to express the changes and the vision behind the changes.

Define, Plan, Implement and Sustain

To summarize the ideal organizational change management process, there is a four-phase technique, according to SHRM. Define the reasons for the changes and new goals. Create a plan that takes the way each stakeholder may be affected, and that includes a way to help the stakeholders manage the changes. Work with leaders within your organization to generate excitement for the changes. Include everyone in the organization in tracking the success of the changes and to find ways to make the changes stick.


thesis on change management

Dissertations / Theses on the topic 'Organizational change – Management'

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Hughes, Michael Wesley. "Implementing ERP in manufacturing organizations : improving success through managing organizational change." Thesis, Georgia Institute of Technology, 1999.

Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996.

羅左華 and Cho-wa Law. "Change management: a people-oriented approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996.

Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020.

Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004.

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

Unger, Cai. "Key Concepts of Organizational Change - A Bibliometric Network Analysis." Thesis, University of South Alabama, 2017.

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

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

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

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

MacIntosh, Malcolm Leslie. "The management of change in four manufacturing organizations." Title page, contents and abstract only, 2001.

servati, mohsen. "game of change; a game theoretic approach to organizational change management." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010.

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

Du, Plessis Johannes Jacobus. "Organisational change management in the IT department." Pretoria : [s.n.], 2008.

Mitchell, Lorianne D. "Emotional Reactions to Organizational Change." Digital Commons @ East Tennessee State University, 2013.

Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" [email protected], 2007.

Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001.

Swearingen, Robert. "The Ship of Change: A Model for Organizational Diagnosis and Change Management." Diss., North Dakota State University, 2019.

Banish, Bryan J. (Bryan John) 1971, and Muhammad I. 1960 Nawaz. "The role of culture in organizational change." Thesis, Massachusetts Institute of Technology, 2003.

Snabe, Birgitte Milling Peter. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäts-Verlag, 2007.

Chavez, Elisa. "The change equation| A correlation study of status quo bias in managers." Thesis, University of Phoenix, 2016.

The purpose of the research study was to predict managerial resistance to status quo bias given the presence of dissatisfaction, vision, and a process outlined for change in the environment. According to the 79 participants surveyed in the study, dissatisfaction, vision, and a process outlined for change provided a statistically significant model for predicting manager resistance to status quo bias for the sample studied. Leaders may be able to use the results of the study to determine manager readiness for change. However, at best the study found only 45.3% of the reasons that predict managerial resistance to status quo bias, providing an opportunity for future researchers to validate empirically other factors that may predict manager resistance to status quo bias.

Milam, Ron. "Manager influence on collaborative change initiatives." Thesis, Pepperdine University, 2014.

Ensuring all residents in Southern California have access to healthy food is one of many examples of an issue too complex and challenging for any one organization to change on its own. More and more, organizations work in collaboration and designate individuals to manage these collaborative change initiatives. This research uncovers the specific influence managers of collaborative change initiatives have in shaping positive outcomes for the collaborations they serve. Based on interviewing 11 managers and funders from six leading collaborative change initiatives, there are two contextual ways in which managers influence collaboration: their position itself carries influence and their ability to navigate the collaborative context they operate in. The main findings of this research share five key ways in which managers influence the collaborations they serve: their own personal characteristics and skills, the relationships they cultivate, the membership they support and empower, the processes they manage, and the culture they shape.

Higdon, Lora Elizabeth. "Change management for small business leaders." Thesis, Pepperdine University, 2016.

Small business owners face challenges associated with leading change, and many times lack the necessary resources to manage it properly. The purpose of this descriptive qualitative study was to determine what challenges leaders of small businesses face in managing change, what strategies and practices those leaders employ, and how the leaders of small businesses measure success in managing change. This study also determined what advice leaders of small businesses would suggest for managing change. Four research questions were created to assist with this process, and 13 semi-structured interviews were conducted in various cities throughout the state of Michigan. The participants were small business owners of privately held American companies that had been in business for a minimum of 5 years. Twelve interview questions were asked to answer the 4 research questions. Many themes emerged. Some of the challenges that participants face while managing change are resistance to change, communication issues, lack of confidence, lack of resources, lack of knowledge/experience, absence of strategy, conflicts of interest, and lack of emotional intelligence. The participants shared many different strategies for successful management of change and also offered their lessons learned over the years. The main overall theme presented by all of the participants in this study was the importance of knowledge and experience for management of change in small businesses.

Tluchowska, Malgorzata. "Management of group processes during organisational change /." [St. Lucia, Qld.], 2002.

Huising, Ruthanne. "The pursuit of organizational change : becoming and being an agent for change." Thesis, Massachusetts Institute of Technology, 2008.

Ip, Pui-lam Stephen. "The strategic role of airline revenue management systems and the importance of change management /." Hong Kong : University of Hong Kong, 1997.

Vitale, Dean C. Armenakis Achilles A. "Organizational change recipients and choosing an opinion leader a mixed methods investigation /." Auburn, Ala, 2008.

Walford, Bernard. "Evolution of a project organisation in a client authority." Thesis, Hong Kong : University of Hong Kong, 1989.

Paulsen, Neil. "Group identification, communication and employee outcomes during organizational change /." St. Lucia, Qld, 2002.

Smith, A. B. (Riana). "Change dynamics within project management an assessment tool /." Pretoria : [s.n.], 2007.

Sampath, Raj. "Exploring Organizational Change through an Understanding of Intrapreneurship." ScholarWorks, 2017.

Taylor, Eileen. "Leading organizational change in higher education." Thesis, Indiana Wesleyan University, 2015.

Leaders are frequently required to lead change due to mergers, expansions into new markets, and new initiatives to enter global markets compounding the need for change leadership. Frequent change is more the rule rather than the exception. Change is more needed today yet a poor result from leading change can adversely impact a leader's influence. How does a leader know when to lead a change initiative or when to take the easier route and simply stay with the status quo?

An in depth study of what appeared to be a very risky and highly successful organizational change initiative was thought to possibly shed light on answering these difficult leadership questions. This inductive qualitative case study discovered a university that achieved a successful, sustainable organizational change. The leader overcame the organizational change odds of one-third to two-thirds of the outcomes are often unsuccessful (Beer & Nohria; Bibler; as cited in Gilley, Dixon, & Gilley, 2008). "The rate of failure to deliver sustainable change at times reaches 80–90%" (Cope as cited in Gilley, Dixon, & Gilley, 2008, p. 153).

The leader in the private university organization in the Midwest that led the successful organizational change was inspired by his personal vision. He did not lead change using a theoretical framework. He was successful in persuading the board to authorize implementation of his vision. The president established goals to lead the way for workers to help achieve the organizational change. He effectively communicated his vision and goals and met resistance due to the status quo. The president overcame the challenges of status quo, and the successful organizational change resulted in an effervescent campus environment with record breaking-fundraising. Regardless of the type or size of the major change, organizations that seek to make change may glean insights from this study of how leaders of one organization approached significant change.

Phillips, James Edward. "Effects of Change Valence and Informational Assessments on Organizational Readiness for Change." ScholarWorks, 2017.

Wile, Kristina. "Theories of organizational change--a system dynamics perspective." Thesis, Massachusetts Institute of Technology, 1994.

Mahoney, James Scott. "Clipped wings : management discourses during organisational change at Australia's Civil Avilation Authority /." Canberra, 2007.

Davis, Carolyn D. "Organizational innovation the role of top management in different stages of innovation implementation /." Diss., Available online, Georgia Institute of Technology, 2004:, 2003.

Kubheka, Praise-God Ntandokayise Mandla. "Factors influencing employee engagement during change." Thesis, Nelson Mandela Metropolitan University, 2015.

Tonaszuck, David M. (David Michael) 1966. "The impact of leadership on systematic organizational change." Thesis, Massachusetts Institute of Technology, 2000.

Mgquba, Nolukhanyo. "Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa." Thesis, Cape Peninsula University of Technology, 2017.

Skordouli, Rosemary. "Operationalisation of strategic change in business schools identity deconstructing and integration management /." Thesis, Available from the University of Aberdeen Library and Historic Collections Digital Resources, 2009.

Self, Dennis R. "Assessing the management of readiness an empirical examination using a mixed-methods approach/." Auburn, Ala., 2005.

Gowdy, Daniel Troyce. "Serving change| Understanding the efficacy of servant leader behaviors to influence follower commitment to organizational change." Thesis, Indiana Wesleyan University, 2016.

Leading successful organizational change is central to an effective leadership approach. Servant leadership with its emphasis on follower growth and development, may be beneficial for organizational change. This study added to the understanding of servant leadership and commitment to organizational change by surveying participants ( n = 244) of a large non-profit specialized healthcare organization implementing an electronic medical records system to assess if perceived servant leader behaviors correlate with followers’ attitude toward change. This study utilized Winston and Fields’ (in press) Essential Servant Leadership Behaviors (ESLB) scale to assess servant leadership’s ability to predict follower commitment to change mindset and interaction time with supervisor as a mediating mechanism. The survey results showed ESLB was found to be a statistically significant but weak positive predictor of affective commitment to change and a statistically significant but weak negative predictor of continuance commitment to change. The results showed evidence that servant leadership behaviors are appropriate for not just maintaining status quo but are also influential during disruptive times of organizational change. No significant relationship was found between ESLB and normative commitment to change. Interaction time with supervisor was not a mediating variable between ESLB and follower commitment to change.

Herbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory." Menomonie, WI : University of Wisconsin--Stout, 2005.

Sewell, Martha H. "The organizational change process analysis through two case studies." Thesis, Massachusetts Institute of Technology, 1985.

Nilsson, Towe. "A Transparent Agile Change : Predicting a Transparent Organizational Change from Change Recipients’ Beliefs and Trust in Management." Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2020.

DeLay, IV Hardy L. "Leadership Strategies for Developing and Implementing Organizational Change." ScholarWorks, 2017.

Lee, Yiu-kuen Louis, and 李耀權. "Organizational change in Customs and Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992.

Frew, Michael K. "Managers' experience of organizational transformation /." Full-text version available from OU Domain via ProQuest Digital Dissertations, 1994.

Martin, Graeme. "Exploring the links between strategic change and organizational outcomes." Thesis, Abertay University, 1999.

Novitskaya, Anna, and Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project." Thesis, Umeå universitet, Företagsekonomi, 2014.

Mantashe, Lunga Xolisa. "Understanding change and implications of divisional management model (DMM ) in a merged multi- campus University in South Africa." Thesis, University of Fort Hare, 2014.

Britton, Leola. "An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation." Thesis, Nelson Mandela Metropolitan University, 2010.

Paul, Gary William. "Strategies to create a post-merged organisational culture conducive to effective performance management." Thesis, Nelson Mandela Metropolitan University, 2011.

Scott, Kristoffer, and Tasmin Hoque. "Ideella organisationer och den lärande funktionen : En fallstudie av KFUM Sverige." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2016.

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Dissertations on Change Management

Change management concerns preparing, supporting and helping organisations, teams and individuals in adopting new processes, systems, or ways of working in order to reach desired outcomes.

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Change Management

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