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1
Kebrlová, Linda. "Change management." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75417.
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This diploma thesis is focused on Change Management, for which I used translation "správa změn" in my thesis. The diploma thesis includes a proposal for solution of Change Management, which is based from elements of RUP (Rational Unified Process), and methodology and CMMI (Capability Maturity Model Integration). In the first chapter, entitled Software requirements, there are at first defined basic concepts related to Change Management. The chapter includes the definition of software requirements and specification of different types of requirements. Then it focuses on sphere of Requirements Management, involving Change Management. Next part of chapter includes improving of existing processes, which can be used for change-oriented processes. The following section introduces the basic characteristics of RUP methodology. At first there are described its basic features, best practices and elements of methodology. The following there are described the components and procedures of specific discipline Configuration and Change Management. A separate part of thesis is also focused on the the presentation of the CMMI model. In the charter, which is devoted to this model, there is a definition of basic concepts. Then there is description of the model, the various components and method of improving in CMMI model. In the following section is a description of the Change Management in the CMMI model. The final part tries to evaluate the Change Management in concept of the RUP methodology and CMMI model. It also focuses on aspects of integrating these two areas. I try design solution of Change Management based on analysis of available information. This solution is the main aim of my thesis.
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Clarke, Angela. "Improving the change management process : executive summary." Thesis, University of Warwick, 1998. http://wrap.warwick.ac.uk/4178/.
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As external factors increasingly influence the way businesses operate, companies have to be able to adapt in order to cope with these external influences. They have to become agile and responsive to change in order to gain a real competitive advantage. However, most companies believe that they are unable to achieve this to their satisfaction. One of the main reasons cited is their inability to manage change effectively. The research summarised in this report identifies how the process of managing change can be facilitated and improved. It builds on the main concerns and issues identified in the change management literature and is supported with evidence from companies undergoing change. The research focuses, in particular, on best practice benchmarking, critical success factors for change, the role of corporate culture, understanding learning organisations and how to sustain change. Based on these research areas, two major developments are proposed to help organisations to manage change more effectively. The first method focuses on a benchmarking tool for change management. Formed from the actual practices of organisations who have managed change effectively, the tool provides a quantifiable way for companies to measure and improve their performance in change management. Its successful implementation in a number of different applications and levels, as demonstrated in the research, suggests that it could provide significant benefits to any organisation undergoing change. The second method focuses on sustaining long term successful change management, through more effective capture, sharing and transfer of knowledge within a company. This is known as corporate learning. A corporate learning framework, based on best practice, is proposed as a way forward for organisations to ensure that a holistic approach is taken when implementing corporate learning. Used correctly, these innovative methods provide mechanisms which can help any company undergoing change to improve the way in which it manages that change.
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Terblanche, Thersia. "Change Management in a biopharmaceutical company." University of Western Cape, 2020. http://hdl.handle.net/11394/8003.
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Magister Pharmaceuticae - MPharmThis study aimed to review the change management implemented in a Biopharmaceutical company in Cape Town in the light of existing literature on change management theory. Three main constructs were identified: process of change, readiness for change and climate of change. A quantitative pencil-and-paper survey were used to explore and describe employee experience of the change management process within a single department of a biopharmaceutical company in Cape Town. Cronbach alpha coefficient confirmed internal reliability (α = 0.94) of the questionnaire constructs. Employees across all ages reported average scores for all constructs (M ≥ 2.5 < 4), indicating a similar experience regardless of age. A medium-strong positive correlation (p < 0.01; r = 0.49) was observed between process of change and climate of change.
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Obidallah, Waeal. "Business Process and Service Change Management in Service Oriented Virtual Organizations." Thèse, Université d'Ottawa / University of Ottawa, 2013. http://hdl.handle.net/10393/30199.
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Service Oriented Virtual Organizations (SOVOs) business processes and services are subject to change to meet the internal and external requirements of the competitive, complex and rapidly changing environment they operate in. More practical and efficient ways of change management are needed to allow different partners to initiate changes to their business process and services in a faster and user-transparent manner.
This thesis proposes a Change Management Framework for service oriented virtual organizations including a structural and a procedural framework. The structural framework categorizes changes in the SOVO into three layers of change; which include the value network layer, the collaborative process layer and the service providers’ layer, and identifies the impact of change on each layer. Furthermore, the structural framework identifies various triggers of changes which eventually lead to actions taken at the three layers.
The change management procedural framework is derived from the ITIL V3, ECM and ECOLEAD best practices and recommendations, customized to fit the SOVO change requirements. It provides different components including the six layers for change processes, change control, change actors and related management processes. The change management procedural framework provides a sequence of steps and methods that the SOVO and its participated organizations can follow in initiating changes to their business processes or services.
We design an implementation architecture and a prototype for building the change management console which enables the SOVO change management participants to initiate, assess, collaborate, monitor and authorize changes. The prototype is developed to realize and validate the change management process of change in the SOVO environment. We employ the various capabilities of the IBM Business Process Management (BPM) (including its recent Web 2.0 capabilities) to increase the collaboration between partners in the process of change. We demonstrate that the proposed solutions facilitate and enhance the process of change by effectively engaging the SOVO partners in the process of change.
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Jones, Norma J. "Emergency nurses leading change implementing a new triage process using a traditional change management model." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape9/PQDD_0006/MQ41832.pdf.
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Haid, Josef. "Change Management zwischen Business Process Reengineering und organisationalem Lernen /." [Zürich] : [s.n.], 2004. http://aleph.unisg.ch/hsgscan/hm00151051.pdf.
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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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Rivers, Oneeka Rena'. "Change Management Implementation Strategies for Small Businesses." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7729.
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Most organizational change initiatives fail because managers lack effective change management strategies. The purpose of this single case study was to explore change management strategies that outpatient care facility managers used to positively affect process improvements. The population consisted of 6 managers who completed change initiatives at a military, outpatient medical facility in Texas and 6 of their team members. Data were collected using semistructured interviews and organization documents, then analyzed based on the conceptual framework of Lewin’s change theory. Rowley’s 4-step process for analysis—organizing; getting acquainted with; classifying; coding and interpreting; and presenting and writing up the data—was used to identify 4 major themes through data saturation. From the data analysis, the following strategy themes emerged: building effective teams, establishing the foundation for the change, communicating throughout the change process, and solidifying the change. Managers in the healthcare industry can use the findings of this study as a guide to improve the outcomes of their process improvement initiatives by implementing the strategies provided by the manager participants. Thus, the findings of this study may be used to affect positive social change to improve patients’ quality of healthcare and community healthcare outreach programs through increased efficiencies and reduced expenditures.
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Ford, Matthew W. "A Model of Change Process and Its Use in Self-Assessment." University of Cincinnati / OhioLINK, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=ucin971877445.
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Wongthipkongka, Nitida. "Implementing change through a supplier evaluation process." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59188.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2010.Cataloged from PDF version of thesis.
Includes bibliographical references (p. 75-78).
With increased global competition, companies find that they must adjust and adapt to a supply chain model that incorporates more strategic suppliers. Pratt & Whitney, a division of United Technology Corporation, is no different as it seeks to streamline selection of suppliers to satisfy their business and manufacturing needs. In addition to improved product costs, low cost sourcing also expands its global footprint as emerging markets, such as China and India, continue to grow at phenomenal rates compared to Western markets. This research focused on development of a supplier evaluation process for Pratt & Whitney to meet its business goals. This introduces a change to the way that the company has historically operated. The first focus is to understand how to implement change within the company setting by introducing a formal supplier evaluation process. The second is to understand develop and refine the process to be utilized within Pratt & Whitney. This thesis focuses first on how to implement change within a company. The existing culture of the company must be evaluated to determine the approach to be taken. Within Pratt & Whitney's culture, research indicates that support from management and key influential personnel within the company are critical in producing a true change in the way the company conducts itself. Three different case studies are discussed that highlight the impact of this support on the successful implementation of change within the corporation. Secondly, this thesis researches the design and development of the supplier evaluation process. The most important aspect is to interview and listen to the needs of the customer. The success and failure of the system rests on being useful, intuitive, and simple. Through constant feedback, the tools were continually improved. In addition, information technology can be an enabler for business processes. With a well-designed system, IT can provide a secure, robust, scalable system for use in large corporations, like Pratt & Whitney.
by Nitida Wongthipkongka.
S.M.
M.B.A.
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Balogun, Julia. "The role of obstructing and facilitating process of change." Thesis, Cranfield University, 1998. http://hdl.handle.net/1826/3794.
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There are a growing number of rich, qualitative studies investigating patterns in the
development of strategic change. These reveal that it is not possible to understand the
incremental and emergent nature of strategic change in organisations without
recognising the impact of micro organisational political and social processes. However,
few studies set out to explore in depth the implementation of a particular strategic
change initiative to examine how these micro processes affect the way the
implementation develops through time. This thesis uses a longitudinal real-time case
study of a planned strategic change implementation to do this. It examines how
facilitating and obstructing processes developed during the implementation, and how
these interacting processes affected the way the implementation progressed, from the
perspective of middle managers as change recipients.
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The findings show that during intended change implementation, the planned
interventions put in place by senior managers as they intentionally try to carry out
change also lead to the development of emergent facilitating and obstructing
processes. A sensemaking perspective is adopted to show how these emergent change
elements arise from recipient interpretations of the planned change interventions. A
theory of mediation is proposed to account for the findings. However, the
contribution of the research is not to do with the identification of the centrality of
sensemaking processes during change. It is an empirical study which draws on existing
theories on sensemaking to show how recipient sensemaking contributes to both
intended and unintended change outcomes, thereby providing fresh insights into how
and why change implementation becomes an emergent and incremental process.
The thesis has four main parts to it. The first part deals with the research background
and methodology; the second part the research site context and, the ethnographic stories
of change; the third part the findings and theory development; and the last chapter the
theoretical and practical implications of the research findings.
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Sewell, Martha H. "The organizational change process analysis through two case studies." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/15324.
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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1985.MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.
Bibliography: leaves 149-155.
by Martha H. Sewell.
M.S.
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Greminger, Rebekka. "The significance of middle management in the change implementation process." Thesis, University of Oxford, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368819.
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Counsell, R. D. "Synchronous management of change to product, process, performance and people." Thesis, University of Warwick, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.415988.
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Corbeau, Jérémie, and Jānis Sijāts. "Implementation of a change process within Smaland Airport." Thesis, Växjö University, School of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-830.
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Abstract
Change process in the company nowadays is one of the main factors, for sustainable growth and development in the market. Moreover, a change process should be dynamic – the company should take into consideration many factors; not only the ones happening inside the organization, like education of the employees and their motivation, but also the processes outside the organization – change in the environment, new requirements from the state, and competition. In this thesis a company that faced a change process, due to a changing environment, is analyzed.
Smaland Airport is a small airport located in southern Sweden, five kilometers outside Växjö city. Because of its geographical location it plays an important role not only in the city but in the whole region. The airport was used by 170 000 passengers in the 2005, and the situation is improving. But that is not even close to the 270 000 passengers in year 2000. [56., 14]. What happened?
On the 11th of September, 2002, a lot of people all over the world saw on their TV screens the events in New York that changed the world forever. One of the industries that faced the most radical changes was the airline industry, along with the airports. If airlines could choose other routes, lower prices, or fly to different airports, then airports had a small, if any, possibility to change, so they had to adapt to the new situation and use the changes as an opportunity.
Smaland Airport, previously known as Växjö Airport, felt these changes almost immediately. In 4 years they lost almost 50% of their customers. [56., 14]. Big airlines (like SAS) withdrew several flights immediately after 9/11. The future of the airport was very unclear. Everyone in the airport understood – if we are not going to change our strategy on how to earn money (airport taxes), then our future will be like the other airports in our region, which were already closed down (the airport is a state-owned company, which is financed by the state in case of financial losses).
Jan Fors, the managing director of the airport, decided to change Växjö Airport into a well-known brand, which would offer clients more services. The name of the airport was changed to Smaland Airport (Småland – region in southern Sweden), therefore emphasizing the airport’s role in the whole region. Now negotiations have begun with Ryanair about further cooperation, which, unfortunately have been stopped because of the unclear situation regarding the Swedish government’s decision about extra environmental taxes for each ticket (approx. 100 Swedish crown or 11 Euros). The airport has also opened direct charter flights to several European destinations, and has signed an agreement with SAS for about 5 flights per day to Stockholm, which is an impressive number for a small city like Växjö. The airport is also attracting new companies, like car rental companies, tourist agencies, and advertising agencies.
A lot of changes have also happened inside the company – the number of employees has been reduced, but extra employees have been hired for the marketing department. Some employees had problems understanding the necessity of change. They also had trouble with having more freedom to put their ideas into action while keeping in mind that it should bring profit for the whole company.
This thesis will mainly analyze the internal changes at the Smaland Airport, and will concentrate on finding the problems which are stopping the development of the company. Of course, external factors also will be taken into consideration. This thesis has been written using the qualitative approach, comparing the existing situation with theory and then drawing the appropriate conclusions. Finally, the current situation is compared to that of the year 2002.
To get a whole picture about the change process in Smaland Airport, interviews were used as the main source of information; the reader can get acquainted with the whole text of them in the appendix. Interviews were made with the people working in the airport (like the managing director and managers), people working for the airport (security, cafeteria), as well as the owners of the airport (city council). Therefore the author has tried to obtain the information about the issue and people’s perception about change from as many points as view as possible.
In addition to the interviews, information is also obtained from the airport’s internal materials (intranet, presentations, statistics as well as yearly overviews), as well as materials about the airport (internet, information in the newspapers). In this thesis there are 103 pages, 15 figures and 2 attachments.
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Foli, Matilda. "nalysing Change Resistance to an Information Systems-Supported Process in a South African Public Hospital." Master's thesis, Faculty of Commerce, 2019. http://hdl.handle.net/11427/31219.
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Introducing technological change to an organization’s normal processes can potentially bring about positive or negative results, depending mostly on the manner in which the change was facilitated and integrated into the organization. However, very little research has been done on information technology (IT) investment among hospitals, its effect on the personnel, as well as how it influences patient care and financial performance. Consequently, little is known about users’ resistance to new technologies and the precedents of technology rejection in healthcare. Therefore, this study seeks to fill the gap of understanding South African hospital staffs’ perceptions towards change, caused by introducing an information system into one of the hospital’s daily processes. Where resistance towards change is identified, the study aims to understand the reasons behind such resistance. Finally, it aims to find appropriate intervention strategies to deal with and minimize resistance. In doing so, the study seeks to contribute to the body of research regarding change resistance to information systems in public South African hospitals. By adopting a descriptive and exploratory interpretivist paradigm, in conjunction with an inductive approach, the study aims to get a better understanding of hospital staffs’ perceptions through shared meaning. The study adopted a case study research strategy, as it affords the researcher the opportunity to participate in the study, and as such contributes to the subjective interpretation of the findings. Data was collected using a mixed method approach, and was used to describe the difference between the current and proposed process. In addition, it was used to explore the reasons for change resistance to information system-supported change, and to explore methods of successfully introducing change to tertiary public hospitals in South Africa. Fourteen participants (7 medical interns and 7 ward clerks) who were directly involved in the process being studied, were interviewed. Two other participants (the head of the pharmacy and the patient flow manager), who were indirectly involved in the process, were interviewed, to verify the observed and mapped process. Interview data was analyzed qualitatively, firstly through coding techniques before using sentiment and thematic analysis. While the mapped process followed Business Process Modelling Notation conventions. In addition to a mapped proposed process, a change resistance conceptual model was developed from a conjunction of the findings and extensive review of literature. The conceptual model asserts that five main factors contribute to change resistance: unclearly defined duties; fear of job security and technology usage; years of service; resource availability and resource mismatch; as well as insufficient training resulting from the lack of a learning culture. These factors can be moderated by: the existing state of affairs referred to as status quo; management involvement; and communication. The conceptual model can be used to better understand the causes of change resistance, as well as how to minimize change resistance and successfully introduce change into a health organization. Change agents should aim to understand the status quo that exists in the organization and find ways of incorporating that into the change process. Furthermore, management should aim to involve and communicate with all affected stakeholders during a change process. This research has provided a better understanding of hospital staffs’ reactions to change, their reasons for resistance, and ways to minimize change resistance while successfully introducing change into a health organization.
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Kohorn, Adam B. (Adam Benjamin) 1971. "Influencing process and cultural change in the aerospace industry." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/31081.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.Includes bibliographical references (p. 69).
Aerospace equipment manufacturers have expressed considerable frustration with the lack of success in implementing process and cultural change initiatives within their organizations. The objective of this report is to offer more successful methods of designing and executing change initiatives in the aerospace industry. This report provides an analysis of three particular change initiatives in execution at Pratt&Whitney Aircraft at the time of this writing. The successes and failures of three initiatives are analyzed and compared in the context of the major barriers to change faced by the industry. The arguments made in the discussion and in the following conclusions suggest that success depends on the application of entrepreneurial marketing and negotiations theories: 1. Solving a quantifiable, pressing source of pain for the customer 2. Results selling by providing a solution versus solely a technology 3. Focusing on a single customer with the budget and power to employ the new technology 4. Understanding the positions and interests of the parties involved 5. Establishing a bargaining range when faced with resistance 6. Enabling a give and take of concessions and tradeoffs in the bargaining process.
by Adam B. Kohorn.
S.M.
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Heaven, Michael. "Change management: a grounded-theory case study of a large organisation's efforts to introduce a new system of personnel performance management." Curtin University of Technology, School of Education, 1998. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=15673.
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This is the report of a study into educational change. The purpose of the investigation was to observe and analyse an example of a system-wide policy change through an intensive and disciplined case study, in order to develop a theory about the implementation of a particular change process and use that theory to account for the way the observed change process proceeded. Although change and how it was achieved in a large, complex bureaucratic organisation was the primary focus for theory development and understanding, the role of the management personnel in the change process was also of interest. The introduction of performance management (in particular, promotion-by-merit within the Western Australian Ministry of Education) was the change example under consideration. In contrast to the traditional way-of-studying-educational change, the present study adopted a participant observation case study using a grounded theory approach (Glaser and Strauss, 1967), because of its use in a previous study (Heaven, 1987) and in addition, the literature review indicated a lack of grounded theory studies in this area. Grounded theory is not the only methodology which can generate theory grounded in the data. However,it does ensure that a well-connected and comprehensive theory will emerge and that the theory which does emerge will be clearly and demonstrably grounded in the data from which it derives. Seven major factors or categories were identified from this grounded theory study. These factors included values, antagonists, ethos, infrastructure, equivocation, communication and culture. Five models of change were developed.The first model was developed by analysing the literature using grounded theory methodology as a metaphor and the literature was mapped in a way which had not been done before. The result was the identification of eight 'categories' of findings in the literature,which, taken together, constitute an emergent sense of a 'theory' of educational change. The second and third models focused on the implementation of the specific policy change examined. The fourth and fifth models were developed as generic models of change implementation which, it is suggested, may be applicable in varying degrees to other comparable change implementation situations. The five models developed in this study provide managers with relatively simple ways of conceptualising a complex process- and provide a set of reference points or stages for action. Recommendations for further research include the application of grounded theory methodology to the totality of the literature on educational change, further investigation of the role and importance of an organisation's culture and its values in the implementation of change, and further study of the role played by illusions in the change implementation process.
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Hambleton, Linda Mary. "Change in organisations : identifying sources of resistance to change and exploring the impact of the consultancy process used." Thesis, University of Hertfordshire, 2001. http://hdl.handle.net/2299/14058.
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The aim of this research is to identify sources of resistance to change in organisations and to explore the impact of the consultancy process used to bring about change through the authority structures of organisations. The research was conducted using a process consultancy model with a focus on the process of how to bring about change rather than what the change will be. The model is based on an action research method and applies principles from psychoanalytic and systems theory. The guiding theory for the research was that a psychological source of resistance to change is that people use the social system in organisations as a defence against anxiety (Jaques, 1955, Menzies, 1959, Miller & Gwynne, 1972). The first research case study involved a group of employees in the National Health Service (NHS). Evidence from the cases study was used to identify conscious and unconscious sources of resistance to change and to build on the guiding theory that the social system was used as a defence against anxiety. It emerged that there were four different ways that people responded to change, which ranged from a 'sycophant' to a 'saboteur' response. People also had different levels of learning during change, ranging from 'resistant to learning' to 'internalised learning'. There was evidence that the existential primary task, i. e. the meaning that people have in their work life, can be a source of resistance to change. Two new working hypotheses were subsequently developed from these findings, which were explored further in a Bank case study. These are firstly that the existential primary task can also be a source of resistance to change and secondly that the process consultancy model can help to a) identify and understand how people respond to change; b) identify situations when the existential primary task can be a source of resistance; and c) develop people to reach a level of internalised learning. These working hypotheses were developed further based on the findings from both case studies. The conclusion is that the social defence system and the existential primary task can both be psychological sources of resistance to change. Two models were developed from the findings. One to represent a Continuum of Responses to Change and the other to represent the Dimensions of Responses to Change, which relates to an individual's capacity for personal change, their level of support for change and their response. Finally, the application of these conclusions to develop the process consultancy model and ideas for further research are discussed.
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Apostolopoulos, Charalampos. "Risk assessment for change management within project management : a hierarchical model process approach." Thesis, City University London, 2015. http://openaccess.city.ac.uk/15015/.
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The field of modern project management is not new, and what seems to have changed over the past decade is the evolution of techniques applying theory into practice. This had as a consequence for the need to standardise and structure different processes of project management, in a detailed, documented and formal manner. On the other hand, change management seen as an integrated process within project management is a rational process for exploring decision and behaviour alternatives in an attempt to realign the course of ‘derailed’ deliverables due to change and ensure project success. However, models contained in such frameworks often lack formal semantics and clarity; generally fail to address and assess organisational change management risk reasoning, in a rather detailed way as they do for the majority of the project management processes. Since, uncontrolled changes might have an effect on the projects’ success, it is vital to assess the probability of materialisation (risk) of success before the decision is made and whether to proceed with the change or not. For example, if the change dramatically increases the risk of failure then it is logical to assume that avoiding that implementation is the right decision. Ideally, a change or consequence based upon a decision should have a low impact and a fairly high level of predictability. This research, takes the challenge to propose a novel modelling approach, which will contribute significantly to the missing formality of business models especially in the change risks assessment area. The introduction of Change Risk Assessment Model (CRAM) allows the identification and definition of speculative relationships, between change risks in the form of hierarchical risk tree analysis. Overall, the method is dynamic and flexible enough that can be tailored to various project requirements, taking into account significant environmental risk factors which influence project deliverables. Project success is a key objective for today’s organisations; professionals can make use of a new methodology for risk assessment, compatible with project management frameworks which currently seems to be missing from literature. Project management methodologies are not a panacea against project failure; nevertheless, CRAM can be regarded as a comprehensive modelling approach which combines both quantitative and qualitative risk criteria analysis in decision making processes.
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Ginige, Jeewani A. "Change impact analysis to manage process evolution in web workflows." View thesis, 2008. http://handle.uws.edu.au:8081/1959.7/32727.
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Thesis (Ph.D.)--University of Western Sydney, 2008.A thesis submitted to the University of Western Sydney, College of Health and Science, School of Computing and Mathematics in fulfilment of the requirements for the degree of Doctor of Philosophy. Includes bibliographical references.
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Kubíček, Milan. "Metody a způsoby řízení projektů zaměřených na Change Management." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-72118.
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The thesis is dedicated to management of projects that focus transitional and transformational changes in organizations. The theoretical part of the thesis covers terminology and definition of change management. Project and change management dependencies are defined. Consequently, Prosci change management methodology, Kotter's 8 Steps for Leading Change and GE Change acceleration process are analyzed. Finally, a methodology for practical part of the thesis is selected. Practical part includes description and usage of most frequent CAP tools as well as a case study. A real change project is described and evaluated from CAP methodology perspective.
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Odoh, Mc-Chester O. "Data Conversion: An Investigation of Management Role in the Change Process." NSUWorks, 2003. http://nsuworks.nova.edu/gscis_etd/755.
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Ellerker, Simon Christopher. "Continuous change, process and performance improvement : a holistic systems perspective." Thesis, University of Salford, 1998. http://usir.salford.ac.uk/26659/.
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The business market of today is much more complex than it has ever been before, making it much more difficult for businesses to not only enter the market place, but to also survive and compete successfully against rival firms. The relatively recent pressures of rapid technological development, changing markets and market forces, as well as the fast-paced dynamic nature of the individual markets themselves, all demand that organisations change and adapt on a continuous basis. Various approaches to change and continuous improvement that currently exist within available literature, all of which suggest different methods for changing and improving an organisation. The available literature was used to create a comprehensive implementation program/methodology that guides organisations through the process of change and improvement. This change and improvement program was then tested within several case study organisations within the North West of England. The selected case study organisations represent a cross-section of industries: world class organisations, who have been recognised for their excellence through Excellence North West (an independent organisation that audits companies using the European Foundation Quality Model - EFQM - refer to appendix Q); organisations that plan and either succeed or fail and finally organisations who do not formally plan for change/improvement and who either succeed or fail. The conclusions of the case study research show that organisations could make use of an holistic implementation guide to help them manage the change and improvement process. The implementation program developed from best practice and theory provides an original holistic systems approach that has proven itself to be a robust methodology within several companies in the North West, through its convergence with company best practice. The originality stems from the implementation process which was developed by the author, from the various approaches available in current literature, and from the fact that it combines strategic organisational change management with continuous improvement - a need identified by Choi (1995). Further work and testing of the implementation program would be required to determine if it is generic.
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Myllykoski, J. (Jenni). "Strategic change emerging in time." Doctoral thesis, Oulun yliopisto, 2017. http://urn.fi/urn:isbn:9789526215426.
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Abstract In this study, I address the need for an in-depth understanding of the temporal nature of strategic change. Accordingly, I examine how strategic change emerges in time in a small Finnish software company. The data for the study consists of strategy-making discussions with three company managers during the course of two years. With this study I contribute to process organization studies in general and post-processual strategy research in particular. By following a process-relational view of becoming reality and adopting an “in-time” view of temporality, I add to discussions on the temporal nature of strategy work. The in-time view enables me to examine strategic change as the fluidity of the present, in which both the past and the future are immanent. In addition to highlighting that processuality cannot be reduced to human actions, I follow the notion of agentic time, which analytically gives agency to relational events. With the in-time view, I aim to unpack especially two underlying tendencies behind theorizations of strategic change: first, the overemphasis on managers as the principle, controlling agents of strategic change, and second, the reduction of the complex and fluxing change processes into simple, static models. With the empirical analysis, I identify five ways in which the agency of time perceptibly manifests in strategic change: unforeseen events, the becoming meaning of events, the immediacy and irreversibility of an emerging situation, the immanent past in the present, and the conditionality of time. I also show the paradoxical tension between organizing processes efficiently over time and experiencing and reacting to novel events in time. Furthermore, I illustrate the multi-event nature of strategic change and show how the managers’ intentionality emerges from within relational events. In contrast to the prevailing view of strategic change as a pre-planned, future-oriented managerial activity, with this study I add to our understanding of strategic change as a continuous, unpredictable process emerging through the mutually constitutive relation between unowned events and human actions. Accordingly, I argue that temporality should be treated as a fundamental characteristic of reality, which defines the dynamics of strategic change, rather than as an objective background or subjective construction of strategy-makingTiivistelmä Tällä tutkimuksella vastaan tarpeeseen ymmärtää syvällisemmin strategisen muutoksen ajallista luonnetta. Sen vuoksi tarkastelen tässä työssä, miten strateginen muutos kehkeytyy ajassa pienessä suomalaisessa ohjelmistoyrityksessä. Tutkimusaineistoni koostuu yrityksen kolmen johtajan kanssa käydyistä strategiakeskusteluista kahden vuoden ajalta. Tutkimukseni kontribuoi yleisesti prosessuaaliseen organisaatiotutkimukseen ja erityisesti jälkiprosessuaaliseen strategiatutkimukseen. Tuon tutkimuksessani esille ajallisuuden näkökulman muutosprosessiin. Seuraan prosessi-relationaalista aikakäsitystä, jossa menneisyys ja tulevaisuus nähdään läsnä olevina alati kehkeytyvässä nykyhetkessä. Sen mukaisesti korostan ajan agenttista luonnetta prosesseissa ja keskityn analyysissäni yksilöiden sijaan relationaalisiin tapahtumiin keskeisimpänä muutosvoimana. Tällä näkökulmalla pyrin ohittamaan erityisesti kaksi vallitsevaa strategiatutkimuksen ongelmaa: yritysjohdon roolin ylikorostamisen muutoksen hallitsijana, sekä monimutkaisen ja dynaamisen muutosprosessin liiallisen redusoimisen staattisiksi malleiksi. Tutkimuksessani tunnistan viisi ajan agenssin ilmenemismuotoa strategisessa muutoksessa: odottamattomat tapahtumat, tapahtumien ajassa muuttuva merkitys, elettyjen tilanteiden välittömyys ja peruuttamattomuus, menneisyyden läsnäolo nykyisyydessä, sekä ajan ehdollisuus. Lisäksi osoitan työssäni paradoksaalisen jännitteen ajan yli jatkumaan ja kehittymään suunniteltujen käytäntöjen, sekä ajassa kehkeytyvien hallitsemattomien tapahtumien kohdatessa. Korostan työssäni myös muutostapahtumien monitahoista ilmentymistä ja osoitan, kuinka johtajien tarkoitukselliset toimet muodostuvat tapahtumien sisällä. Tutkimuksellani kyseenalaistan käsityksen strategisesta muutoksesta suunniteltuna, tulevaisuusorientoituneena prosessina. Sen sijaan kuvaan sen jatkuvana ja ennustamattomana prosessina, joka kehkeytyy hallitsemattomien tapahtumien ja yksilöiden toimien sisäisenä dynamiikkana. Väitän, että ajallisuus tulisi nähdä todellisuutta luovana voimana joka määrittää strategisen muutoksen prosessuaalisen luonteen, eikä pelkästään tapahtumien objektiivisena taustana tai ihmisten subjektiivisena tulevaisuuden ja menneisyyden tulkintana strategiatyössä
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Křížová, Eliška. "Projekt zavádění změn v procesu change management." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162710.
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This thesis deals with the general mapping and describing the project of the implementation of changes in the process of Change Management in insurance company Česká pojišťovna with the final evaluation including a final report and analysis of important moments. From this project was obtained various outputs, which together with the final evaluation are compared with procedures reported in the theoretical background (IPMA;, Methodology of Project Management of Česká pojišťovna). The conclusion is devoted to determining the level of maturity of the Change Management process after the conclusion of the project. The thesis includes pictures, diagrams, tables and graphics processing data needed for clarity.
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Carneros, Louise, and Lovisa Wetterholm. "Livet efter sammanslagningen : En fallstudie om arbetssituationen efter bildandet av affärsområdet Stena Components." Thesis, Linköpings universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149428.
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Problematisering: Ungefär 70 procent av sammanslagningar och uppköp som genomförs runt om i världen lyckas inte nå sina uppsatta mål. Tidigare forskning har uppvisat en rad olika anledningar till detta, där förändringsarbetet har påvisats vara avgörande för tiden efter att sammanslagningen har ägt rum. Denna period benämns med begreppet PMI (post-merger integration) och syftar till att integrera tillgångar, arbetsuppgifter och personal från de verksamheter som omfattas av sammanslagningen. Problematiken som uppstår under dessa perioder har till stor del visat sig bero på mänskliga faktorer snarare än finansiella aspekter som företagsledningar kan visa ett större intresse för. Det är därför väsentligt att uppmärksamma hur både ledning och medarbetare upplever arbetssituationen, för att skapa förståelse av vad som kan vara avgörande inom förändringsarbete för en sammanslagnings efterföljande period. Syfte: Syftet med studien är att skapa förståelse av hur ledning och medarbetare upplever arbetssituationen, med avseende på förändringsarbete, efter en sammanslagning av två tidigare skilda verksamhetsgrenar inom samma koncern. Forskningsfrågor: Hur skiljer sig ledningens upplevelser från medarbetarnas? Vilka parametrar inom förändringsarbete kan vara avgörande för hur arbetssituationen upplevs av ledning och medarbetare efter en intern sammanslagning? Kunskapsbidrag: Efter studerandet av hur arbetssituationen upplevs i perioden efter en sammanslagning, kan studien ge en indikation på vilka aspekter som organisationer bör fokusera på under integrationsfasen för att lyckas sammanföra de involverade parterna. Slutsats: Studien har påvisat att upplevelser av arbetssituationen efter en sammanslagning skiljer sig mellan ledning och medarbetare. Detta har främst visat sig i synen på vad som anses vara möjligheter kontra utmaningar för organisationen samt synen på ansvarsfördelning. Gemensamma upplevelser har påvisats gällande samarbete, behov av kontinuerligt förbättringsarbete och förståelse för att förändringar tar tid. De parametrar som har fastställts vara avgörande inom förändringsarbete för hur arbetssituationen upplevs efter denna typ av organisatorisk förändring kan sammanfattas i uppföljningsarbete, engagemang, kommunikationsförmåga, mottaglighet, förändringsbenägenhet samt samarbetsvillighet och delaktighet.Problematisation: About 70 percent of all mergers and acquisitions do not reach their desired goals. Research has identified several reasons for this, and has shown that it is necessary to focus on the integration process after the merger. The time after the agreement has been closed between the two parties is referred to as post-merger integration (PMI), which includes the integration between assets, business activities and personnel. One reason why mergers fail in this context depends on human factors rather than financial aspects as the top management might focus on. Therefore, it can be crucial to observe how top managers and employees perceive their situation at work to create understanding of what factors within change management that can determine how the situation is perceived during the PMI-process. Purpose: The purpose of this study is to create understanding of how managers and employees perceive their situation at work during the post-merger integration process when two former differentiated business lines have been merged within the same group. Research questions: How do the perceptions differ between managers and employees? What factors within change management can determine how the situation at work is perceived by managers and employees after a merger? Contribution: To create understanding about change processes after a merger, this study can indicate what factors organisations should focus on in the post-merger integration process. Conclusion: This study shows that the perceptions of how the situation at work is perceived differs between managers and employees. The differentiated perceptions have principally been shown in the context of what can be considered as opportunities versus challenges and how responsibility is assigned within the organisation. Common perceptions have also been identified and these can be summarized in cooperation, ongoing improvement work and understanding of the fact that organisational changes take time. Regarding what factors within change management that can determine how the work situation is perceived, several have been revealed. These can be concluded in terms of follow-up, dedication, communication, susceptibility, willingness to change, cooperativeness and complicity.
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Jackson, S. "Development of a self-assessment model of organisation readiness for business process re-engineering." Thesis, Cranfield University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245551.
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Schulte, Jesko. "Sustainability Risk Management in Product Development Companies - Motivating Change." Licentiate thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17631.
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Both the ecological and social system are systematically degrading, resulting in decreasing capacities to support human civilization. Product development and manufacturing companies play a key role in driving society’s transition towards a sustainable path. Besides moral arguments, the motivation for companies can be expressed as a matter of smart risk management, i.e. avoiding threats and exploiting opportunities. Such sustainability risks can be related to, for example, brand and reputation, legislative change, or attracting top-talented employees. But, more importantly, it is about understanding changes that are inevitable on markets to come. Based on Maxwell’s interactive qualitative research approach and following the structure of the Design Research Methodology, this thesis aims to contribute (i) to knowledge by increasing the conceptual understanding of what sustainability risks are; and (ii) to practice by researching decision-support for how sustainability risks can be managed in a product development company context. The first study reviewed existing literature and identified characteristics of sustainability risks, which make them particularly difficult to manage. A following exploratory and descriptive study investigated companies’ current risk management practices and preconditions for sustainability integration. It showed that the effects of uncertainty from the sustainability transition need to be identified, assessed, and managed in relation to how they can affect objectives anchored in both internal and external stakeholder value creation. In parallel, the Framework for Strategic Sustainable Development was applied as a lens to understand the implications of the sustainability transition for company risk management. This resulted in a new definition, stating that sustainability risks are threats and opportunities that are due to an organization’s contribution or counteraction to society’s transition towards strategic sustainable development. A questionnaire study then investigated some case companies’ challenges and preconditions to build sustainability capabilities. Finally, a workshop method is proposed that aims to support design teams in early sustainable product development. Future research will leverage on the findings to develop and test decision support for how product development companies can manage sustainability risks on different organizational levels in practice to increase competitiveness, while taking leadership in the transition towards a sustainable society.
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Šebková, Kateřina. "Popis a analýza Change Managementu v Plzeňském Prazdroji, a. s." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-200181.
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This thesis deals with the Change Management issue and its use in Plzeňský Prazdroj, a. s. The paper briefly summarizes the basics of Change Management and it also describes types of changes , change process and some of Change Management models, of which the greatest attention is paid to the Kotter's eight step method. The aim of this work is to analyze the functioning of Change Management in Plzeňský Prazdroj from the perspective of the use of the mentioned Kotter's method and the communication of changes to employees. This objective was fulfilled through a questionnaire survey among employees affected by the change and through semi-structured interviews with project team members. The questionnaire and interviews questioned Change Management of two large projects implemented during past years in this company. The answers obtained from the questionnaires and interviews complemented each other . I found that the most neglected part of the change processes of these projects was post--implementation phase, which includes the change integration and anchoring. In the end of the practical part is the summary of key learnings and my suggestions for improvement.
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Baker, Philip. "Structural adjustment as a stakeholder-determined change management process : evidence from Jamaica." Thesis, University of Manchester, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.632638.
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A new formulation of structural adjustment is presented that stresses the institutionalisation of stakeholders' priorities, policy credibility, equity of impact during implementation, and the continuous renewal of national competitive advantage as major strategic objectives of corporate and national governance. This orientation dispenses with the conventional practice of applying a single orthodoxy to all settings, replacing it with a framework that incorporates the policy priorities of key in-country stakeholders together with other important social, economic, and political idiosyncrasies of a particular setting. A stakeholder-determined, context-dependent framework is used to analyse a case study involving the efficacy of efforts at improving macroeconomic management in Jamaica under a multi-year structural and sectoral adjustment programme. The result is an approach that offers the promise of connecting micro-level economic activity with macro-level performance as part of a wider strategic change management process.
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Vanqa, Thembelani McDonald. "An analysis of the change management process with specific references to mergers." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/1065.
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This study was intended to provide an analysis of the merger process of the Port Elizabeth Technikon on the basis change management models available according to theory. Before this discussion could ensue, it became necessary that the concept of change management be defined in detail so as to create a common basis of understanding in dealing with the change management models. There are various models that considered for discussion, namely the Lewin’s change model, the Hayes and Hyde’s change model, the Cummings and Worley’s change model and the Anderson and Anderson’s change process model. It was established that all available change models were based on the works of the Lewin’s change model. It was the Anderson and Anderson model that was found to more comprehensive in term of the various consideration it brought forward to the change manager or changing organization for consideration. Following the discussion on change models, a discussion of the research methodologies available followed. A survey methodology was decided to be appropriate for this study. An e-mail postal survey was decided as the appropriate process. The beauty of the e-mail postal survey was that it combined the benefits of personal and postal surveys. The Anderson and Anderson change model was used as a basis for devising questions in the questionnaire. The empirical study revealed that communication, consultation and resistance to change were not dealt with appropriately and as such staff morale had been greatly sacrificed. Be that as it may, it suffices to say that there is still chance to make things right. Top management needs to strengthen communication, consultation and feedback mechanisms. Secondly top management needs to establish a training and coaching program and a system for identifying and rewarding best performance. Opportunities for celebrating short-term victories should not be passed on since these enhance a sense of success and victory. The organization also needs to develop a system for harnessing new learning that will inform new ways of doing things which will become the cornerstone of the new culture.
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Nightingale, Paul. "Knowledge and technical change : computer simulations and the changing innovation process." Thesis, University of Sussex, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.388970.
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Maslen, Roy. "Manufacturing vision in the strategy process." Thesis, University of Cambridge, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309706.
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Pearson, Alan. "The effects of introducing new norms in a nursing unit and an analysis of the process of change." Thesis, Goldsmiths College (University of London), 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.318405.
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Pretorius, Werner. "Organizational factors influencing the transformational process of a financial institution." Thesis, Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-03162004-131828.
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Young, Karen Elizabeth. "An exploration of the use of graphic facilitative methods within the strategic change process." Thesis, Cranfield University, 2003. http://dspace.lib.cranfield.ac.uk/handle/1826/102.
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The strategy and change management fields have developed new perspectives in recent years. Studies show that a high percentage of strategic change efforts fail and it was argued that one problem was the unsuccessful communication of the vision and strategy to employees. This exploratory research studied the use of graphic facilitative methods within the context of an organisation's strategic change process. Phase one of the explorative study was carried out using the combination of interview data, workshops and literature to identify emerging themes and to develop a conceptual model. Phase two of the study was again exploratory but more focused on the themes that had emerged from the preliminary study. Data was collected through interviews, observational methods, survey and a more focused literature review. Through the combined findings of the preliminary and focused study and from the literature, the author established an understanding and theory of how the methods contribute to improved strategy communication. The research has re-enforced the view in literature that the strategy communication process will be more successful by ensuring the strategy is driven by the right people and the strategy development is realistic. The use of graphics, metaphors, stories and dialogue, in combination, can help to improve the strategy communication process by conveying a clear strategic message, by facilitating an interactive strategy communication process, by encouraging communication in an open and safe environment, and because they are new, innovative and different.
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Koch, Jonas [Verfasser], Gunther [Akademischer Betreuer] Reinhart, Michael [Gutachter] Freitag, and Gunther [Gutachter] Reinhart. "Manufacturing Change Management – a Process-Based Approach for the Management of Manufacturing Changes / Jonas Koch ; Gutachter: Michael Freitag, Gunther Reinhart ; Betreuer: Gunther Reinhart." München : Universitätsbibliothek der TU München, 2017. http://d-nb.info/1148650032/34.
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Abrahamsson, P. (Pekka). "The role of commitment in software process improvement." Doctoral thesis, University of Oulu, 2002. http://urn.fi/urn:isbn:9514267303.
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Abstract
Software process improvement (SPI) approaches have been designed to produce changes at many levels, i.e. in the strategies, culture and working practices, of software development. Studies have shown that nearly two thirds of all SPI efforts have failed or fallen short of expectations. It is often stated in SPI-related literature and practice that "commitment" to SPI plays an important part in determining whether an SPI endeavor ultimately becomes a success or a failure. However, it often remains unclear what this concept actually means and how it affects SPI.
This thesis argues for a scientifically grounded concept of commitment and delivers a description and a definition of this concept in the context of software process improvement. The elaboration of the concept is based on a literature study, which makes the research done in behavioral psychology and organizational science applicable in the field of software process improvement. This thesis shows that current thinking relies on practical models of commitment, and the empirically validated analysis conducted within this study reveals a number of common misleading assumptions regarding the notion and development of commitment in SPI. On this basis, this thesis suggests that the commitment phenomenon is better explained through what can be called strategic, operational and personal commitment nets. This framework can be used for analyzing the unfolding and alteration of commitment towards a specific entity, in this case a software process improvement endeavor, through time and changing circumstances.
The viability and usefulness of the commitment nets framework is demonstrated through an analysis of four SPI cases in two software organizations. As a result, it is shown that even though the objective features of SPI in terms of costs and benefits may be dominating in the project initiation phase, their role tends to lose strength later on due to an inability of the SPI effort to produce quick and meaningful results, even if these are explicitly sought for. This phenomenon gives rise to a need for enhancing the role of social and psychological drivers. If this is not achieved, SPI activities are likely to cease to exist.
The empirical analysis demonstrates that the use of the commitment nets model enables a more precise analysis of the various aspects involved in the commitment phenomenon than what would have been possible with current commitment models. Commitment, as conceptualized and operationalized in this thesis, makes a significant contribution to the outcome of the SPI initiative. The empirical evidence shows that, eventually, even well-planned SPI initiatives may fail to reach the goals set for them due to changes in commitment nets.
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Barrett, Todd. "Change management : leveraging the role of data as a semiconductor manufacturing process evolves." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/38132.
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Aikman, Genevieve. "Exploring the process of change in a group chronic fatigue syndrome management programme." Thesis, University of Oxford, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.419391.
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Drummond, Lance F. (Lance Fitzgerald). "An investigation of organizational change using a strategic process as the intervention tool." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/11357.
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Sharkey, Paul, and paul sharkey@ceo adl catholic edu au. "The Ignatian renewal : a case study of a long-term, multi-phase process of educational change." RMIT University. Industry, Professional and Adult Education, 1999. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20091127.110948.
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This thesis drew upon the resources of philosophical hermeneutics to construct a conceptual framework for understanding the process of educational change. The experience of a particular case of change was then analysed from the perspective of the hermeneutic change agency framework. The conceptual framework for the thesis was developed from the writings of Hans-Georg Gadamer and also from writers who engaged with Gadamer, most notably, Paul Ricoeur and Jurgen Habermas. The retrieval orientation in Gadamer's hermeneutics was balanced by the critical analyses of Ricoeur and Habermas. Gadamer's notion of the 'fusion of horizons' was presented as the culmination of the change process: a fusion between the horizon of the change text, and the horizons of the change process participants. The thesis explored the potential of hermeneutic strategies such as play and conversation as a means to animate a hermeneutic form of change agentry. The case investigated in this thesis was a change process comprised of four strategies conducted over the years 1980 to 1996 at a Jesuit school located on the east coast of Australia. The change strategies aimed to promote the Jesuit ethos of the school and hence have been described in this thesis as 'ethos strategies'. The purpose of the thesis was not to evaluate the success of the ethos strategies, it was to explore how insights derived from philosophical hermeneutics could illuminate an analysis of the lived experience of a particular case of change. The subject matter of this thesis is timely because many Catholic schools are currently in a period of transition from a leadership exercised by Religious (nuns, brothers or priests) to a leadership exercised by lay people. The thesis situated the ethos programs in their theological and demographic contexts by presenting relevant theological developments from the Second Vatican Council and by describing the sharp decrease in the numbers of Religious personnel available to work in the schools. The teacher response to the ethos programs was considered in the context of the many practical difficulties associated with the scheduling of teacher development programs in fast-moving and busy schools. Although this thesis was particularly focused on change strategies that were conducted in the context of Jesuit education, the thesis is more generally situated in the research literature on educational change. The hermeneutic orientation of this thesis highlighted the elements of understanding, interpretation and meaning, and these elements are given some prominence in the more recent research literature on the change process. The complexity of change and the cultural dimension of the change process has been emphasised in the most recent educational change research literature and these themes have also found expression in this thesis. Participant observation, document analysis and qualitative interviews were used as data collection strategies for the case study in this thesis. The researcher was actively involved in the events investigated in the case study, and a case narrative was developed from the researcher's experience as a change agent responsible for implementing one of the change strategies at the case site. The case narrative was written in the first person and from the perspective of the researcher as a change manager. The methodology of the research was grounded in the hermeneutic insight that understanding and tact lies at the heart of the research process, rather than procedure and method. Hermeneutic research relies upon a capacity to identify and respond to the question that is presented by the expression of life being understood. Change agentry was presented in this thesis as unfolding in a middle space between the familiarity of current practice and the unfamiliarity of the new world that a change process seeks to open up. Hermeneutics has long understood that that interpretation would be impossible if the expressions of life were totally alien and unnecessary if there was nothing alien in them. A hermeneutic approach to change agentry seeks to discover points of commonality and points of challenge between the world of current practice and the world that the change process would open up. This thesis points to the tactful and dialogical dimensions of change agency when it is considered from the vantage point of philosophical hermeneutics.
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Tan, Shuijian. "Applying system theoretical process analysis method to change programs in integrated enterprise." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/100366.
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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, Engineering Systems Division, System Design and Management Program, February 2014.Cataloged from PDF version of thesis.
Includes bibliographical references (pages 119-123).
Manufacturing and life science enterprises need a flexible and effective approach to respond to industrial compliances and high complexity in stakeholder communication. The paper proposes a system engineering approach in System Theoretical Process Analysis (STPA) as an enterprise transformation method adopted by IT consultancy firms to better define enterprise requirements for transformation and integrate change interventions into organizational structure. Despite STPA being a hazard analysis method, its corresponding hierarchical control structure applies to organizational structures, with adaptations to value x-matrices based on stakeholder value theory and process models necessary to match operators' mental models for control actions and attain information reusability and harmonized processes. Through alignment of the info-logical and socio-cultural aspects of integrated enterprises led by change program management, potential flaws in organizational structures and information systems are identified and proposed for resolution. A qualitative and visual approach using 2 change program cases and lean concept was adopted in this study. Surveys were conducted with program participants, and semi-structured interviews were held with program management to explore perspectives on utilizing the enterprise-adapted STPA. The outcomes are the validation of this method, and lean practice in change interventions as recommendations for integration of processes and enterprise functions and promotion of program flow. Keywords: Enterprise Architecture, System Engineering, Change Management, Program Management, Stakeholder Theory, STPA, Architectural Alignment, Communication, lean.
by Tan Shuijian.
S.M. in Engineering and Management
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Garbers, Michael Deon. "Transition to a process enterprise." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50535.
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Thesis (MBA)--Stellenbosch University, 2005.ENGLISH ABSTRACT: The aim of this research project is to describe the journey to a process enterprise. This research project is a combination of work been done by Dr. Michael Hammer about the process enterprise and the author. The bulk of the theory of the research project is the following courses that were presented by Dr. Hammer in Boston, USA: • The Transition to the Process Enterprise: Strategies and Techniques. • Managing the Process Enterprise: Principles and Practices. • Process Design and Implementation: Reengineering and Change Management. A model of the research project is designed by the author who includes a theoretical summary of the two books written by Dr. Hammer about the process enterprise: • The Agenda. • Beyond Reengineering. A further model is designed which form part of the research project model, and is a roadmap to implement the process enterprise concepts. This model is based on the process lifecycle and covered all the material of the three courses presented by Dr. Hammer. The process lifecycle is the journey to a process enterprise which will result in improved sustainable enterprise or business performances if implemented. The sub parts of the process lifecycle model are the following: • Building commitment for the process enterprise. • Mobilisation to perform processes. • Process metries, prioritisation and targets. • Plan the process work. • Work the process plan. • Persuade, sell and align. • Change management. The different chapters of the process lifecycle are tools and techniques that must be implemented in a chronological order to become a process enterprise. The implementation of these tools and techniques will transform a traditional functional enterprise to a process enterprise. The last part of the research project described the practical experience by Rosh Pinah Zinc Corporation on their journey to a process enterprise. Rosh Pinah Zinc Corporation is a zinc mine owned by the South African diversified mining house, Kumba Resources. Rosh Pinah Zinc Corporation delivered spectacular results since the implementation of the process enterprise concept.
AFRIKAANSE OPSOMMING: Die doel van die navorsings projek is om die transformasie na 'n proses gedrewe organisasie te beskryf. Die navorsings projek is 'n kombinasie van werk wat gedoen is deur Dr. Michael Hammer en die outeur. Die grootste gedeelte van die teorie is afkomstig vanaf die volgende kursusse wat deur Dr. Hammer aangebied is in Boston, USA: • The Transition to the Process Enterprise: Strategies and Techniques. • Managing the Process Enterprise: Principles and Practices. • Process Design and Implementation: Reengineering and Change Management. 'n Model is ontwerp vir die navorsings projek wat 'n teoretiese opsomming insluit van die twee boeke wat geskryf is deur Dr. Hammer oor die proses gedrewe organisasie. Die twee boeke is die volgende: • The Agenda. • Beyond Reengineering. 'n Verdere model is ontwikkel deur die outeur wat deel vorm van die navorsings projek model wat 'n padkaart is om die proses gedrewe organisasie konsepte te implementeer. Die model is gebaseer op die proses iterasies en bevat al die materiaal van die kursusse wat deur Dr. Hammer aangebied is. Die proses iterasies is die transformasie na 'n proses gedrewe organisasie wat sal lei tot verbeterde volhoubare besigheids prestasie, indien die konsepte geimplementeer word. Die sub gedeeltes van die proses iterasie model is die volgende: • Verkry toewyding vir die proses gedrewe organisasie. • Mobiliseer om die prosesse te implementeer. • Proses metings, prioritisering en doelwitte. • Beplan die proses werk. • Werk die proses plan. • Oorreed, verkoop en belyn. • Veranderings bestuur. Die verskillende hoofstukke van die proses iterasie is gereedskap en tegnieke wat in 'n kronologiese volgorde geimplementeer moet word om te transformeer na 'n proses gedrewe organisasie. Die suksesvolle implementering van die gereedskap en tegnieke sal 'n tradisionele funsionele organisasie transformeer na proses gedrewe organisasie. Die laaste gedeelte van die navorsings projek beskryf die praktiese ervaring van Rosh Pinah Zinc Corporation met hul implementering van die proses gedrewe organisasie konsepte. Rosh Pinah Zinc Corporation is 'n sinkmyn wat deur die gediversifiseerde mynhuis, Kumba Resources, besit word. Rosh Pinah Zinc Corporation het uitstekende resultate gelewer sedert die implementering van die proses gedrewe organisasie konsepte.
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Riquero, Izon, Christian Hilario, Pedro Chavez, and Carlos Raymundo. "Improvement proposal for the logistics process of importing SMEs in Peru through lean, inventories, and change management." Springer Science and Business Media Deutschland GmbH, 2019. http://hdl.handle.net/10757/656349.
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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.The logistics processes of companies seek an adequate supply of merchandize, streamline processes, reduce costs, and distribution of their products to the customer in an efficient manner and allow them to develop corrective planning in order to be competitive in the market. However, these processes are less efficient in importing companies of the SME sector. Therefore, this article proposes the application of a change management model to improve the logistics process that generates a real transformation. This model is structured in three phases: first, pre-Implementation, which refers to participatory leadership and resistance to change; second, implementation of logistics management; and third, sustainability of the model over time. The model was validated in a Peruvian SME importer of household goods, whose satisfactory results implied an increase in available storage capacity, reduction of logistics costs, satisfaction of change, and organizational culture.
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Oliveira, Thiago Henrique Burgos de. "RiPLE-EM: a process to manage evolution in software product lines." Universidade Federal de Pernambuco, 2009. https://repositorio.ufpe.br/handle/123456789/2018.
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Previous issue date: 2009Reuso de software é um aspecto chave para organizações interessadas em obter melhorias de produtividade, qualidade e redução de custos. Linhas de Produto de Software é uma abordagem de reúso de software que provou seus benefícios em diferentes contextos industriais (Weiss et al., 2006). Em termos de evolução, uma linha de produtos é um conjunto em contínua evolução, e por isso, sua evolução precisa ser gerenciada para que se alcance os benefícios dessa abordagem. O fato de um core asset ser compartilhado entre produtos, e todas as mudanças neste core asset poder ter efeito sobre diversos produtos (McGregor, 2003), aliado ao fato que em linhas de produto de software é preciso lidar com evolução no tempo (versões) e também evolução no espaço (variabilidade) (Krueger, 2002), faz com que o gerenciamento da evolução (mudanças) em linhas de produto de software seja mais complexo e mais desafiador do que o desenvolvimento tradicional de sistemas únicos (Pussinen, 2002). Portanto, a evolução dos core assets e também dos produtos precisa ser bem gerenciada para minimizar os problemas causados por ela. Este desafio envolve diferentes soluções, como questões técnicas, gerenciais e processuais. Desta forma, o foco desta dissertação está nos problemas ligados ao processo de gerenciamento evolução em linhas de produto de software. Neste contexto, este trabalho apresenta o RiPLE-EM, que é um processo para gerenciamento da evolução. Este processo é uma forma sistemática de guiar e gerenciar a evolução de cada core asset e cada produto, englobando atividades de gerenciamento de mudanças, builds, e entregas. Esta dissertação também apresenta a validação inicial do RiPLE-EM, seguindo guias bem estabelecidos de experimentação de software (Wohlin et al., 2000), e de acordo com os dados coletados e analisados na experimentação, RiPLE-EM mostra indicações de que seja um processo viável para o gerenciamento da evolução em linhas de produto de software
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Fassauer, Gabriele. "Messages on "Resistance to change" in German change management approaches: Working Paper presented at the 29th International Labour Process Conference April 2011, University of Leeds." Technische Universität Dresden, 2011. https://tud.qucosa.de/id/qucosa%3A28720.
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"Resistance to change" is one of the most important topics of change management in organizations. The paper investigates the analytical framing of „resistance“ and the „resistant employee“ in established German literature on change management. The analysis reveals three main messages referring the characteristics of resistance and the resistant change recipient. These are 1) that resistance is a „natural“, nearly inevitable phenomenon in organizational change processes, 2) that every behavior of employees in change processes is potentially resistant and thus often „false faced“, and 3) that resistance often is based on „irrational" and "emotional” motives. From a critical standpoint, this appears as a rather problematic understanding of (employee) agency and resistance. The result once more point to the overdue reconceptualization of "resistance to change" within the change management discipline and raise general questions referring to the high popularity of the analyzed segment of literature.
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Ahmad, N. "Supporting the management of the engineering change process through a cross-domain traceability model." Thesis, University of Cambridge, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.595381.
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Engineering change originating from rework or from changed requirements is a significant part of any product development programme. The thesis then presents a framework to create a model which captures the four domains of requirements, functions, components/subsystems and detailed design process and subsequently shows how the resulting models could be used to make cross-domain models by creating the AutoBell (product of Digital Research Labs) model. Elements are linked within and across these four domains via a systematic approach, which allows representation of key aspects of designers’ knowledge regarding the change process. A laboratory experiment is also conducted to evaluate the framework for structuring information where modellers were asked to model using this framework. This experiment provides interesting insights into the thinking of designers and the effectiveness of the framework for modelling products. In particular, the dissertation shows how changes in requirements can be viewed as propagating through these four layers to cause rework in the design process, and how a traceability approach based on the model can be used to help reason about the cost of implementing a given requirement change. This technique is implemented in a software tool which is applied to the management change cases of the AutoBell. The change management support approach is separately evaluated through a series of student experiment which were divided into two groups to test the usability and utility of the approach and the tool. This dissertation also reflects on the importance of using change management methods with the project management methods. A simulation approach is developed which is used with the Gantt charges to devise a schedule for managing changes through the project. The initial results of the simulation experiments show that a schedule can be made where by packaging change requests and executing them after a fixed interval will reduce the delay in project lead time.
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Stanley, Matthew E. "The development of a management of change procedure for a process safety management covered web making operation." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998stanleym.pdf.
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