To see the other types of publications on this topic, follow the link: Lewin's Change Management Model.
Journal articles on the topic 'Lewin's Change Management Model'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Lewin's Change Management Model.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Levasseur, Robert E. "People Skills: Change Management Tools—Lewin's Change Model." Interfaces 31, no. 4 (August 2001): 71–73. http://dx.doi.org/10.1287/inte.31.4.71.9674.
Full text
2
Levasseur, Robert E. "People Skills: Change Management Tools--Lewin's Change Model." Interfaces 31, no. 4 (July 2001): 71–73. http://dx.doi.org/10.1287/inte.31.5.71.9674.
Full text
3
Mellita, Dina, and Efan Elpanso. "Model Lewin Dalam Manajemen Perubahan Teori Klasik Menghadapi Disrupsi Dalam Lingkungan Bisnis." MBIA 19, no. 2 (August 12, 2020): 142–52. http://dx.doi.org/10.33557/mbia.v19i2.989.
Full textAbstract:
At present, the business environment is entering its third decade in the 21st century. Business today is more modern and dynamic and is colored by various disruption. Disruption, in this case, is the disruption of technology, politics, economy, and social culture. In the management of organizational change, Lewin's model is known as a classical theory and as a guide for organizations to implement, manage, and evaluate change. This study aims to identify whether Lewin's model which is considered a classic is still adaptive for use in a business environment that is recruited. By using conceptual research methods it is known that the three stages of Lewin put forward the individual or human as the root of change through the identification of the driving factors and drivers of change. In this model, the leadership style is more oriented to involvement, commitment, and support, and orientation to sharing knowledge for the success of the change process in the organization. With these factors in Lewin's stage, changes as a result of the disruption in the business environment in the organization will be effective.
Abstrak
Pada saat ini lingkungan bisnis memasuki dasawarsa ketiga dalam abad 21. Bisnis pada saat ini lebih modern dan dinamis dan diwarnai oleh berbagai disrupsi. Disrupsi dalam hal ini adalah disrupsi teknologi, politik, ekonomi dan sosial budaya. Dalam manajemen perubahan organisasi, Model Lewin dikenal sebagai teori klasik dan sebagai pedoman bagi organisasi untuk mengimplementasikan, mengelola dan mengevaluasi perubahan. Penelitian ini bertujuan untuk mengidentifikasi apakah Model Lewin yang dianggap klasik tersebut masih adaptif untuk digunakan dalam lingkungan bisnis yang disrutif. Dengan menggunakan metode penelitian konseptual diketahui bahwa tiga tahapan Lewin mengedepankan individu atau manusia sebagai akar dari perubahan melalui identifikasi faktor pendorong dan penggerak perubahan. Dalam model ini juga mengedepankan gaya kepemimpinan lebih berorientasi pada keterlibatan, komitmen dan dukungan serta orientasi berbagi pengetahuan untuk keberhasilan proses perubahan dalam organisasi. Dengan faktor-faktor tersebut dalam tahapan Lewin, perubahan sebagai akibat dari adanya disrupsi pada lingkungan bisnis pada organisasi akan berjalan efektif.
Kata kunci: Proses Perubahan, Refreezing, Gaya Kepemimpinan
4
Rosenbaum, David, Elizabeth More, and Peter Steane. "Planned organisational change management." Journal of Organizational Change Management 31, no. 2 (April 9, 2018): 286–303. http://dx.doi.org/10.1108/jocm-06-2015-0089.
Full textAbstract:
Purpose The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them. Design/methodology/approach A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin. Findings The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model. Research limitations/implications The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant. Practical implications This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM. Originality/value An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.
5
Teguh, Aris, Rr Tutik Sri Hariyati, and Titiek Muhaeriwati. "APPLICABILITY OF LEWIN'S CHANGE MANAGEMENT MODEL FOR OPTIMIZATION MANAGEMENT FUNCTION IN NURSING DELEGATION BETWEEN HEAD NURSE AND TEAM LEADER: A MINI PROJECT IN JAKARTA MILITARY HOSPITAL." International Journal of Nursing and Health Services (IJNHS) 2, no. 2 (June 15, 2019): 66–74. http://dx.doi.org/10.35654/ijnhs.v2i2.136.
Full textAbstract:
The role of nurses in health care systems is diverse, included being a health care provider to clients, client advocates, educators for clients and families, and nursing service managers. One strategy that can be applied in managerial nursing is delegation. The goal of this study was to assess the applicability of Kurt Lewin's change management method to analyse the management function in nursing delegation between head nurse and team leader. This study was conducted in one of the Jakarta Military Hospital by conducting a mini project consisting of case reports using a fishbone diagram approach, solving problems using Plan-Do-Check-Action (PDCA) tools starting with Plan Of Action (POA), implementation, evaluation, and follow-up. The results of the identification showed that the head of the room in carrying out the delegation was not optimal, included documentation in the delegation book that was not optimal, delays in filling, non uniformity in the format of delegation books in the room, and not understanding due to lack of standardization and control from superiors. Guidelines are used as a reference in delegating nursing to the head of the hospital room, and the documentation of nursing delegates is done correctly because delegates work better when the reporting structure is clear. In conclusion, application fishbone diagram, lewin's change management model, and PDCA cycle can optimize management function in nursing delegation between head nurse and team leader in Jakarta Military Hospital. Recommendations are given to the nursing department, head of the room, team leader, and executive nurses to increase self-awareness, knowledge, and ability in delegating nursing.
6
Berry, David C., and Christine Noller. "Change Management and Athletic Training: A Primer for Athletic Training Educators." Athletic Training Education Journal 15, no. 4 (October 1, 2020): 269–77. http://dx.doi.org/10.4085/1947-380x-19-89.
Full textAbstract:
Context Change management is a discipline guiding how organizations prepare, equip, and support people to adopt a change to drive organizational success and outcomes successfully. Objective To introduce the concept of change management and create a primer document for athletic training educators to use in the classroom. Background While Lean and Six Sigma methodologies are essential for achieving a high-reliability organization, human resistance to change is inevitable. Change management provides a structured approach via different theoretical methods, specific principles, and tools to guide organizations through growth and development and serves an essential role during process improvement initiatives. Synthesis There are several theories or models of change management, 3 of which are specifically relevant in health care. Kotter and Rathgeber believe change has both an emotional and situational component and use an 8-step approach: increase urgency, guide teams, have the right vision, communicate for buy-in, enable action, create short-term wins, and make-it-stick [Kotter J., Rathgeber H. Our Iceberg is Melting: Changing and Succeeding Under Any Circumstances. New York, NY: St. Martin's Press, 2006]. Bridges' Transitional Model focuses on the premise that change does not influence project success; instead, a transition does [Bridges W. Managing Transitions: Making the Most of Change. Reading, MA: Addison-Wesley Publishing, 1991]. Lewin's model suggests that restraining forces influence organizations and that driving forces cause change to happen [Lewin K. Problems of research in social psychology. In: Cartwright D, ed. Field Theory in Social Science: Selected Theoretical Papers. New York, NY: Harpers; 1951]. Recommendation(s) Whether athletic trainers approach change management in a leadership role or as a stakeholder, newly transitioning professionals and those seeking leadership roles should value and appreciate change management theories and tools. Moreover, while no best practice statement exists relative to the incorporation of change management into a curriculum, addressing the subject early may allow immersive-experience students an opportunity to use change management during a process improvement initiative, facilitating a greater appreciation of the content. Conclusion(s) Athletic training curriculums should consider including change management course content, whether separately or in combination with other process-improvement content, thereby familiarizing athletic trainers with a common language for organizational and professional change.
7
Prokosch, H. U., T. Ganslandt, and J. Šuc. "Applicability of Lewin´s Change Management Model in a Hospital Setting." Methods of Information in Medicine 48, no. 05 (2009): 419–28. http://dx.doi.org/10.3414/me9235.
Full textAbstract:
Summary Objectives: Today’s socio-economic developments in the healthcare area require continued optimization of processes and cost structures at hospitals, often associated with process changes for different occupational groups in the hospital. Formal methods for managing change have been established in other industries. The goal of this study was to assess the applicability of Kurt Lewin’s change management method to a health informatics-related project at a German university hospital. Methods: A project at the University Hospital Erlangen introducing changed requirements in the documentation of costly material in the surgical area was conducted following the concept of Lewin’s approach based on field theory, group dynamics, action research and the three steps of change. A data warehouse contributed information to several steps in the change process. Results: The model was successfully applied to the change project. Socio-dynamic forces relevant to the project goals were identified and considered in the design of the new documentation concept. The achieved documentation level met the new requirements and in some areas even exceeded them. Conclusions: Based on the project experiences, we consider Kurt Lewin’s approach applicable to change management projects in the hospital sector without a requirement for substantial additional resources, however, specific hospital characteristics need to be taken into account. The data warehouse played an important role by providing essential contributions throughout the entire change process.
8
Schein, Edgar H. "Kurt Lewin's change theory in the field and in the classroom: Notes toward a model of managed learning." Systems Practice 9, no. 1 (February 1996): 27–47. http://dx.doi.org/10.1007/bf02173417.
Full text
9
Cygańska, Małgorzata, and Zbigniew Marcinkiewicz. "Behavior of Hospital Mid-Level Managers in Budgeting Implementation - an Empirical Study." Olsztyn Economic Journal 9, no. 3 (September 19, 2014): 237–49. http://dx.doi.org/10.31648/oej.3179.
Full textAbstract:
This study examines the introduction of management changes in a hospital based on the Lewin's model. It focuses on the attitudes of a hospital's mid-level managers to a new management-budgeting system. The conclusions are based on empirical research. The article analyzes the change implementation process related to the budgeting system in a hospital with particular consideration of the attitudes and the level of involvement of employees in the performance of new tasks. The analysis showed that the top management of hospitals and the mid-level management do not see the effects of changes related to budgeting in similar ways. This may cause significant hindrances to the process of employees adopting attitudes and behaviors required by the top management. The diversity of opinions in this area may result from: not specifying in detail the targets of budgeting by the top management or not informing the medium-level management of them, a lack of set measures for evaluation of the performance of budget tasks, aiming at achievement of the assumed targets by means of methods not accepted by the employees.
10
Cone, Catherine, and Elizabeth Unni. "Achieving consensus using a modified Delphi Technique embedded in Lewin's change management model designed to improve faculty satisfaction in a pharmacy school." Research in Social and Administrative Pharmacy 16, no. 12 (December 2020): 1711–17. http://dx.doi.org/10.1016/j.sapharm.2020.02.007.
Full text
11
Haleem, Fazal. "Planning Change in an Organization; MCB Bank Limited, Pakistan." Journal of Central Banking Theory and Practice 4, no. 2 (May 1, 2015): 75–107. http://dx.doi.org/10.1515/jcbtp-2015-0010.
Full textAbstract:
Abstract This paper is primarily based on a case study of a leading bank in Pakistan, that is, MCB Bank Ltd. Four established change models have been applied to the bank to find out how a change comes in/ is brought in, managed, and how it affects organizational environment and its stakeholders, particularly customers and employees. The four established change models applied are the change management approach by Ansoff and McDonnell; the change management model by Kurt Lewin; the 7S framework by Thoman J. Peters and Robert H. Waterman; and the change management model developed by Stephanie Elam. The study covers a change management aspect such as strategic intervention technique; a need for change management; resource implication; planning change; strategies in change management; system effectiveness; managing resistance to change; leadership issues; cultural issues; people issues; external environment issues; workable approach to overcome change resistance; appropriate model and implementing the model.
12
Rizky, Ulfah. "Inclusive Human Resource Management Practice to Change The Organizational Climate." IJDS Indonesian Journal of Disability Studies 8, no. 01 (May 31, 2021): 43–59. http://dx.doi.org/10.21776/ub.ijds.2021.008.01.03.
Full textAbstract:
This study aims to describe and analyze the organizational climate change process in Mandiri Contact Center (MCC) Yogyakarta which employs people with disabilities since the implementation of the Mandiri Kriya Difabel Program. A qualitative method with an instrumental case study approach is used in this study. To collect the data, the researcher uses interview, observation and documentation study technique. The results show that by implementing an inclusive human resource management, the Mandiri Kriya Difabel Program has succeeded to change an exclusive organizational climate into an inclusive disability organizational climate. This is the first study which combines Lewin’s Three Step Change Model, Social Model of Disability, and Inclusive Dimensions on Organizational Climate as a framework to research a disability inclusive organizational climate change. This research provides an inclusive method to manage employees with disabilities and a new academic reference on organizational change study.
13
Wan, James, Raafat Saade, and Ling Wang. "Deriving significant factors for managing change in UN." Journal of Organizational Change Management 33, no. 1 (November 22, 2019): 114–26. http://dx.doi.org/10.1108/jocm-10-2018-0288.
Full textAbstract:
Purpose A consequence of the UN general assembly resolution calling for increased efficiency and better utilization of resources in all its agencies, is a mandate for change. As a response to this resolution, the purpose of this paper is to identify the key factors for managing change. Design/methodology/approach A survey methodology approach was used where officials representing department heads, middle managers, professionals and specialists were the target participants. Exploratory factor analysis was done for factor validation and reduction, followed by confirmatory factor analysis to identify the relationships between those factors. Findings Three significant factors, communication, temporal sensitivity and knowledge were found to represent a shared common theoretical propositions from Kotter’s, Lewin’s and ADKAR models. Extracted factor explain the proposed United Nations (UN) model. Research limitations/implications Due to political and cultural reasons, characteristics of participants could not be revealed. Also, a larger pool of participants spanning across all the UN agencies would provide more comprehensive view. The final UN model proposed herein would need to be further validated and tested within each agency as well as across them. Practical implications The study urges the UN to utilize its findings, with the hope of standardizing an effective change management model for all its agencies. Originality/value While change management literature primarily focuses on the private sector, few are applicable in the public sector. Research effort on managing change in UN is scarce. This study advocates the need for UN research to fill this very important gap. As such, the authors test existing theoretical model and then adapt it for the UN context.
14
Shaikh, Ahmed. "Understanding Change: A Critical Review of Literature." Annals of Contemporary Developments in Management & HR 2, no. 2 (May 1, 2020): 40–44. http://dx.doi.org/10.33166/acdmhr.2020.02.005.
Full textAbstract:
The current paper has attempted to shed light on the concept of change and the prominent models that can be of value for managerial authorities to bring transformation in their business. the paper sheds light on change which is refers to the continuous modifications that an organisation or individuals make to deal with adjustments in any matter. The paper highlights that although there are no static models of change yet still, some prominent perspectives and frameworks can be considered for top management and decision making bodies to make sense of the concept of change and work on developing policies and practices to ensure they remain competitive. The article discusses the idea forwarded by Lewin for change which catered to three stages at the first place. Following to this, the article discusses Burke and Litwin model of change that has been widely considered for business sectors for change management. Towards the end, the article discusses the ADKAR model of change. Taken together, the article provides crucial information for change enthusiasts to get firsthand information to start learning about how organizations can bring about objective changes.
15
DaCosta, Joanna. "Insights for implementing change in healthcare." British Journal of Healthcare Management 26, no. 1 (January 2, 2020): 20–26. http://dx.doi.org/10.12968/bjhc.2018.0022.
Full textAbstract:
Healthcare systems are complex; this is reflected in their diverse structures, cultures and services. Organisational culture is an important aspect to consider when planning any intervention changes. Working in and with teams that include members from different professional and organisational backgrounds, and successfully managing these potential tensions, can be challenging. This article reviews the elements required to instigate organisational change when planning an intervention and the possible barriers preventing doctors from full engagement in these projects. It discusses the model of ‘planned change’, which was first described by Lewin in 1947, and its evolution through recent decades as a framework for organisational change. It also emphasises the importance of workplace culture in the successful implementation of change within healthcare services and argues that a stronger emphasis on management skills is needed in doctor training. Doctors are an underused resource in healthcare management and should be encouraged to take a more proactive role.
16
Irawan, Arie Wibowo. "MANAJEMEN PERUBAHAN PADA PERUSAHAAN KELUARGA: STUDI KASUS PT RODA BAHARI." JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) 2, no. 1 (March 29, 2018): 59–72. http://dx.doi.org/10.34203/jimfe.v2i1.721.
Full textAbstract:
ABSTRACTFamily business is the main driving of Indonesian economy. This sector contribute about 82,44% of total Indonesian GDP. The number of family business is about 99% of total Small Medium Enterprise (SME) in Indonesia. However, only a little family business can survive and scalling up. PT. Roda Bahari that become object of this research is one of the family business. The aim of this research is to analyze change management process and company cycle. This research is important to formulate and prepare for every stage of the transformation process required by PT. Roda Bahari in order to create a professional business entity. The study was conducted in Bogor. The method analysis used is descriptive and the type of data is qualitative. Qualitative data collection was done by interviews and FGD (Focus Group Discussion). The number of responden are 10 person including stakeholder, top management, and staff. To identify the changes that has occured was used Lewins Three Step Model and to identify the changes that will be done was used Kotter Eight Stage Change Process. The result shows that this family business currently in managing phase indicated by company's growth and involvement of the extended family. In order to move to the next phase (transformation phase), PT. Roda Bahari should apply change management. This change management process, require internal agent of change, who has competency, involve in day to day business, and also has strategic access to owner. Based on the identification using Kotter theory, it is known that PT. Roda Bahari should make change in organizational structure, corporate culture, and company policies toward transformation phase.Key Words: Family Business, Change Management, Company Cycle
17
M. N., Okeke, Oboreh, J.C, Nebolisa O., Esione, U.O, and Chukwuemeka Odemegwu Ojukwu. "Change Management and Organizational Performance in Selected Manufacturing Companies in Anambra State, Nigeria." International Journal of Social Sciences and Humanities Invention 6, no. 5 (May 24, 2019): 5437–45. http://dx.doi.org/10.18535/ijsshi/v6i5.06.
Full textAbstract:
This study examined change management and organizational performance in manufacturing companies in Anambra state, Nigeria. Relevant conceptual, theoretical and empirical literatures were reviewed. This study was anchored on organizational change and Lewin`s Three Step Model . Descriptive survey design was adopted, and primary data was employed. The population for the study was 286 employees working at the selected manufacturing companies in Anambra State. The entire population was used as the sample size for this study.The major instrument used for data collection was the questionnaire. Content Validity was adopted, and the test-retest method was used to test reliability of the research instrument. The study found that technological changes have a positive significant effect on organizational performance in manufacturing companies. Change management strategies have a positive significant effect on organizational performance in manufacturing companies in Anambra state. Leadership changes have a positive significant influence on organizational performance in manufacturing companies in Anambra state. The study concluded that change management has a positive significant effect on organizational performance in manufacturing companies in Anambra state. The study recommends that technology change had influenced employee performance since it simplifies the work to be done,thereby making work more efficient. Organizations which implement new technology should provide proper training to their employees to increase their performance. Every organization should build strong organizational management strategies that help to build good relationships based on their values, norms, behaviours, and perceptions.Leadership changes leaders’ mind-set, style, and behavior.The change process they design as a result of their orientation must encourage employees to want to participate, to choose to contribute, rather than force them to do so.
18
Belyaev, Victor, Olga Kuznetsova, and Oksana Pyatkova. "SOCIAL AND LABOUR RELATIONS: MANAGING THE STRUCTURE IN IMPLEMENTING INNOVATIVE CHANGES." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 21, 2019): 65. http://dx.doi.org/10.17770/sie2019vol6.3987.
Full textAbstract:
Implementing innovation programmes often encounters employee resistance to change. The paperprovides evidence that the essential characteristics of the causes for such resistance lie in the contents and structure of the social and labour relations. They manifest themselves as opportunism at work. The authors believe that this problem can be solved by developing K. Lewin’s and E. Schein’s change management models. While implementing innovative programmes by using one of these models, atthe opening stage, by the procedure developed by the authors, it is suggested to do research aimed at identifying the contents of the social and labour relations that have been formed within an organisation in order to reveal the quantitative measure of opportunistic behaviour of personnel in their structure and their further correcting towards decreasing the potential of employee resistance to change. For this purpose, the authors developed five scenarios and tools for gathering data through an employee survey in the environment where implementing innovative changes is expected. The findings are supposed to be presented in the form of M. Porter’s diagram, on the axes of which are indicated the types of social and labour relations; it perfectly reveals problem areas in the general structure of the social and labour relations. It is the managerial impact on them that allows a decrease in employee opportunistic potential. The evaluation of the methodical approaches, which the authors made in health care institutions, has shown that implementing innovation changes encounters much less employee resistance. Using this conceptual model of change management oriented towards changes in the structure of the social and labour relations allows an increase in efficiency and effectiveness of implementing innovative changes in organizations.
19
Buntuang, Pricylia Chintya Dewi. "MANAJEMEN PERUBAHAN DI PEMERINTAH DAERAH PROVINSI SULAWESI TENGAH." Jurnal Ilmu Manajemen Universitas Tadulako (JIMUT) 2, no. 1 (January 31, 2016): 97–106. http://dx.doi.org/10.22487/jimut.v2i1.45.
Full textAbstract:
This study aims to know and analyze of the description implementation of change management in Central Sulawesi Provincial Government. The method used in this research is descriptive. This research was conducted at work unit of local government area of Central Sulawesi Province with unit of employee analysis. . Data were obtained using observation, questionnaire and documentation. The sample of the study amounted to 308 respondents determined by stratified random sampling technique. The results show that the implementation of change management in the Central Sulawesi Provincial Government has been implemented based on the model developed by Kurt Lewin which consists of unfreezing, changing and refreezing, where the research results show that the most influential aspect in shaping change management in Central Sulawesi Province is the refreezing aspect which states that employees create / maintain change, while the weakest aspect in influencing change management is unfreezing caused employees are less ready to face changes even employees less open themselves to changes made by the organization in this case the unit of work area . Penelitian ini bertujuan untuk mengetahui dan menganalisis deskripsi pelaksanaan manajemen perubahan di Pemerintah Daerah Provinsi Sulawesi Tengah. Metode yang digunakan pada penelitian adalah deskriptif. Penelitian ini dilakukan di satuan kerja perangkat daerah Pemerintah Daerah Provinsi Sulawesi Tengah dengan unit analisis pegawai. Data diperoleh dengan menggunakan observasi, kuesioner dan dokumentasi. Sampel penelitian berjumlah 308 responden yang ditentukan dengan teknik stratified random sampling. Hasil penelitian menunjukkan bahwa pelaksanaan manajemen perubahan di Pemerintah Daerah Provinsi Sulawesi Tengah sudah dijalankan berdasarkan model yang dikembangkan Kurt Lewin yang terdiri dari unfreezing, changing, dan refreezing, dimana hasil penelitian menunjukkan bahwa aspek yang paling berpengaruh dalam membentuk manajemen perubahan di Pemerintah Daerah Provinsi Sulawesi Tengah adalah aspek refreezing yang menyatakan bahwa pegawai menciptakan/memelihara perubahan, sedangkan aspek yang paling lemah dalam mempengaruhi manajemen perubahan adalah unfreezing yang disebabkan oleh pegawai kurang siap dalam menghadapi perubahan bahkan pegawai kurang membuka diri terhadap perubahan yang dilakukan organisasi yang dalam hal ini satuan kerja perangkat daerah.
20
Aslam, Usman, Farwa Muqadas, Muhammad Kashif Imran, and Abdul Saboor. "Emerging organizational parameters and their roles in implementation of organizational change." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1084–104. http://dx.doi.org/10.1108/jocm-08-2017-0300.
Full textAbstract:
Purpose The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations. Design/methodology/approach In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires. Findings The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully. Research limitations/implications The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision. Originality/value A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.
21
Cook, Miranda, Okezi Obrutu, Tammy Reasoner, Courtney Bursuc, Kathy Taylor, Sarah Moore, Stacie Schmidt, and Amy Webb Girard. "Resource Management & Healthy Purchasing Behaviors Show Direct Effects on Diet Change in Pathway Analysis Exploring Mechanisms of Action for a Produce Prescription Program." Current Developments in Nutrition 5, Supplement_2 (June 2021): 970. http://dx.doi.org/10.1093/cdn/nzab051_014.
Full textAbstract:
Abstract Objectives Investigate the mechanisms of action in a produce prescription program through pathway analysis. Methods The Georgia Food for Health program is a produce prescription program that provides cooking classes, nutrition education, and vouchers redeemable for produce over a six-month intervention period. Program data collected between 2018 and 2019 were used to fit a pathway model estimating the relationships in the program. Measures included the number of program visits attended, per-person total produce voucher redemption (in US dollars), change in food security, diet score (based on a modified food frequency questionnaire), purchase score (a measure of healthy purchasing behaviors), resource score (a measure of resource management behaviors), as well as blood pressure, waist circumference, and BMI. The model controlled for sex and age of participant as well as site and year of program participation. Model fit was interpreted based on the following indices: Root Mean Squared Error of Approximation (RMSEA), Comparative Fit Index (CFI), Tucker-Lewis Index (TLI), and Standardized Root Mean Squared Residual (SRMR). The lavaan package version 0.6–3 in R software was used for the pathway analysis component. Results Neither number of visits attended nor per-person total redemption had direct effects on change in resource score or change in purchase score from baseline to endline of the program. Change in resource score had a moderate direct effect on change in diet score (β = 0.185, P < 0.05). Change in purchase score also had a moderate direct effect on change in diet score (β = 0.149, P < 0.05). No factors had significant effects on change in food security. Diet score did not have significant effects on change in clinical outcome measures. Model fit was good with RMSEA <0.001, CFI is >0.95, TLI >0.95, and SRMR <0.08. Conclusions Produce prescription programs show promise of improving diet scores through improving healthy purchasing and resource management behaviors. Additional research is needed to determine factors that influence changes in these behaviors and how to maximize their effects for similar programs. Funding Sources Supported partially by the National Center for Advancing Translational Sciences of the National Institutes of Health under Award Number UL1TR002378. Additional funding provided by Open Hand Atlanta.
22
Song and Kim. "Culture and Art Education to Promote Cultural Welfare in Civil Society." Social Sciences 8, no. 12 (November 22, 2019): 322. http://dx.doi.org/10.3390/socsci8120322.
Full textAbstract:
Today, intellectual education based on the various experiences and emotions of citizens through culture and art education draws attention in terms of obtaining improvements in social welfare. Citizens can become further aware of culture and art and get a wider range of benefits in cultural welfare. Culture and art education are important activities of cultural welfare. This study examines some of the successes of the Seoul Arts Center academy, which represents and hosts diverse cultural and art activities in South Korea. These activities have led to successful promotion of culture and art education for Seoul citizens. Based on Lewin’s change management process model, the cases that were analyzed focus on the change in culture and art education in the Seoul Arts Center academy. Findings from this study indicate the contribution to the improvement in cultural welfare for citizens from their engagement in activities within art education and culture. The discussion also highlights that good management of the changes in educational activity with the citizens’ needs and improvements in the maturity of civil society were critical factors for educational sustainability and success.
23
Kahunyo, Margaret Nyakio, and Paul Waithaka. "Change Management Practices and Performance: A Case of Commercial Banks in Nyeri County, Kenya." International Journal of Current Aspects 3, no. VI (November 20, 2019): 101–23. http://dx.doi.org/10.35942/ijcab.v3ivi.81.
Full textAbstract:
Over the past half-decade, a lot of change has been experienced in the banking sector. This ranges from regulatory reforms, technological shifts especially on mobile and internet banking, intensified financial innovations, internalization and heightened competition from other players. Although some banks may have recorded good performance in the period under assessment, most of the commercial banks have recorded dwindling performance. This study was interested in determining the effect of change management practices on performance of commercial banks in Nyeri County, Kenya. Specifically, the study aimed to establish the effect of stakeholder involvement on performance of commercial banks; to establish the effect leadership on performance of commercial banks; to assess the effect of organisational learning on performance of commercial banks, and to determine the effect of communication on performance of commercial banks in Nyeri County, Kenya. The study was guided by McKinsey 7-S Change Model, Kotter's Eight Step Model, Resource Dependence Theory, and Kurt Lewin’s Model. A descriptive survey research design was utilised. The target population comprised of 15 banks in Nyeri County, Kenya. The study used a census approach. The study used purposive sampling to select branch managers, accountants, credit managers, and marketing managers of all the commercial banks as the choice class of respondents. The study considered non-financial performance of the banks for five (5) financial years 2012-2017. Primary data was collected through questionnaires while secondary data was extracted from the financial and management reports and corporate handbooks. Cronbach’s Alpha Reliability test was used to test the instruments for reliability while expert opinion assessed the validity status of the instrument. The study used descriptive and inferential analysis. The study targeted all the commercial banks in Nyeri County, Kenya. The study targeted sixty respondents who were the top management of the commercial banks. Questionnaires were used as the main tool of data collection in the study. The researcher used the drop and pick method to administer the questionnaires. The data was coded and entered into Statistical Package for Social Science (SPSS) where both descriptive analysis and inferential analysis of multiple regression analysis was done. The study found that stakeholder involvement had a positive and significant effect on performance of commercial banks in Nyeri County, Kenya. Leadership had the largest positive effect on performance while organization learning had the least but positive effect on the performance of commercial banks in Nyeri County, Kenya. The study concluded that communication had significant and positive effect on performance of banks in Nyeri County, Kenya. As established from the multiple regression analysis the results affirmed that stakeholder involvement, leadership, organization leaning and communication had significant effect on performance of commercial banks in Nyeri County, Kenya. The study recommends improvement of organization learning which was found to be deficient through development of mentorship programs and up scaling the level of employee training and development.
24
Ellis, Peter, and Jane Abbott. "Applying Lewin's change model in the kidney care unit: unfreezing." Journal of Kidney Care 3, no. 4 (July 2, 2018): 259–61. http://dx.doi.org/10.12968/jokc.2018.3.4.259.
Full text
25
Ellis, Peter, and Jane Abbott. "Applying Lewin's change model in the kidney care unit: movement." Journal of Kidney Care 3, no. 5 (September 2, 2018): 331–33. http://dx.doi.org/10.12968/jokc.2018.3.5.331.
Full text
26
Ellis, Peter, and Jane Abbott. "Applying Lewin's change model in the kidney care unit: refreeze." Journal of Kidney Care 3, no. 6 (November 2, 2018): 390–92. http://dx.doi.org/10.12968/jokc.2018.3.6.390.
Full text
27
Allaoui, Ali, and Rachid Benmoussa. "Employees’ attitudes toward change with Lean Higher Education in Moroccan public universities." Journal of Organizational Change Management 33, no. 2 (January 7, 2020): 253–88. http://dx.doi.org/10.1108/jocm-08-2018-0232.
Full textAbstract:
Purpose The purpose of this paper is to study the attitudes of higher education employees to the change with Lean at public universities in Morocco in order to determinate the factors of resistance to change and to look for the motivating factors that encourage these employees to participate in change project with Lean. Design/methodology/approach A questionnaire sent to all administrative and technical staff of higher education at five public universities in Morocco during year 2019. This study has analyzed both a person-oriented approach and a variable-oriented approach and characterized by using Lewin’s change model to manage change with Lean. Findings The results show that individual, organizational and group factors have a positive impact on employees’ attitudes toward change with Lean but individual factors are more important than other factors. Research limitations/implications The research is limited to universities in Morocco and mainly public universities. It is only interested in the first stage in the change process with Lean (unfreezing). Understanding employee attitudes, determining motivation factors and the causes behind resistance to change before embarking in change journey with Lean Higher Education (LHE) enables the public universities in Morocco (management) to better prepare for change by reducing resistance to change to create a favorable climate to implement LHE. Originality/value The majority of research works to date focus on implementation of LHE without giving interest to the preparation of the organizational change, this last is very much requested to determine the driving and restraining forces in order to reduce the resistance to change that is the main reason of failure of many change programs. This paper attempts to determinate the factors of resistance to change which allows to the public universities in Morocco to overcome them before moving to the changing stage.
28
Islam, M. Nazmul, Fumitaka Furuoka, and Aida Idris. "Employee championing behavior in the context of organizational change: a proposed framework for the business organizations in Bangladesh." Journal of Asia Business Studies 14, no. 5 (April 23, 2020): 735–57. http://dx.doi.org/10.1108/jabs-01-2019-0019.
Full textAbstract:
Purpose The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change. Findings This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change. Research limitations/implications This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research. Practical implications This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change. Originality/value This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.
29
Yusof, Norhafezah, Rosna Awang Hashim, Nena P. Valdez, and Aizan Yaacob. "Managing diversity in higher education." Journal of Asian Pacific Communication 28, no. 1 (January 19, 2018): 41–60. http://dx.doi.org/10.1075/japc.00003.yus.
Full textAbstract:
Abstract Situated in the first stage of Lewin’s Change Management Model (Lewin, 1947), this study examined the strategic communication plan needed to enable Higher Educational Institutions (HEIs) to embrace learner diversity via diversity engagement. Participants were 56 academics from 14 public and two private universities in Malaysia who attended the Learner Diversity training module at the Higher Education Leadership Academy (AKEPT) between the periods from 2014 to 2015. During the training sessions, participants were asked to diagnose the existing communication strategies of their respective universities that concerned learner diversity, and to suggest ways to fulfill the mission of driving diversity in their respective universities. Each participant wrote three series of reflective writings and these created a total database of 168 reflective notes. The data were analyzed using the six phases of thematic analysis proposed by Braun and Clarke (2006). The findings have identified three main themes for a strategic communication planning approach: (1) re-examining the institutional mission statement on inclusive diversity practices, (2) changing the mindset of academe, and (3) starting with small steps when introducing change in embracing learner diversity. This study served as one of the baseline studies conducted at the national level to comprehend the potential of a strategic communication planning process in HEIs from the perspectives of employees.
30
Al Remeithi, Alya Ateeq, and Syed Zamberi Ahmad. "The Crown Prince Court’s Training and Career Development section: managing training for its employees." Emerald Emerging Markets Case Studies 10, no. 1 (February 14, 2020): 1–16. http://dx.doi.org/10.1108/eemcs-08-2019-0213.
Full textAbstract:
Learning outcomes This case study focuses on change management and employee resistance when implementing a new initiative. The case may be helpful to students to clarify their understanding of the following: the importance of employee involvement in the change management process in the government sector. Understand how to help employees to deal with change more effectively, maintaining their commitment and bringing them successfully through the change. Understand the importance of communication during the change process. Successful approaches used when implementing change, such as the Lewin model and Kotter 8. The obstacles to change, including resistance and adverse reactions to change and connecting employees, as well as the causes of resistance when implementing a change. Case overview/synopsis The Crown Prince’s Court is an independent government entity established in 1971, providing support to the Crown Prince of Abu Dhabi with the help of almost 300 employees. The Training and Career Development subsection headed by Sumaya Al Saedi decided to initiate an online training and development program for employees. Given that national service, maternity leave and emergency leave had led to working pressure and less training and development for the employees, Sumaya and her team realized that few employees were registering for the course and few of those that did register actually completed their course. Several causes were identified that had led to employees avoiding the online courses. Work pressure and technical issues were among the most salient reasons that kept registered employees from completing the course. The lack of policies at an institutional level to aid changes in training structures reduced the number of employees who felt that they could register for the courses. Therefore, Sumaya and her team had to decide how to attract their employees to online courses and how to support them. Complexity academic level This case study was written for Change Management courses in Bachelor of Business Administration programs. This case examines employee resistance to change when implementing a new system. It can, therefore, be used for undergraduate-level courses. As it concerns employees during the implementation of changes, this case study can be used to help students develop their planning and implementation skills. By focusing on internal departmental challenges, students are introduced to the change process of implementing an initiative and how to deal with employees in the organization. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.
31
Wallis, Marianne, and Wendy Chaboyer. "Building the Clinical Bridge: An Australian Success." Nursing Research and Practice 2012 (2012): 1–6. http://dx.doi.org/10.1155/2012/579072.
Full textAbstract:
Nursing effectiveness science includes primary, secondary, and translational, clinically focused research activities which aim to improve patient or client outcomes. It is imperative, for the successful conduct of a program of nursing effectiveness science, that a clinical bridge is established between academic and healthcare service facilities. An Australian example of the development of a robust clinical bridge through the use of jointly funded positions at the professorial level is outlined. In addition, an analysis of the practical application of Lewin’s model of change management and the contribution of both servant and transformational leadership styles to the bridge building process is provided.
32
Cummings, Stephen, Todd Bridgman, and Kenneth G. Brown. "Lewinian Limits: A Foucauldian Analysis of Kurt Lewin's representation in change management." Academy of Management Proceedings 2013, no. 1 (January 2013): 12056. http://dx.doi.org/10.5465/ambpp.2013.12056abstract.
Full text
33
CORBITT, GAIL F., RONALD J. NORMAN, and MARK C. BUTLER. "ASSESSING PROXIMITY TO FRUITION: A CASE STUDY OF PHASES IN CASE TECHNOLOGY TRANSFER." International Journal of Software Engineering and Knowledge Engineering 01, no. 02 (June 1991): 189–201. http://dx.doi.org/10.1142/s0218194091000160.
Full textAbstract:
Using the Lewin theory of planned change as a theoretical model, this study tests three hypotheses related to the three phase approach to change. An Action Research Model is used to gather data from 75 participants in CASE technology transfer in the Information Systems Department of a large insurance company. Five groups of people representing management and various levels of CASE usage participated in the study. In addition to group discussion, standardized questionnaires and individual Force Field Analyses are used to collect the data. In general the null hypotheses are rejected. The results appear to support at least three stages of change during CASE technology transfer. The groups differed with respect to content and magnitude of problems in the environment. In addition, during the moving phase it appears users may actually be more disillusioned with the change than non-users, however, the nature of the forces is more personal and indicates that they are personally involved with the move. While these people may be more negative than non-users, they are also moving closer to full implementation than those who have not started the moving process.
34
Semich, George W., and Julie A. Ray. "Choosing a Path for Doctoral Studies in Educational Leadership." International Journal of Information and Communication Technology Education 7, no. 4 (October 2011): 24–33. http://dx.doi.org/10.4018/jicte.2011100103.
Full textAbstract:
Current indications (U.S. Department of Education, 2003; Zandberg & Lewis, 2008; Picciano & Seaman, 2009) are that distance learning, in particular online learning, will continue to expand into the foreseeable future. There are some completely online doctoral programs presently operating, but many students continue to flock to the non-traditional executive type leadership cohort-based, on-ground programs at colleges and universities. However, this trend may change. Erickson, Howard, Borland, and Baker (2004) have noted the advent of the virtual university has actually changed the expectations of doctoral students. The focus of this study is to examine the perceptions of doctoral students at a small, private university toward the online format. The findings of this study indicated a less than favorable support among doctoral students to a completely online format for the non-traditional executive management/leadership doctoral program. However, there was support given to a hybrid model for the program.
35
Ajgaonkar, Mihir, and Keith D’Souza. "The Muktangan story (Part A): an organizational study and The Muktangan story (Part B): winds of change." Emerald Emerging Markets Case Studies 8, no. 3 (September 24, 2018): 1–25. http://dx.doi.org/10.1108/eemcs-08-2017-0216.
Full textAbstract:
Subject area The subject areas are organizational management, organizational behaviour and human resource management. Study level/applicability The study is applicable for courses in human resource management and organizational behaviour as part of masters-level programmes in business administration and management, executive development programmes on organization design and development for middle/senior management. Case overview In 2003, Elizabeth and Sunil Mehta had founded a voluntary organization, “Muktangan”, focussed on child-centric education through innovative pedagogy for the community of the urban poor. Elizabeth, an educationist, and Sunil, a highly successful business person, joined hands to contribute to the well-being of urban poor to make a difference to their lives. Elizabeth and Sunil presented a proposal to impart education for “the children of the community, by the teachers drawn from the community” to the residents of the slums in central Mumbai. With a humble beginning of running a small pre-school, Muktangan now manages seven schools with 3,400 children and 500 teachers, and a teachers’ training centre with a capacity to train 100 teachers a year. Muktangan won acclaim for its unique pedagogy and a very effective child-to-teacher ratio. Over the years, Elizabeth and Sunil led Muktangan with a strong passion and a “hands-on” approach. Of late, Elizabeth and Sunil faced questions from their donors about the sustainability of Muktangan with respect to leadership and management succession. Elizabeth and Sunil had a vision for Muktangan for self-directed growth with an empowered team. Muktangan embarked on the journey to create a leadership for self-directed growth. Sunil, Elizabeth and team Muktangan conceptualized and implemented a change management intervention with help from an external consultant to build the desired organization. Expected learning outcomes Outcomes are understanding issues involved in the leadership, organization design and management of change, particularly of those organizations engaged in social change and development in developing societies. Supplementary materials The Muktangan Story: Part A – An Organizational Study; The Muktangan Story Part B – Winds of Change; Teaching Note; References: Bradach J. (1996), Organizational Alignment: The 7-S Model, Harvard Business School Publishing, Boston, MA 02,163. Cooperrider D. and Whitney D. (2005), “A Positive Revolution in Change: Appreciative Inquiry”, In The Change Handbook. The Definitive Resource on Today’s Best Methods for Engaging.Whole Systems, by Peggy Holman, Tom Devane, and Steven Cady. Berrett-Koehler Publishers. Cooperrider D., Whitney D., and Stavros J.M. (2008), Appreciative Inquiry Handbook for Leaders of Change (Second Edition), Berrett-Koehler Publishers. Greiner, L.E. (1998), “Evolution and Revolution as Organizations Grow”, Harvard Business Review, May-June, 3-11. www.muktanganedu.org/ accessed 12 April, 2018. Kessler, E. H., (2013) (ed.), Encyclopaedia of Management Theory, Sage Publications Kotter, J. P. (1996), Leading Change, Harvard Business School Press, Boston. Lewin K. (1951), Field Theory in social science, Harper & Row, New York. Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980), Structure is not organization. Business Horizons, 23(3), 14-26. Subject code: CSS 6: Human Resource Management.
36
Riddle, Connie Rosser. "Development of an Adolescent Inpatient Sexual Abuse Group: Application of Lewin's Model of Change." Journal of Child and Adolescent Psychiatric Nursing 7, no. 1 (January 1994): 17–24. http://dx.doi.org/10.1111/j.1744-6171.1994.tb00185.x.
Full text
37
Page, Lesley, and Jacquie Schoder. "Making change last: leadership is the key." Journal of Business Strategy 40, no. 2 (April 15, 2019): 32–41. http://dx.doi.org/10.1108/jbs-01-2018-0003.
Full textAbstract:
Purpose Multiple models of organizational change provide guidance, goals and strategic steps for organizations to complete initiatives effectively. The purpose of this paper was to discuss the impact of transformational leadership as it relates to organizational change in the twenty-first century and propose a consolidated approach to planned organizational change useful for practitioners. Design/methodology/approach Practitioners and researchers can benefit by a strategy to apply models of change to organizational initiatives. It is proposed that models by Kotter (2012), Bridges (2017) and Lewin (1951) can be consolidated into a comprehensive approach to achieve successful organizational change. Transformational leadership is a critical component which bonds such models together and guides the leader’s role in the process. Findings Kotter, Bridges and Lewin’s approaches all share similar beliefs about the effectiveness of a transformational leader. First, people and process aspects of change take center stage. Second, urgency needs to unsettle or awaken the need for change. Third, people want to be part of the change process. By involving others, engagement, empowerment and buy-in all increase. Fourth, change will only last if it is embedded into the structures and systems which make up the organization’s culture. Originality/value The value of the consolidated approach to change proposed in this paper is that it meets leaders at their level of skill and experience, as it offers options depending on the needs of the organization and extent (depth) of the change required.
38
Hussain, Syed Talib, Shen Lei, Tayyaba Akram, Muhammad Jamal Haider, Syed Hadi Hussain, and Muhammad Ali. "Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change." Journal of Innovation & Knowledge 3, no. 3 (September 2018): 123–27. http://dx.doi.org/10.1016/j.jik.2016.07.002.
Full text
39
Manchester, Julianne, Deanna L. Gray-Miceli, Judith A. Metcalf, Charlotte A. Paolini, Anne H. Napier, Constance L. Coogle, and Myra G. Owens. "Facilitating Lewin's change model with collaborative evaluation in promoting evidence based practices of health professionals." Evaluation and Program Planning 47 (December 2014): 82–90. http://dx.doi.org/10.1016/j.evalprogplan.2014.08.007.
Full text
40
Wacięga, Sebastian, and Anna Miodyńska. "Facylitacja zespołowego diagnozowania i planowania strategicznego w lokalnych organizacjach kultury." Zarządzanie w Kulturze 19, no. 4 (2018): 415–36. http://dx.doi.org/10.4467/20843976zk.18.024.10518.
Full textAbstract:
The goal of the paper is to describe the process of a team-based (participatory) strategic diagnosis and planning in a local cultural organisation. The team-based method involves the participation of as many organisation’s staff members and stakeholders as possible in strategic diagnosis and planning. The scope of such participation principally covers the management; however, it can be expanded to include a workgroup of selected employees, all the employees, and representatives of the organisation’s environment. The selection of the scope of participation in strategic diagnosis and planning is conditioned by the objectives set by the entity responsible for the organisation (e.g. the management or a supervisory body), the effectiveness of the planning process (decision-making dilemmas: participation – effectiveness), the needs of the local environment, and the selected model of the organisation. A crucial role in supporting the team-based (participatory) process of strategic diagnosis and planning is played by a facilitator. The facilitator’s task is to create optimal teamwork conditions, so as to reveal various perspectives and use the participants’ experiences, knowledge, and ideas in diagnostic and planning work. Preparing the organisation for change, so the process of strategic diagnosis and planning, should factor in the key forces in the organisation and the environment, as presented in the Kurt Lewin’s field theory. These forces have an inhibiting or supporting impact on the strategic management process in the organisation. The paper presents a preliminary analysis of these forces based on the perspectives of the organisation’s management, local self-government (the most common supervisory body of a local cultural organisation), and the organisation’s staff.
41
Lin, Haifen, Mengya Chen, and Jingqin Su. "How management innovations are successfully implemented? An organizational routines’ perspective." Journal of Organizational Change Management 30, no. 4 (July 3, 2017): 456–86. http://dx.doi.org/10.1108/jocm-07-2016-0124.
Full textAbstract:
Purpose The purpose of this paper is to address how management innovations are implemented deeply at the most micro level of organizations, namely, organizational routines, or to investigate the process through which organizational routines evolve in implementing management innovations, with existing routines overturned and new routines created and solidified. Design/methodology/approach This paper adopts an interpretive and exploratory case study on the case of Day-Definite (DD) innovation which has successfully brought Arima World Group Company Limited (HOAU) into a new value-added arena, in terms of timing, security and high service quality. Considering that DD innovation reflects a systematic innovation of the whole organization, this paper focuses on it to explore the complex implementation mechanism of management innovation. Multiple approaches were utilized during data collection to meet criteria for trustworthiness, including semi-structured interviews, archival data and observation; and the data analysis went through a five-step process. Findings The results confirm management innovation as a complex project concerning organizational routines which represent a central and fundamental element of organizations. Also, it finds that organizational routines evolve in innovation implementation through a three-phase process consisting of the existing-routine-domination phase, the new-routine-creation phase and -solidification phases, each exhibiting different innovation activities and characteristics of participants’ cognition and behaviors; recreation of new routines is the key for routine evolution, thus for success of management innovations. Research limitations/implications This research is constrained by several limitations. The set-up framework of organizational routine evolution in innovation implementation needs a further confirmation in more organizations; other elements, such as cognition of managers, resource orchestration, environmental elements or organizational culture, should be considered for the success of innovation implementation; and more attention should be paid to the potential power asymmetries among participants and its potential influence on forming shared schemata and subsequent new routines, besides interactions and role taking. Originality/value The findings offer some valuable insights for further research on management innovation and organizational routines and hold important implications for management practices. This research extends research on management innovation and the Kurt Lewin Change Theory and Change Model to explore innovation implementation at a most micro level; furthers research on organizational routines, especially routine dynamic theory, by holding the two-component view and exploring the process through which organizational routines evolve; and contributes to research on the relationship between organizational routines and innovations by taking an organizational routines’ perspective. It reminds managers of the depth and complication of innovation implementation.
42
Memon, Farzana Akmal. "Role of leadership communication in creating change readiness: revisiting Kurt Lewin's Model in telecommunication sector of Pakistan." Indian Journal of Science and Technology 13, no. 26 (July 18, 2020): 2625–32. http://dx.doi.org/10.17485/ijst/v13i26.933.
Full text
43
Antonelli, Valerio, Trevor Boyns, and Fabrizio Cerbioni. "THE DEVELOPMENT OF ACCOUNTING IN EUROPE IN THE ERA OF SCIENTIFIC MANAGEMENT: THE ITALIAN ENGINERING CONGLOMERATE, ANSALDO, 1918–1940." Accounting Historians Journal 35, no. 1 (June 1, 2008): 49–81. http://dx.doi.org/10.2308/0148-4184.35.1.49.
Full textAbstract:
Utilizing archival materials, this paper examines the case of the Genoa-based firm, Ansaldo, which, by the early decades of the 20th century, had emerged as a major force in the inter-related fields of engineering, shipbuilding, and metal and steel manufacture in Italy. Following financial problems immediately after World War I and during the 1920s, the company was subsequently taken under the umbrella of the Italian State's financial holding unit, the Institute for Industrial Reconstruction (IRI), in the 1930s. Utilizing Lewin's theory of change as a framework for investigating change in management accounting, the paper examines the internal and external factors influencing the development of cost/management accounting at the company. These are also examined against the background of the development of scientific management, both in Italy and elsewhere.
44
Schein, Edgar H. "Kurt Lewin's Change Theory in the Field and in the Classroom: Notes Toward a Model of Managed Learning." Reflections: The SoL Journal 1, no. 1 (August 1, 1999): 59–74. http://dx.doi.org/10.1162/152417399570287.
Full text
45
Muhtada, Dani. "Managing workforce diversity: an Islamic perspective." Indonesian Journal of Islam and Muslim Societies 2, no. 1 (June 1, 2012): 78. http://dx.doi.org/10.18326/ijims.v2i1.78-108.
Full textAbstract:
Workforce diversity is an inevitable phenomenon of the day. Diversity management<br />is then developed in response to this reality. The discourse has been widely<br />implemented in many western countries and some other countries across the<br />world. Yet, it does not sound loudly in the Muslim countries. The objective of this<br />paper is to discover Islamic perspective of workforce diversity management. The<br />results show that pluralism and multiculturalism values are strongly promoted in<br />Islamic teaching. Although, some conceptual problems regarding conservative<br />views on diversity might constrain diversity workforce management, but a strategic<br />solution to this issue is not impossible. This paper basically favors the idea of<br />implementing the Lewin-Schein change model (i.e., unfreezing – change [moving]<br />– refreezing) for managing diversity in the Muslim society context but with a<br />more focus given to the substantive aspects of diversity management (i.e., elaborating<br />Islamic values on diversity). The role of such qualified Islamic scholars is<br />crucial in this regard.<br />Keragaman sumber daya manusia di tempat kerja adalah sebuah fenomena yang<br />tidak terhindarkan dewasa ini. Karena itu, mengelola keragaman secara professional<br />adalah sebuah keniscayaan. Meskipun diskursus tentang pengelolaan<br />keragaman di tempat kerja bukanlah hal yang baru di dunia Barat, namun di<br />negara-negara berpenduduk mayoritas muslim praktik dan wacana tentang hal tersebut masih kurang mendapatkan perhatian. Paper ini bertujuan untuk<br />menawarkan konsep manajemen keragaman di tempat kerja dalam perspektif<br />Islam. Paper ini menggarisbawahi bahwa multikulturalisme sesungguhnya memiliki<br />tempat yang signifikan dala ajaran Islam. Kendati ada ada persoalan konseptual<br />berkaitan pandangan-pandangan konservatif tentang pluralism dan<br />mulrikulturalisme, yang nota bene dapat menghambat efektivitas manajemen<br />keragaman di dunia Islam, namun persoalan ini bukan tidak dapat dipecahkan.<br />Paper ini berpendapat bahwa framework yang ditawarkan oleh Lewin-Schein<br />tentang pengelolaan keragaman dapat diadaptasi dalam konteks dunia Islam<br />dengan mengelaborasi konsep-konsep ajaran Islam tentang keragaman.
46
Fells, R. E. "Award Restructuring, Workplace Reform and the Changing Nature of Australian Industrial Relations." Economic and Labour Relations Review 4, no. 2 (December 1993): 257–78. http://dx.doi.org/10.1177/103530469300400206.
Full textAbstract:
This paper examines the changes taking place in Australian industrial relations. It takes as its starting point the policy objective of improving workplace productivity and examines the impact of reforms on this objective using Lewin's framework for the analysis of change and a mining operation as a case study. The paper suggests that the reforms are only facilitative and this exposes a reliance on management for the achievement of the policy objective. The dominance of managerial perspective changes the fundamental nature of the industrial relations system and raises several important policy considerations, in particular issues relating to the recognition of trade unions.
47
Paquibut, Rene, and Ahmed Al Naamany. "Managing organizational change to meet the research–teaching nexus standard." International Journal of Educational Management 34, no. 4 (December 12, 2019): 782–93. http://dx.doi.org/10.1108/ijem-07-2019-0225.
Full textAbstract:
Purpose Higher education institutions (HEIs) worldwide are required to acquire accreditation for the sake of their academic reputation at the institutional as well as programs levels. Meeting the requirements of standards established by accrediting bodies can be daunting for HEIs undergoing accreditation for the first time. Drastic organizational change is required to overhaul and implement systems to meet the requirements of quality standards. HEIs in the Sultanate of Oman are determined to acquire and maintain institutional accreditation from the Oman Academic Accreditation Authority (OAAA). The purpose of this paper is to describe how a HEI has undergone organizational change to meet the requirement of the research–teaching nexus standard using Lewin’s and McKinsey 7-S change management models. Design/methodology/approach This is a qualitative research which made use of primary and secondary data. The primary data were collected through focus group discussions and workshops, and documents analysis while internet resources were used for secondary data. The dimensions of the research–teaching nexus were determined through review of the literature which became the basis for evaluating the HEI’s practices in the area. Lewin’s and McKinsey 7-S change management models were combined to provide the conceptual framework for describing the process of change the HEI undertook. Findings Lewin’s and McKinsey 7-S change management models allowed for a systemic and systematic perspective of the change required for the HEI to meet the research–teaching nexus standards and acquire institutional accreditation. The HEI documented its practices, conducted an evaluation and instituted the changes in the dimensions of the research–teaching nexus and the supporting 7-S elements. As final result, the HEI was granted institutional accreditation. Research limitations/implications This is a case study of the experience of an HEI in the Sultanate of Oman in its effort to acquire institutional accreditation from the OAAA. However, this case study can provide insights to a larger audience of institutions in Oman and within the Gulf region (or even outside the region) that are in the process of going through a similar experience. For those who have already undergone a similar exercise, this case study can provide a valuable comparison. Practical implications The practical experience of the HEI in the Sultanate of Oman can provide valuable lessons/insights to those in the praxis of educational management and quality assurance in education. Social implications Quality in education is a social issue. HEIs are pressured to acquire and maintain accreditation as evidence of quality. The case study provides the larger audience a perspective of how much effort HEIs place in this aspect. Originality/value This paper documented the experience of an HEI in the Sultanate of Oman. This is the first paper describing an HEI’s change process in a country which is also implementing a new academic accreditation system. In this paper, two change models – Lewin’s and McKinsey’s 7-S – were integrated to provide a more comprehensive perspective in analyzing organizational change. Review of the literature has shown that these two models have not been used together in one paper, providing novelty to otherwise “classic” models. This paper should be valuable to HEIs pursuing accreditation. It is a “universal” knowledge that acquiring accreditation is a major goal of all HEIs worldwide. The described process of organizational change should be insightful to those who are responsible for steering this process with the goal of acquiring accreditation. Educational leaders at the forefront and center of the change process should find in this paper a valuable reference material, providing a systemic and systematic view of the change they have to lead in order to acquire the much-coveted accreditation. Faculty, staff and students of HEIs can be advocates or sources of resistance. This paper should provide better understanding of the process of change and how they, as stakeholders, benefit from it. Finally, students of educational management and leadership should find this paper as a useful case study for class discussion.
48
Zdrowomyslaw, Norbert, Michael Klotz, Maria Freyer, and Daniel Wedell. "Unternehmensentwicklung durch Veränderungsmanagement." Der Betriebswirt: Volume 60, Issue 4 60, no. 4 (December 1, 2019): 26–32. http://dx.doi.org/10.3790/dbw.60.4.26.
Full textAbstract:
Change management covers the design, planning, organisation, implementation, control and stabilisation of changes and the necessary change processes within the company. Based on the phase models of Lewin and Kottler, three case studies are analyzed regarding the change processes in the company situations growth after foundation, reorganization after insolvency and company succession before departure of the managing partner. The case studies show that the essential success factor for effective and efficient change is the greatest possible acceptance of managers and employees. In particular, they show that change processes are generally more successful if employees are involved from the outset through transparent information and goal-oriented communication. A further success factor is the quality of the management personnel, which is essential for employee motivation and satisfaction.
49
ANGTYAN, HOVHANNES. "ADKAR Model in Change Management." International Review of Management and Business Research 8, no. 2 (June 20, 2019): 179–82. http://dx.doi.org/10.30543/8-2(2019)-4.
Full text
50
Lennox, Mike. "Model Strategy for Change Management." Management Development Review 7, no. 6 (December 1994): 16–19. http://dx.doi.org/10.1108/09622519410771754.
Full text