Change Management

13001 WordsJan 17, 201353 Pages
PROF. DR. OLAF PASSENHEIM CHANGE MANAGEMENT Prof. Dr. Olaf Passenheim Change Management Change Management © 2010 Prof. Dr. Olaf Passenheim & Ventus Publishing ApS ISBN 978-87-7681-705-3 To Till Jakob and Jan Malte Contents 1. 1.1 1.2 1.3 2. 2.1 2.2 2.3 2.4 2.5 3. 3.1 3.2 3.2.1 3.2.2 3.2.3 3.2.4 4. 4.1 Change Management Introduction Reasons for Change Origins of Change Management Concepts of Change Management Lewin´s Change Theory Chin & Benne´s “Effecting Changes in Human System” Bullock and Batten’s Phases of Planned Change Beckhard and Harris change formula 7-S Model The Change Process Initiating a Top-Down Change Initiating a Bottom-Up Change Responsibility for managing change Change management process Dealing with…show more content…
By deregulation, the competitive pressure was put on telephone companies such as the German Telecom which has minimised monopolistic emplacement. Regarding this point, advances in technology have had a big impact on the market. Also, the affordability of equipment and software allows greater competition in the IT-sector. Government laws and regulations can have a large impact on an organization such as with deregulation. Organizations have to change because it is now prescribed. The new tobacco taxes and the legislation requiring tobacco manufacturers to disclose the harmful effects of tobacco smoking have created huge pressures on some large organizations. These organisations now have to change to ensure their economic viability. Finally, these economic ups and downs have a dramatic effect on organizations as well on domestic markets as the worldwide economic influence continues on organizations. This phenomenon could be seen during the last financial crisis. The effects were recognized in the USA first; then they hit Europe, Japan and finally the rest of the world. As a consequence, several automobile manufacturers have announced production cutbacks and reduced employment. Parallel to the external reasons there are different internal forces for change:     Corporate strategy Workforce Technology and equipment Employee attitudes It is not unusual for an organization to change its strategy. It can lead e.g. to a large
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