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Managing Change in Organizations

Managing Change in Organizations

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Published by muinchy

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Published by: muinchy on Apr 29, 2010
Copyright:Attribution Non-commercial

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12/18/2012

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2010
Managing Change inOrganizations
Nasrin ParvinID:
Word count: 3613
 
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Contents
Page No
.Introduction3Factor 1: Ensure the need4Factor 2: Provide a plan5Factor 3: Build Internal Support for Change and Overcome Resistance6Factor 4: Ensure Top-Management Support and Commitment 7Factor 5: Build External Support 8Factor 6: Provide Resources 10Factor 7: Institutionalize Change 11Conclusion 12Refernces 13
 
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M
anaging Change in Organizations
Introduction
 
Change is a powerful force, an engine, that drives many segments of our country¶s economy.Most importantly, the forces of change provide us as contractors with new projects to build,and older buildings to modify or rehabilitate. Change is truly the lifeblood of our business.The forces of change, however, are also more subtle and pervasive as they affect our  businesses, our jobs, and ultimately our daily lives. While we might easily recognize changeas progress in the physical world of construction, we often fail to recognize other concurrentforces of change in our industry, our businesses, our crews, and even our personal lives.Failure to recognize and adjust for this force of change can only lead in a downward spiral tolower efficiency, productivity, profitability, and personal ineffectiveness. The intent of thissection is to present a few ideas about managing this continuous process of change.The industrial revolution introduced a management process which was based on rank and power. This method of management was appropriate for the time since the average worker was poorly educated and working simply to meet basic needs of food, clothing, and shelter.Successful businesses of this era were based on a rigid system of management--a chain-of-command from the top down. While some industries, businesses, and people are yet todayattempting to manage by a system based on rank and power, they are approaching extinctionfor this system of management is dead! Consider the worker of today. The worker of today ismore educated, often highly educated, more experienced, and quite often very competent.The worker of today is motivated not simply by basic human needs for food, clothing, andshelter, but by the powerful need to meet higher and more personal goals. In today¶sworkplace, the employee is motivated not by directions but by inspiration and personalsatisfaction. Today¶s worker is no longer motivated simply by money, but more so by acomplex set of shared and personal objectives. In the organization, personal education andcompetence have replaced rank and power. The effective organization must be based onmutual understanding and responsibility.These studies describe the process of implementing change within organizations and point tofactors contributing to success (e.g., Armenakis, Harris, and Feild 1999; Bingham and Wise1996 ; Burke 2002; Greiner 1967; Kotter 1995 , 1996; Rainey and Rainey 1986; Thompson

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