ASSIGNMENT TITLE: WHY IS THE MANAGEMENT OF CHANGE IN HRM NEVER THAT STRAIGHTFORWARD?
UB NUMBER: 10037311
MODULE CODE: MAN4236M
MODULE LEADER: MICHAEL FRIZE
J. Hiatt defines change management as a structured approach to shifting/transitioning individuals, teams and organisations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment. It therefore includes the process, techniques and tools used execute effective change in an organization.
This paper begins by reflecting on the nature of change and how individuals respond to it, it then discuss some models used to undertake the process of change and the role of the change agent and organisation culture in change management; all in an attempt to understand why the management of change in human resource management is never that straightforward.
Background and literature review
The impact of change and the managerial response to various challenges faced by an organization is perceived to be of more importance in modern working life than ever before. Buchanan and Huczynski (2004) identified a number of external and internal triggers or pressures that indicate that the current structures and process in an organization are no longer effective. Examples are technological advances, changes in legislation and government policies, competitor responses, staff turnover, innovations in the manufacturing process, to mention a few. They further highlighted the idea that not all change is the same i.e. it can be radical, impacting the organization as a whole and requiring new systems and significant developments; or it may be incremental, involving gradual developments. These different types of change create different challenges and should thus be handled specifically depending on whether the change is proactive or... [continues]
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