Literature Review - Organisational Change
PART A
CHANGE is unavoidable in order to remain competitive in today’s fast-paced market environment. Management guru, Tom Peters puts it that ‘change or die’ has been the bottom line for countless firms (Jick & Peiperl, 2011). Change can be large or small, evolutionary or revolutionary, sought after or resisted (Hayes, 2010) and is a general feature of organisational life, both at an operational and strategic level (Todnem, 2005). Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen & Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran & Brightman, 2000). A clear definition of change or change management / organisational is still lacking despite numerous definitions by authors (Struckman &Yammarino, 2003).
The purpose of this paper is to explore change leaders’ skills/abilities required in implementing change in various context or change management approach. In doing so, the nature of change encompassing the drivers, critical success factors (CSF), dilemmas of change and types of change is discussed to achieve a better understanding organisational change.
The drive for change follows the cause-effect path set in Figure 1. The transformation needs attention to both the external and internal drivers of change (Anderson & Anderson, 2010). The Burke-Litwin model (Appendix 2) ranks them in terms of importance. The model argues that all of the factors are integrated and interdependent which generally most authors agree to (Kitchen & Daly, 2002). However, there are authors claiming that technology, government and globalisation, competitionand corporate sustainability to be drivers for change (MGT8033, 2012). Based on the infinite arguments, it can be
CHANGE is unavoidable in order to remain competitive in today’s fast-paced market environment. Management guru, Tom Peters puts it that ‘change or die’ has been the bottom line for countless firms (Jick & Peiperl, 2011). Change can be large or small, evolutionary or revolutionary, sought after or resisted (Hayes, 2010) and is a general feature of organisational life, both at an operational and strategic level (Todnem, 2005). Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen & Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran & Brightman, 2000). A clear definition of change or change management / organisational is still lacking despite numerous definitions by authors (Struckman &Yammarino, 2003).
The purpose of this paper is to explore change leaders’ skills/abilities required in implementing change in various context or change management approach. In doing so, the nature of change encompassing the drivers, critical success factors (CSF), dilemmas of change and types of change is discussed to achieve a better understanding organisational change.
The drive for change follows the cause-effect path set in Figure 1. The transformation needs attention to both the external and internal drivers of change (Anderson & Anderson, 2010). The Burke-Litwin model (Appendix 2) ranks them in terms of importance. The model argues that all of the factors are integrated and interdependent which generally most authors agree to (Kitchen & Daly, 2002). However, there are authors claiming that technology, government and globalisation, competitionand corporate sustainability to be drivers for change (MGT8033, 2012). Based on the infinite arguments, it can be