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Managing Change in Organisations - Improved HR onboarding process
Master of Business Administration

Managing Change in Organisations

Assignment Paper

1

Contents
Task 1 ...................................................................................................................................................... 3
Overview of the change ...................................................................................................................... 3
Nature of change ................................................................................................................................ 4
Drivers of the change .......................................................................................................................... 5
Key Stakeholders................................................................................................................................. 5
Management objectives ..................................................................................................................... 6
Task 2 ...................................................................................................................................................... 6
Input-Transformation-Output model ................................................................................................. 6
Cause-and-Effect Analysis ................................................................................................................... 7
Plan the change................................................................................................................................... 8
Task 3 ...................................................................................................................................................... 9
Business Process Transformation ....................................................................................................... 9
Managing the implementation of the change at Mars, Inc.



References: Ackerman, L., 1997, Development, transition or transformation: the question of change in organisations Buckingham, M. and Coffman, C., 2005. First, Break All The Rules: What the World 's Great Managers Do Differently Burke, W. W. and Litwin, G. H., 1992. A causal model of organizational performance and change. Doran, G. T., 1981. There 's a S.M.A.R.T. way to write management 's goals and objectives. Grenier, L. E., 1972, Evolution and Revolution as Organisations Grow. Harvard Business Review, 50, 37-46. Hammer, M. and Champy, J. A., 1993. Reengineering the Corporation: A Manifesto for Business Revolution Hammer, M., 1990. Reengineering Work: Don 't Automate, Obliterate. Harvard Business Review, July/August, pp Ishikawa, K., 1968. Guide to Quality Control. Tokyo: JUSE Press, Ltd. Kanji, G.K., 1990. Total quality management: the second industrial revolution. Total Quality Management, Vol Mintzberg, H. and Waters, J. A., 1985, Of Strategies Deliberate and Emergent, Strategic Management Journal, 6, 257-272. RDI, 2012a. Managing change in Organisations. Identifying, Understanding and Involving Others in Change RDI, 2012b. Managing change in Organisations. Strategies and Models for Change. Business Process transformation and Total Quality Management, pp RDI, 2012c. Managing change in Organisations. Change Management and Projects. Managing the Change Program, pp Waterman, R. H. Jr, Peters, T. J. and Phillips, J. R., 1980. Structure is not organisation. McKinsey Quarterly in-house journal

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