03chapter3

University of Pretoria etd – Ströh, U M (2005)

OVERVIEW OF CHAPTER 3:

Approaches to Change Management

CHAPTER 1: INTRODUCTION → INTERPRETIVE APPROACH → CRITICAL PARADIGM → POSTMODERNISM → CHAOS AND COMPLEXITY THEORIES → RELATIONSHIP MANAGEMENT
Background

Key concepts

Conceptual framework

Research statement,

Findings, Conclusions & Implications

objectives, design
& methodology
CHAPTER 2:

CHAPTER 3:

CHAPTER 4:

STRATEGIC

APPROACHES

MANAGEMENT

TO CHANGE
MANAGEMENT

& CHANGE

EMERGENT
APPROACHES

CHAPTER 5:
RELATIONSHIPS

CHAPTER 6:
METHODOLOGY

& RELATIONSHIP
MANAGEMENT

CHAPTER 7:
FINDINGS

CHAPTER 8:
CONCLUSIONS
& FURTHER
RESEARCH

Traditional approaches to change management
Limitations of the planned approach to strategic management & change management Emergent approaches to change management
Variables that may influence the change process

METHODOLOGY & THEORY LINK

Independent variables
Change
management

Planned approach
Scenario A

Emergent approach
Scenario B

Dependent variable
Relationships

Validity & reliability testing 50

University of Pretoria etd – Ströh, U M (2005)

CHAPTER 3:

Approaches to Change Management
3.1 Introduction
As outlined previously in Chapter 2, the planned approach to strategic management and change management is tightly linked to identifying and managing processes designed to make organisations more successful and competitive. All these processes are internally focused, and they attempt to provide solutions to help management obtain commitment to change and improve productivity with the least resistance. Change plans make the results tangible, help control the processes, guide decision-making and provide security around uncertainties.
In this chapter the characteristics of the traditional, planned approach to change management are discussed in depth, and the emergent views of change management are introduced.

3.2 Traditional approaches to change management
Individual change management models can be briefly summarised