Change Management

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Running Head: CHANGE MANAGEMENT QUESTIONAIRE

Change Management Questionnaire
Nov 9, 2005 Change Management Questionnaire
The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.
Drivers for change come in two categories, internal and external. In the simulation, "Organization Structure", the pretence was that the stagnating system integration market, lead the CEO to get the engineers trained in networking techniques. This training, once put to use resulted in a 20% increase in total revenue for the company. This is an example of an external force for change. The company was faltering behind the staggering systems integration market, so change was imperative if the company was to maintain its profitability.
Another example of an external force for change demonstrated by the simulation was when a key technology advisor broke ties with the company. This forced change in the way the company was going about the initial change. In other words it changed the way the company was changing. What needed to happen was this; advisors needed to be replaced, alternative solutions needed to be developed, lost time needed to be made up, and projects needed to be coordinated. Because a key advisor quit many changes needed to be implemented, but for the initial plan for change to be a success, leadership needed to adapt to the adversity.
An internal driver of change is a force form inside the organization that prompts an adjustment in the way business is conducted. An example of this from the



References: Cummings, T.G. and Worley, C.G. (2001) Organization Development and Change, 7th Edition, South-Westem College Publishing, Feldman, D. and Thomas, D. (1992), "Career issues facing expatriate managers", Journal of International Business Studies, 23, 271-294. French, W.L. and Bell, CH. (1990) Organization Development, 4th Edition, Prentice-Hall, Englewood Cliffs, NJ. Hayles, K. N. (2000). From chaos to complexity: moving through metaphor to practice in nursing. Retrieved Nov. 9, 2005, from http://www.southernct.edu/chaos-nursing/chaos4.htm. Lewis, R. (1994). From chaos to complexity: implications for organizations Macbeth, D.K. (2002) 'Emergent strategy in managing cooperative supply chain change ' Macintosh, R. and MacLean, D. (1999) 'Conditioned emergence: a dissipative structures approach to transformation ' Macintosh, R. and MacLean, D. (2001) 'Conditioned emergence: researching change and changing research ' of Operations and Production Management, 21(10), 1343-1357. Quinn, J.B. (1980) Strategies for Change: Logical Incrementalism, lrwin, Homewood, IL. Stacey, R.D. (2003) Strategic Management and Organisational Dynamics: The Challenge of Complexity, FT/Prentice-Hall, Stickland, F. (1998) The Dynamics of Change: Insights into Organisational Transition from the Natural World, Routledge, Weymes, E. (2003, May ). Relationships not leadership sustain successful organisations. Journal of Change Management, 3. Retrieved Nov 9, 2005, from EBSCOHOST

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