Notably, a successful change initiative depends on how employees understand such change. Change of any kind will always encounter some challenge. To attain successful change, change initiators in the within an organisation should understand the change implications, not solely to the organisation but to the concerned employees as well. Seemingly, when the choice of initiating change is made, initiators will be required to state the vision for such practice. Unless such visions are shared with concerned subordinates, it is unlikely that they will accept the practice totally. To address this, change initiators may integrate change processes, which include the needs of the organisation and those for employees. This paper explores two issues in
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Some organisations in the public sector, for instance, South Australian Tourism Commission (SATC), encounter competition from various tourism commissions funded by the government. In view of this, SATC has been compelled to practice effective change management to sustain its competitive edge both at the national and international level. Burnes (1996a, 1996b) asserts that organisations that manage change effectively have an edge over their rivals. However, according to Stewart and Kringas (2003), ‘change management, just as ‘change’ presents a challenge with regard to the definition. In view of this, defining it is considered difficult. Therefore, ‘change management’ according to Stewart and Kringas (2003, p. 2), has emerged as a ubiquitous thematic concern within management literature. However, despite the tag, Pettigrew, Woodham and Cameron (2001, p. 697) observed that change management has emerged as a major thematic concern within social …show more content…
1) the term ‘change management’ implies two things, both ‘the initiating of changes within a systematic, managed and planned fashion as well as ‘the reaction to changes in which an organisation has no or little control. In this perspective, the desire to locate organisation –wide has emerged as the most challenging and critical responsibilities for organisations (Pettigrew, Woodman & Cameron, 2001). This was not common in ancient times, whereby organisations managed their destinies and transacted their business in what Beckhard and Pritchard (1992) consider a predictable and stable environment. This contrasts with how some contemporary organisations run. Authors like Kotter (1996), Mead (2005) and Sheil (2001) assert that nowadays, factors such as organizational structure and culture, locations, and balance sheets control the operations and destinies of certain organizations. Kotter (1996) expounds the point by asserting that organisations are currently experiencing challenges triggered by globalisation, thus affecting how they are
Some organisations in the public sector, for instance, South Australian Tourism Commission (SATC), encounter competition from various tourism commissions funded by the government. In view of this, SATC has been compelled to practice effective change management to sustain its competitive edge both at the national and international level. Burnes (1996a, 1996b) asserts that organisations that manage change effectively have an edge over their rivals. However, according to Stewart and Kringas (2003), ‘change management, just as ‘change’ presents a challenge with regard to the definition. In view of this, defining it is considered difficult. Therefore, ‘change management’ according to Stewart and Kringas (2003, p. 2), has emerged as a ubiquitous thematic concern within management literature. However, despite the tag, Pettigrew, Woodham and Cameron (2001, p. 697) observed that change management has emerged as a major thematic concern within social …show more content…
1) the term ‘change management’ implies two things, both ‘the initiating of changes within a systematic, managed and planned fashion as well as ‘the reaction to changes in which an organisation has no or little control. In this perspective, the desire to locate organisation –wide has emerged as the most challenging and critical responsibilities for organisations (Pettigrew, Woodman & Cameron, 2001). This was not common in ancient times, whereby organisations managed their destinies and transacted their business in what Beckhard and Pritchard (1992) consider a predictable and stable environment. This contrasts with how some contemporary organisations run. Authors like Kotter (1996), Mead (2005) and Sheil (2001) assert that nowadays, factors such as organizational structure and culture, locations, and balance sheets control the operations and destinies of certain organizations. Kotter (1996) expounds the point by asserting that organisations are currently experiencing challenges triggered by globalisation, thus affecting how they are