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Models of Change Management

Added on - 17 Jun 2021

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Running head: CHANGE MANAGEMENT1Change managementName:Institution:
CHANGE MANAGEMENT2Table of ContentsTable of ContentsTable of Contents........................................................................................................................................2Executive Summary.....................................................................................................................................3Introduction.................................................................................................................................................4Report..........................................................................................................................................................5External environment..............................................................................................................................5Change processes.....................................................................................................................................7Training development and delivery.....................................................................................................8Change of resistance to change in SSU.................................................................................................10Report to the VC, faculty of arts and engineering..................................................................................12Conclusion.................................................................................................................................................13Recommendations.....................................................................................................................................14References.................................................................................................................................................15
CHANGE MANAGEMENT3Executive SummaryDue to the changing business environment and dynamism in the global market, mostorganisations are striving to streamline their activities with an aim of coping with the competitivenature of the market. Managing change is an important element within an organization. WhenProfessor Max Block took over the leadership and management as Vice-Chancellor of Super StarUniversity in Australia, he was determined to transform the institution to meet the internationalstandards. Therefore, the report seeks to analyze the strategic change management plan initiatedby the new VC aimed at implementing his vision for the institution. However, the changeprocess initiated by Professor Blocks failed due to employee resistance and poor management.The report covers the process used to implement change, the models, and reasons why thechange process failed and also the recommendations put forward to help the management instriving a successful change process.
CHANGE MANAGEMENT4IntroductionTo continue to triumph in a progressively complex, volatile and ambiguous tertiarysector, and to release strategic purpose and vision, it is important that SSU increasingly reviewsand refreshes its policies, strategies, structures, technologies, processes, and culture (Hill, Jonesand Schilling, 2014, pp. 173). As such, a change should not be thought of as a point in timeevent, but rather a constantly ongoing course with a continuous, and frequently time complex,patterns of transitions leading up to, and following on from change (Dawson and Andriopoulos,2014, pp. 82).All individuals experience change in their daily lives. Underpinning all the changeprocess at SSU is the aim to make sure the institute is well positioned to accomplish its futureobjective, and that it realises its obligations as per the university rules and guidelines. In itsbroadest sense, change denotes to the process through which something becomes diverse. Forinstance, change that one may experience at SSU include fluctuating budgets and funding, anadvance of the business process, participating in the organisation review, improving policy,adopting new research methodology and implementing new technology (Cummings and Worley,2014, pp. 147).The extent of any change can be impacted by the breadth of reach within theorganisation, the period of change action, change disruption and the driving forces behind thechange. Within the broader framework of change, the term organisation change has a veryspecific focus at SSU and refers to considerable workplace change (Benn, Edwards andWilliams, 2014, pp. 103). The SSU change process outline the fundamental principles,
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