Grief and organisational change

Grief is an important, if underrated, element of organisational change. The limited treatment of grief is a remarkable deficit in change literature. One exception is transitions theory, which recognises the loss contingent on change. However, the theory, as well as change research generally, relies on a cyclical model of grief, which is increasingly called in to question as new and more sophisticated approaches arise within the grief research community. This paper considers change management in the automotive industry to illustrate the role of grief in workplace change. It argues that there is opportunity for grief research to inform change management and for grief practitioners to work with managers responsible for implementing change.

Organisational change : development and transformation

Change Management is a crucial process for gaining the competitive advantage that is the goal of many organisations. This 5th edition of Organisational Change: Development and Transformation has been comprehensively revised to fully explain change management from the perspectives of organisational development and organisational transformation. Leaders and change agents are often faced with conflicting callenges of motivating and understanding increasingly diverse workforces, accounting to stakeholders and planning for the future in a chaotic environment. Comprising 12 chapters in 6 parts, the text opens with an explanation of the environment of change faced by organisations today. It then deals with managing organisational development, which is a planned process of change which is often subject to the incursions of organisational transformation, a more dramatic and unpredictable type of change. With the field of organisation change continuing to evolve, especially in an international context, future directions of change management are also discussed. Finally, to emphasise the relationship between theory to practice, Organisational Change: Development and Transformation 5e provides 10 new local and international case studies and a suite of online cases supported by a case matrix. Case studies, exercises and support material present the challenges of change management in a real-life manner – examining issues from a variety of viewpoints.

Organisational change : development & transformation

Change Management is a crucial process for gaining the competitive advantage that is the goal of many organisations. Leaders and change agents are often faced with conflicting challenges of motivating and understanding increasingly diverse workforces, accounting to stakeholders and planning for the future in a chaotic environment. Comprising 12 chapters in 6 parts, the text opens with an explanation of the environment of change faced by organisations today. It then deals with managing organisational development, which is a planned process of change which is often subject to the incursions of organisational transformation, a more dramatic and unpredictable type of change. With the field of organisational change continuing to evolve, especially in an international context, future directions of change management are also discussed. Finally, to emphasise the relationship between theory to practice, Organisational Change: Development and Transformation 6e provides 10 local and international case studies and a suite of online cases supported by a case matrix. Case studies, exercises and support material present the challenges of change management in a real-life manner – examining issues from a variety of viewpoints.

Organisational decline and renewal in an Australian voluntary association

Voluntary associations are an integral fonn of social capital in democratic societies. These associations make vital contributions to community life. Many associations are successful in meeting the needs of their constituency and thrive over many decades. These long serving associations are not static vehicles, like all organisations, they are subject to internal and external pressures for change. It is a significant challenge for volunteer associations to maintain 'a watch' on the external environment whilst responding to the needs of their stakeholders. Previously vibrant associations may experience a decline in membership and social standing as a result of significant changes in society and technology. We track a nonprofit voluntary association from its inception in the 1960s through it responses to major environmental turbulence during the late 1980s, 1990s, and early 2000s when the survival of
the organisation was in doubt. We outline the changes that took place from 2003 that reorientated, revitalised and reshaped the association including a major shift in focus from services to members to services to the community. This study provides academics and practitioners with an appreciation of the forces of organisational decline and a case study of successful change in a voluntary association.

Managing organisational change

This text is for anyone attempting to navigate the minefield of acronyms, catchphrases, theories and principles associated with change management, and weaves together the research, models and practical examples that shape change amangement studies. Includes review questions, discussion questions and work assignments.

Managing organisational change

The complexities of change in today's business environment can be overwhelming for organisations, irrespective of their operating motives and resources. The pressures of deregulation, privatisation, tax change, social renewal and globalisation have compelled organisations to change regularly in order to remain competitive. Managing Change navigates the minefield of acronyms, catchphrases, theories and principles that are associated with change management. Managing Change weaves together the research, models and practical examples that shape change management studies. It explains basic concepts and theoretical approaches and their practical application to organisations.

Strategies for successfully executing and institutionalising organisational change : a comparative study

This study examines the nature of change confronting organisations in Australia in the 1990s. Its aim is to investigate organisational strategies for managing the challenge of deliberate large-scale change, and to consider whether there is a 'critical change path' which every organisation must follow if it is to succeed in executing and institutionalising corporate-wide transformation. The research was conducted by carrying out in-depth case studies of three multinational companies operating in Australia. The case studies show a consistent pattern of corporate transformation in which companies adopt a range of strategies to implement and sustain effective change. These include fostering a climate for change; providing a clear vision for the future; promoting strong leadership; communicating the message for change consistently and repeatedly to all levels of the organisation; reinforcing the message through rewards and symbols; and ensuring change is institutionalised by promoting a capacity for continual adaptation and learning. These observations suggest that the pattern of corporate transformation can be depicted as a framework of steps which organisations must follow to enhance their prospects of institutionalising behavioural change. In this framework, the steps towards change are not uni-directional; they overlap and reinforce each other and should be revisited regularly to reinvigorate the message and sustain the momentum for change.