Organizational Change Management Annotated Bibliography and Essay 3/8/2010Student Part 1Annotated BibliographyMichel W Durant, 2007 “ Managing Organizational Change”, Credit Research Foundation, Greensborough NC. 1-7Discussing the salient features of the organizational change and its management. This concept refers to the continuously changing context in the organizations. Another most important thing is that he has given reasons of failure for the change management. The two reasons high lighted by him are non-serious commitment of management and lack of skill and willingness of people to adapt to the new environment.
Strengths of the article are its review of literature based upon the organizational vision and leadership as the most important aspect of organizational change management. He has discussed three stages of change in an organization called Unfreezing change and Refreezing. He has also given different phases of change from the Kubler-Ross grief model that is denial, resistance, exploration and commitment and compared them with the organizational changes and its different stages. Although t, the article is widely trusted upon by the change practitioner but they have criticised it for it oversight of the factor of measuring the change in other organizations.
The employees must be involved in the organizational change. The desired behaviour of the employees is the real back bone of an effective change program. Overall, this article is comprehensive contribution in the organizational change management studies. Davenport, Thomas H., Sirkka L. Jarvenpaa and Michael C. Beers. 1996 “Improving knowledge work processes” published in. Sloan Management Review 37, no. 4 53-65. In their longitudinal study of organizations have chosen the management approaches based upon reengineering of their work process reflecting the type of knowledge, organizational culture and the requirements of business that the organization is involved in.
the knowledge about primary acquisition of business creation of new works, packaging techniques and application of new ideas is the key to success for organizational success. The routine business should be replaced by the professionals, technicians utilising their top skills and expertise within the organization. They strongly concluded that the organizational change management can only be successful when the knowledge based changes are brought about in the organizations is employed continuously. They have referred to the scholarly article of Drucker who had noted that knowledge is the only base of great management in this century.
The manual production process was the matter of previous century. As per this essay the organizations must explore their core competencies merely on the basis of knowledge and should maintain only professional workers while desiring to maintain a good control over the maintenance and management of strategic organizational changes. This article is very strongly supportive of change management through the knowledgeable skills and expertise, but does not offer a holistic over view of the change management.
The article has given insights into the knowledge based changes in the organizations. Pisano, Gary P. 1994. Knowledge, integration, and the locus of learning: an empirical analysis of process development. Cambridge, MA: Harvard Business School. 144.In a dilated discussion on the change management process by the way of learning by doing and doing by learning, this article is indicative about how the organizations create new routines, implement them and then replicate them. Learning before doing and learning after doing is candidly defined by the author.
The feed back process of change process in the organizations is discussed by the author.