Essays on The Role of Change Agents in Managing Changes Literature review

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The paper “ The Role of Change Agents in Managing Changes” is a meaningful variant of the literature review on management. The topic of change management is part of the wider topic of social change. Recognizing the necessity for change throughout the organization and guiding the organization through the change is one of the most important and widely acknowledged responsibilities that challenge leaders in the organization. This concept is even more crucial in recent times with the upheavals that have been happening. These include globalization; the unsettling impact of innovative technology, the development of e-commerce, and the increasing interconnectedness of distant financial markets all are hastening the speed of contemporary business worldwide.

In addition to this are deregulation, emergent economies within the Pacific Rim, political instability, and record numbers of scientific innovation that has led to new products and applications. These all combine to produce turbulence in the market and also ‘ disruptive phase shifts’ in the performance of the business (Burke and Trahant, 2000: xi). The necessity of dealing with phase shifts that are disruptive applies to the public as well as private sector organizations.

Such literature is helpful for managers who need to contend with this change by assisting in the understanding of factors that cause the organizational change, what paradigms other organizations are using to deal with this change and lessons learned. This reflective essay will attempt to answer four questions; what assumptions change agents hold when managing change; the way in which these assumptions influence processes and results of the organizational change initiative; how my personal perspective has changed and the implications of that to the future of organizational change. Perspectives of Managing ChangeThere are some assumptions drawn about the relationship of an organization with the environment in any theory of organizational change.

This relationship is outlined by Dooley (1997), Hage (1999), and Haveman (2000) and describes an organization as; A living entity that changes or develops according to events as they fluctuate while also influencing the environment.

References

Buchanan, D. and Dawson, P. (2007), ‘Discourse and Audience: Organizational Change as Multi-Story Process‘, Journal of Management Studies, 44(5).

Burke, W. Warner, and William Trahant. 2000. Business Climate Shifts: Profiles of Change Makers. Boston, MA: Butterworth Heinemann.

Christensen, Clayton M., and Michael Overdorf. 2000. Meeting the Challenge of Disruptive Change. Harvard Business Review 78(2 March-April):66-78.

Dooley, Kevin. 1997. A Complex Adaptive Systems Model of Organizational Change. Nonlinear Dynamics, Psychology, and Life Sciences 1(1):69-97.

Hage, J.T. 1999. Organizational Innovation and Organizational Change. Annual Review of Sociology 25:597-622.

Haveman, Heather A. 2000. The Future of Organizational Sociology: Forging Ties Among Paradigms. Contemporary Sociology 29(3):476-486.

Jackson. M.C. (2003), Systems Thinking: Creative Holism for Managers, Chichester: John Wiley & Sons.

Kotter, John P. 1998. Leading Change: Why Transformation Efforts Fail. In Harvard Business Review on Change. Pp. 1-20. Boston, MA: Harvard Business School Press. (Originally published in HBR 1995 (March-April)).

Lewin, Kurt. 1958. Group Decisions and Social Change. In Readings in Social Psychology. Eleanor E. Maccobby, Theodore M. Newcomb, and Eugene L. Hartley (eds.). Pp. 330-344. New York: Holt, Rinehart & Winston.

Lewin, Kurt, 1951. Field Theory in Social Science. Dorwin Cartwright (ed.). New York: Harper.

Powell, W.W., and P. DiMaggio. 1991. The New Institutionalism in Organizational Analysis. Chicago: University of Chicago Press.

Zucker, L.G. 1987. Institutional Theories of Organization. American Sociological Review 95:445-446.

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