Change management ebook free download pdf

Tame Etana. A short summary of this paper. Download Download PDF. Translate PDF. Vidya Naik Ms. Abhishek Asthana Ms. Abuthahir Ali Reviewed By: Ms. Taylor 1. Mayo Self Assessment Questions Activity 1. It mainly provides information on all types of business- es in Australia. Its head office is located in Sydney, while sales offices are located in Brisbane and Melbourne.

TrueLocal was es- tablished by NDM in Initially, at the time of establishment, TrueLocal aligned its culture, values, and structure with NDM so that strategic goals defined by TrueLocal can be achieved. The aim of TrueLocal was to emerge as the top most provider of online information in Australia. Consequently, NDM merged all the op- erations of its other subsidiaries with TrueLocal and redesigned the organisation structure by flattening it out under a newly cre- ated management team and CEO.

The new management team modified the existing management S structure and policies. Because of this change, most of the staff members were dissatisfied as they were clueless as to whom they had to report. They were also unaware of reporting channels, pro- IM cesses, and goals due to ineffective communication from the man- agement. As a result, many of the staff members left the organisa- tion as they felt confused and disappointed.

Witnessing the new distressed situation, the management decid- M ed to offer new career proposals to its experienced staff. The or- ganisation also hired fresh talents, who were more cooperative and encouraging about the improvements that were to be made in the organisation.

Moreover, it has always been crucial to ensure the coordination of individual efforts right from the time people engaged socially. Well-coordinated efforts S are pivotal for achieving the aims and objectives that cannot be realised individually.

Management is an act of achieving results by coordinating individual efforts. Different management experts have defined man- IM agement differently. Some of the definitions are given as follows: According to F. However, the meaning of management is ever expanding. As organ- ised groups have become enormous over the years, the role of man- agement has also been increasing in importance and complexity.

Or- ganisations nowadays have become more global; employee groups are more diverse; and organisation structures do not contain large hier- archies rather focus on a collaborative approach.

To tackle these new challenges, organisations are adopting new methods and philosophies of management. In this chapter, let us study the concept, meaning, and evolution of management in detail. In Egypt, in B. These pyramids have become a classic example of management. Apart from this, management skills can also be found in the suave cit- ies of Mohan-jo-Daro in India. Management was also a part of the Roman Empire, which organised its general administration and controlled its political, military and judgmental issues by using effec- tive communication.

Management that we observe in organisations is attributed to the in- dustrial revolution in the late eighteenth century. Let us discuss about management and the industrial revolution. Industrial revolution was a period of transition from man- ual production methods to new manufacturing processes in the late eighteenth century.

After the industrial revolution, people began to shift their base to urban cities. As these cities were witnessing the emergence of factories, there were IM a large number of employment opportunities.

During industrial revolution, management was based on two main propositions, which are: M Firstly, labour was perceived as a bunch of lethargic people who work only when controlled and supervised. Secondly, labour was the only factor that could bring reduction in N costs.

Therefore, all the efforts were made to reduce labour costs and increase production. There were many characteristics of the industrial revolution.

Some of the important characteristics are: Specialisation: During the industrial revolution, the principle of division of labour was followed wherein each worker was allotted a particular job with the purpose of achieving specialisation in that job. The specialisation of labour led to assembly line production. Standardisation: During the industrial revolution, the main focus was laid on standardisation wherein identical products were pro- duced in huge quantities. Standardisation led to the same level of quality across organisations, which helped customers in acquiring the same type of products from anywhere in the market.

Synchronisation: It refers to the blending of all different elements at one place. These elements were raw materials, semi-finished goods, machines and equipment, and labour force. Synchronisa- tion generally took place in the assembly line where all the parts were assembled to produce the final output.

During the industrial revolution, the focus was on increasing the level of production by optimising capital, time, and labour. This promoted the philosophy of survival of the fittest, which led to mergers and acquisitions. Centralisation: During the industrial revolution, all controlling powers were in the hands of top management. All policy-related decisions were taken by the top management, while operational decisions were decentralised.

Management has been practiced for many years right from the time of The Sumerians, Babylonians, and Romans. However, it gained importance during the industrial revolu- S tion era and was backed by many forces. Figure 1. Political forces: Political forces, such as government regulations, political institutions, and trade policies affect in the areas of envi- ronmental analysis, organisational design and structure, and em- ployee rights.

Social forces: These forces can be in the form of social norms arising from the values and beliefs of people in a society. These forces help in the formation of social contracts, wherein no particular sets are mutually understood. People interact with each other on the basis of these norms. Similarly, social contracts are also formed between organisations and their labour, creditors, investors, and customers.

These forces also play an important role in determining the distri- bution of goods and services in a society. In which empire, management organised general administration and controlled its political, military, and judgmental issues by using effective communication? Roman Empire b. Mughal Empire c. Ottoman Empire d. Russian Empire S 2. Name the characteristic of the industrial revolution that is all the maximisation of production. Political forces can be in the form of social norms arising from the values and beliefs of people in a society.

Compare these de- velopments to the management practices of the present era. Each approach has attempted to explain the concept of management from different aspects. The two most common approach- es to management are listed in Figure 1. In this approach, it was recommend- ed that production can be increased by improving the efficiency of an organisation. Thus, managers must focus on determining the best ways to perform jobs. The classical approach to management can be studied under three main areas, which are shown in Figure 1.

Thus, scientific management is also popular by the name of Taylorism. He conducted a series of experiments in three organisations that greatly N influenced management thoughts. His contribution in scientific man- agement can be studied under the following categories: Time and motion study: It is a technique of scientific management that was developed to define employee productivity standards. In this technique, a complex job is first divided into a series of simple tasks.

After that, the way these tasks are performed is observed to determine and eliminate waste motions. I will not share or sell your information. Daniel Lock is the principal of Daniel Lock Consulting, a firm specialising in helping organisations unlock hidden value through to achieve new heights of success through process and change management.

Written for executives and managers, OD consultants, change managers, project managers, and change consultants, this must read book provides the foundation for successful change leadership and consulting. Based on thirty years of action research with Fortune companies, government agencies, the military, and large non-profit global organizations Provides worksheets, tools, case examples, and assessments that you can immediately apply to all types of change efforts Contrasts two vastly different leadershi.

Leadership and Change Management provides the reader with a practical, real-world understanding of several dimensions of leadership that are usually neglected in management textbooks, such as the nature of new realities and how managers can improve their insight into them, and how leaders can identify and overcome resistance to change. Drawing on a wide range of insightful, global real-life case studies to capture the imagination, the topics covered include critical systems thinking, philosophies of leadership, group dynamics, authority, ethics, personal character and the psychology of leadership.

This comprehensive text will be of interest to anyone looking for a more thoughtful engagement with the key issues in leadership and change management. Its design specifies, how goals are subdivided and reflected in subdivisions of the organization.

Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationship with clients or with its members. Change Management provides readers with frameworks for applying different models of change to different scenarios, offers proactive approaches to change that relate to business performance and gives practical, step-by-step guidance on handling change.

The reference book covers a breadth of leadership and change management topics. It draws upon an extensive review of relevant change management literature in order to encourage a critical perspective, as well as a deeper understanding of this important subject area. This book offers the reader answers to questions including why change management tends to fail and why individuals are neglected in traditional accounts of change management. The present book has been written in a lucid style that a layman may understand it easily.

The book has been written after a detailed study of concepts and assumptions of several leadership and change management styles in modern business word. Globalization and economic instability have prompted an increase in organizational changes related to downsizing and restructuring in order to improve financial performance and organizational competitiveness. Proper planning and management of change can reduce the likelihood of failure, promote change effectiveness, and increase employee engagement.

Yet, change in organizations must be viewed as a continuous activity that affects both organizational and individual outcomes. If change management can be considered as an event induced by socio-cultural factors, the cultural variable gains greater significance when applied to the quality of the relationship between a leader and their team. Many organizations today are on the verge of internationalization.

It is here that the cultural context can affect behaviors and, in the same way, leadership style. Search icon An illustration of a magnifying glass. User icon An illustration of a person's head and chest. Sign up Log in. Web icon An illustration of a computer application window Wayback Machine Texts icon An illustration of an open book. Books Video icon An illustration of two cells of a film strip.

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