03chapter3
University of Pretoria etd – Ströh, U M (2005)
OVERVIEW OF CHAPTER 3:
Approaches to Change Management
CHAPTER 1: INTRODUCTION → INTERPRETIVE APPROACH → CRITICAL PARADIGM → POSTMODERNISM → CHAOS AND COMPLEXITY THEORIES → RELATIONSHIP MANAGEMENT
Background
Key concepts
Conceptual framework
Research statement,
Findings, Conclusions & Implications
objectives, design
& methodology
CHAPTER 2:
CHAPTER 3:
CHAPTER 4:
STRATEGIC
APPROACHES
MANAGEMENT
TO CHANGE
MANAGEMENT
& CHANGE
EMERGENT
APPROACHES
CHAPTER 5:
RELATIONSHIPS
CHAPTER 6:
METHODOLOGY
& RELATIONSHIP
MANAGEMENT
CHAPTER 7:
FINDINGS
CHAPTER 8:
CONCLUSIONS
& FURTHER
RESEARCH
Traditional approaches to change management
Limitations of the planned approach to strategic management & change management Emergent approaches to change management
Variables that may influence the change process
METHODOLOGY & THEORY LINK
Independent variables
Change
management
Planned approach
Scenario A
Emergent approach
Scenario B
Dependent variable
Relationships
Validity & reliability testing 50
University of Pretoria etd – Ströh, U M (2005)
CHAPTER 3:
Approaches to Change Management
3.1 Introduction
As outlined previously in Chapter 2, the planned approach to strategic management and change management is tightly linked to identifying and managing processes designed to make organisations more successful and competitive. All these processes are internally focused, and they attempt to provide solutions to help management obtain commitment to change and improve productivity with the least resistance. Change plans make the results tangible, help control the processes, guide decision-making and provide security around uncertainties.
In this chapter the characteristics of the traditional, planned approach to change management are discussed in depth, and the emergent views of change management are introduced.
3.2 Traditional approaches to change management
Individual change management models can be briefly summarised
OVERVIEW OF CHAPTER 3:
Approaches to Change Management
CHAPTER 1: INTRODUCTION → INTERPRETIVE APPROACH → CRITICAL PARADIGM → POSTMODERNISM → CHAOS AND COMPLEXITY THEORIES → RELATIONSHIP MANAGEMENT
Background
Key concepts
Conceptual framework
Research statement,
Findings, Conclusions & Implications
objectives, design
& methodology
CHAPTER 2:
CHAPTER 3:
CHAPTER 4:
STRATEGIC
APPROACHES
MANAGEMENT
TO CHANGE
MANAGEMENT
& CHANGE
EMERGENT
APPROACHES
CHAPTER 5:
RELATIONSHIPS
CHAPTER 6:
METHODOLOGY
& RELATIONSHIP
MANAGEMENT
CHAPTER 7:
FINDINGS
CHAPTER 8:
CONCLUSIONS
& FURTHER
RESEARCH
Traditional approaches to change management
Limitations of the planned approach to strategic management & change management Emergent approaches to change management
Variables that may influence the change process
METHODOLOGY & THEORY LINK
Independent variables
Change
management
Planned approach
Scenario A
Emergent approach
Scenario B
Dependent variable
Relationships
Validity & reliability testing 50
University of Pretoria etd – Ströh, U M (2005)
CHAPTER 3:
Approaches to Change Management
3.1 Introduction
As outlined previously in Chapter 2, the planned approach to strategic management and change management is tightly linked to identifying and managing processes designed to make organisations more successful and competitive. All these processes are internally focused, and they attempt to provide solutions to help management obtain commitment to change and improve productivity with the least resistance. Change plans make the results tangible, help control the processes, guide decision-making and provide security around uncertainties.
In this chapter the characteristics of the traditional, planned approach to change management are discussed in depth, and the emergent views of change management are introduced.
3.2 Traditional approaches to change management
Individual change management models can be briefly summarised