Change Management - A review
Literature Review
Introduction
Through the inter-connection between change management, knowledge management and people management, the author believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”.
Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX).
Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change.
Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change.
People Management
Leadership
Organisational Context.
Culture.
Organisational Learning.
Knowledge Management.
Change Management.
Change Management
Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees), leadership style and management of the organisation (middle and top managers), organisational culture, and a variety of external influences including environmental, technological and social.
The scope for change management within an organisation to fail is huge; however the scope for effectiveness is as wide if approached holistically. It is important to keep in mind that change management is not an art or a science but each area and issue of change management is completely
Introduction
Through the inter-connection between change management, knowledge management and people management, the author believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”.
Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX).
Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change.
Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change.
People Management
Leadership
Organisational Context.
Culture.
Organisational Learning.
Knowledge Management.
Change Management.
Change Management
Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees), leadership style and management of the organisation (middle and top managers), organisational culture, and a variety of external influences including environmental, technological and social.
The scope for change management within an organisation to fail is huge; however the scope for effectiveness is as wide if approached holistically. It is important to keep in mind that change management is not an art or a science but each area and issue of change management is completely