Managing Change
20Twenty Leadership for Construction Assignment Cover Sheet
Please submit your assignment to Suzanne Jones sjones@cardiffmet.ac.uk. Please copy Dr Nick Clifton nclifton@cardiffmet.ac.uk
Student ID Number | 20039580 | Student Name | Kevin Dean | Assignment Title | “Leadership is the most important factor in Managing Change” Analytically Assess this Statament | Date Submitted | 8th March 2013 | Cohort Number | | Provisional Mark **** For Authorised Person at Cardiff Met only*** | |
** Mitigating Circumstances ***If you require an extension or mitigating circumstances please state your reasons in the box opposite. ** | |
To add your details and to do this, you need to double click somewhere near the existing header. The header box will then open and you can type in your details.
“Leadership is the most important factor in Managing Change”
Analytically assess this statement
Name Kevin Dean
Student No 20039580
Course 20 Twenty Leadership 2012 / 2013
Date 8th March 2013
This essay discusses that leadership is the most important factor in the change management process and covers the reasons for the acceleration in change process; the reasons for failure and how to succeed and gain a competitive advantage within the construction industry for the 21st century.
The pace of change has accelerated to a significant pace in organisation over recent years. Changes in external environment have brought about the need for organisations to adapt their internal attitudes, strategies, structures and operations to meet the demands of new external conditions (Craig et al 2005). The construction Industry is no exception to this rule and in July 1994 Sir Michael Latham was commissioned by the United Kingdom government and industry organisations to review procurement and contractual arrangements in the UK construction industry, aiming to tackle controversial issues facing the industry during a period of lapse in
Please submit your assignment to Suzanne Jones sjones@cardiffmet.ac.uk. Please copy Dr Nick Clifton nclifton@cardiffmet.ac.uk
Student ID Number | 20039580 | Student Name | Kevin Dean | Assignment Title | “Leadership is the most important factor in Managing Change” Analytically Assess this Statament | Date Submitted | 8th March 2013 | Cohort Number | | Provisional Mark **** For Authorised Person at Cardiff Met only*** | |
** Mitigating Circumstances ***If you require an extension or mitigating circumstances please state your reasons in the box opposite. ** | |
To add your details and to do this, you need to double click somewhere near the existing header. The header box will then open and you can type in your details.
“Leadership is the most important factor in Managing Change”
Analytically assess this statement
Name Kevin Dean
Student No 20039580
Course 20 Twenty Leadership 2012 / 2013
Date 8th March 2013
This essay discusses that leadership is the most important factor in the change management process and covers the reasons for the acceleration in change process; the reasons for failure and how to succeed and gain a competitive advantage within the construction industry for the 21st century.
The pace of change has accelerated to a significant pace in organisation over recent years. Changes in external environment have brought about the need for organisations to adapt their internal attitudes, strategies, structures and operations to meet the demands of new external conditions (Craig et al 2005). The construction Industry is no exception to this rule and in July 1994 Sir Michael Latham was commissioned by the United Kingdom government and industry organisations to review procurement and contractual arrangements in the UK construction industry, aiming to tackle controversial issues facing the industry during a period of lapse in
References: Anthony S (2009) - After Lehman: How Innovation Thrives In a Crisis Anthony S (2013) - Your Innovation Problem Is Really a Leadership Problem Beer M, Nohria N (2000) – Cracking the change code Campbell D; Craig T (2005) - Organisations and the Business Environment Dibella, A.J., 2007. Critical Perceptions of Organisational Change. Journal of Change Management, 7 (3-4), 231-242 Egan J (1998) – Rethinking Construction Egan J (2002) -Accelerating Change Garvin G, Roberto M (2005) – Change through persuasion Higgins, J.M., 2005. The Eight ‘S’s of Successful Strategy Execution. Journal of Change Management, 5 (1), 3-13. Higgins, J.M., McAllaster, C., Certo, S.C., and Gilbert, J.P., 2006. Using Cultural Artifacts to Change and Perpetuate Strategy. Journal of Change Management, 6 (4), 397-415. Huq, Z., Huq, F., and Cutright, K., 2006. BPR through ERP: Avoiding Change Management Pitfalls. Journal of Change Management, 6 (1), 67-85. Kegan R, Lahey L (2001) – The Real Reason People wont Change Kotter J (2007) - Leading Change – Why Transformation Efforts Fail Kotter J, Cohen D (2008) – The heart of change – Real life stories of how people change organisations. Kotter, J Latham, M. (1994), - Constructing the Team Meyer, C.B., and Stensaker, I.G., 2006 Oakland, J.S., 2007. Successful Change Management. Total Quality Management, 18 (1-2), 1-19 Ogbonna, E., and Wilkinson, B., 2003 Strebel, P (1996) – Why do employees resist change Van den Berg, P.T., and Wilderon, C.P.M., 2004 Wolstenholme A. et al (2009) - Never Waste a Good Crisis : a review of progress since Rethinking Construction and thoughts for our future.