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Publications - Change Management

On this site we have compiled a variety of papers from the themanager.org-team and from our valued partners that focus on change management. They cover topics like:

● the change process
● the role of the change agent
● change projects and initiatives
● communication of change
● the human side of change

Internal Communication of Change
By Dagmar Recklies
There is no doubt that the reasons, the content and the objective of a change initiative have to be understood by all affected employees. Experience shows that in particular those more complex initiatives tend to face enormous difficulties reach everybody in the company. This paper will discuss one specific reason for failure of effective change communication. The hypotheses is that change is communicated by the wrong people.
 
What Makes a Good Change Agent?
by Dagmar Recklies
In the light of the many problems and risks associated with change projects, the change agent has a very important function. The change agentís or change leaderís capabilities have a major impact on success or failure of the project, and on the extent of potential unwanted side-effects.  The following article describes required capabilities of good change agents.

 

Managing Change - Definition and Phases in Change Processes
by Oliver Recklies
Managing change is a challenging task. If you ask employees what they think about change, you will normally find that most people have negative attitudes and perceptions towards change.
This article attempts to provide an introduction into change management. It defines what change is and describes seven phases of change processes.

 

Problems in Managing Change
by Oliver Recklies
The process of change has impact on the whole organization and on all individuals working there. Successful change requires the participation and acceptance of everyone in the the organization. That makes change management a challenging task.
This article provides a systematic overview on potential barriers to change and gives some advice on how to make change successful.

 

Business Book:
Transformation Management - Towards the Integral Enterprise

Ronnie Lessem, University of Buckingham, Uk and Alexander Schieffer, University of St. Gallen, Switzerland  
with sample chapter
 
How To Cascade Messages via Managers To Employees
By Marcia Xenitelis
One of the common mistakes people make when designing a change program is assuming that if a person is a team leader, supervisor or senior manager they should naturally know how to communicate face to face with their teams. However communication skills are rarely one of the key competencies that is taught or measured by organizations. There is however a very easy way to ensure that there is structure and content that make it very easy for managers at all levels to follow.
 
Phenomenological Perspectives on Change
by Daniel Burger
Although the age-old Empirical-Analytical Model with its focus on measurement is still very much dominant in most contemporary organisations, an increasing number of theorists and practitioners are recognising the importance of the individual experience in management and change processes. Given that this 'individual experience' has been a central focus of the Phenomenological Movement since its inception, this paper argues that an understanding and application of phenomenological principles may have much utility in organisational change efforts, especially considering the key role of the individual in achieving change.
pdf-file (255 KB)

 

Nine Pitfalls of Organizational Change 
By David Chaudron, PhD   
The Wall St. Journal has many times reported on the struggling efforts of companies trying to effectively change their organization. With such national focus on the needs of organizations to respond to todayís volatile climate, why all the failure?  
Based on our experience, there are several significant causes to an organization's change efforts to stumble or stagnate. You can use this information to avoid these pitfalls, or recover from them if you have fallen in.

 

The Change Leader - Trail Blazer or Tour Guide?
Change Designs Magazine featuring this article
- The change guide from hell. 
- The change guide of choice. 
- Characteristics of a trail blazer vs. a tour guide. 
- The difference between paradigm busting changes that result in new industries, vs. changes that have been implemented before in other companies and other industries. 
- The four gifts of a change guide: Intellect, compassion, inspiration and wisdom. 
- The itinerary of a change guide. 
pdf-file - 397 KB

 

Circling the Pyramid - Building Lasting Commitment to Change
by Edmond Mellina
In any change initiative, the overarching objective is to drive the lasting adoption of new behaviours and attitudes within the organization. The challenge can be framed through a series of questions: What is the best strategy to build commitment to the change? How do you monitor the level of allegiance? What is the difference between mere compliance and full internalization? In this article, we present a model we have developed to help address these issues. Although simple in its form and application, it has proven effective in a multitude of change situations.
pdf-file - 219  KB

 

The Role of the Change Master - From Change Agent to 'Change Master'
By Ruth Tearle
A change agent may be a full time organisational development professional, a leader of a division or a middle manager charged with the responsibility of bringing about a change in his/her area. Anyone involved in helping a team achieve something new becomes an agent of change. Depending on the type of change he/she is tasked with, a change agent may perform any of the roles discussed in this article.  
However a change master, is able to perform all of these roles.

 

Organizational Change: 6 Things You Must Do To Become An Effective Leader In The Midst Of Change
By Alan Zimmerman
All progress is the result of change. But not all change is progress. Some changes donít make any sense. In fact, some leadership behaviors actually create more stress for yourself and your coworkers.
So what works?

 

Selling and Telling
Notifying Employees the Company is for Sale

By Howard I. Bernstein
Most business owners are quite concerned about their employeesí fates and donít regard a sale as a clandestine dollar exchange combined with a hasty exit. Rather, one of the most difficult tasks facing an entrepreneur selling his business is when and what to tell employees. Despite the possible discomfort this situation poses, it need not be an agonizing one.

 

Managing Your Change with Ease: Getting Employees to Not Only Embrace Change but Ask For It! 
By Kay Graham-Gilbert   
Is it difficult to get some team members to make changes? Is the success of a new initiative in jeopardy due to reluctant participants?

 

  

 

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Copyright © 2001 Recklies Management Project GmbH
Status: 01. Juli 2015