Literature Review On Change Management

Literature Review On Change Management-80
The above few reasons make available a theorised and hence relatively more comprehensible point(s) of reference on resistance to change.A tabular presentation of the above literature review is available at the end.planning, resource-mobilisation, organisational – behaviour, communication, stakeholder expectation setting, power and politics, etc. To constitute reasonable “breadth and depth” of critical examination, given the scope of this paper, it was evident that only one of these sub-disciplines be focussed upon, and hence after much ado, ‘Reasons for Resistance to Change’ was selected as the lens through which to observe changes at Faslane.

The above few reasons make available a theorised and hence relatively more comprehensible point(s) of reference on resistance to change.A tabular presentation of the above literature review is available at the end.planning, resource-mobilisation, organisational – behaviour, communication, stakeholder expectation setting, power and politics, etc. To constitute reasonable “breadth and depth” of critical examination, given the scope of this paper, it was evident that only one of these sub-disciplines be focussed upon, and hence after much ado, ‘Reasons for Resistance to Change’ was selected as the lens through which to observe changes at Faslane.

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Departure from “status quo” features as another reason for ‘resistance’ by many authors.

“Status quo”, which is defined as “the existing state of affairs” (Merriam-Webster Online Dictionary, 2009), is suggested as a behavioural reason (Mullins, 2007), (Verhulst, Boks, & Stranger, 2007), (Matejka & Murphy, 2005), (Sinclair, 2005), (Belgard & Rayner, 2004), (Saiyadain, 2003), (Doherty & Horne, 2002), et al. 193-194) suggest that status quo “exerts inertia” that must be overcome.

This conceptualisation of “layers” is a construct that could in itself consume this paper, however, the scope of this investigation only allows for the level of detail that has just been covered.

Tabular representation of the literature review: Insecurities among the affected people. The Human Side of Ecodesign for the Perspective of Change Management. Saiyadain (2003, p.182) perhaps sums up this phenomenon most effectively: “…it is true that employees not only want continuation of practice but also control on those variables that might endanger that continuation.” “Incorrect perception of change goals” is considered another common reason for ‘resistance’ (Mullins, 2007), (Verhulst, Boks, & Stranger, 2007), (Lubkin & Larsen, 2006), (Matejka & Murphy, 2005), (Singh & Kriel, 2004), et al.In the words of Mullins (2007, p.737) “…people’s interpretation of stimuli presents a unique picture or image of the ‘real’ world and can result in selective perception…The most popular, and written about reason for ‘resistance’ is “insecurities among the affected people”, reflected in the works of (Lussier, 2009), (CIMA Learning System, 2008), (Mullins, 2007), (Verhulst, Boks, & Stranger, 2007), (Lubkin & Larsen, 2006), (Bates, et al., 2005), (Matejka & Murphy, 2005), (Sinclair, 2005), (Singh & Kriel, 2004), (Saiyadain, 2003), and others.“Change can often be viewed as a potential threat” (Matejka & Murphy, 2005, pp.Introduction This investigation endeavours to examine the changes that were brought about in the strategic vision, objectives, structure, and delivery processes at HMNB, Clyde (Faslane) when its management was contracted by the Mo D to Babcock Naval Services (BNS) in 2002.‘Change Management’ as a body of knowledge draws from a wide range of sub disciplines, viz.” (Machiavelli, 1652) seen in (Paton & Mc Calman, 2006, p. From the above, “resistance to change” (referred to as ‘resistance’ hereon) seems not a recent epistemological construct, but a part of human behaviour that the academia discovered much early in their inquiries.In the more recent works on ‘resistance’, a wide range of views emerge on the innate reasons as to why people resist change as also, how to reduce and hence work around such resistance to implement business decisions that involve departing from present practices and embracing new ones.Such “inertia” is seen as a mental blockade that must be defied in order to avert its “debilitating effects to risk bearing” (Treasurer, 2003).Following the above, “lack of communication” is adjudged as one more reason for ‘resistance’ (Ramanathan, 2009), (Andersen, 2008), (Pugh, 2007), (Schutta, 2006), (Harrington, 2006), (Cameron & Green, 2004), (Holtz, 2004), et al.

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