Case Study On Change Management PDF

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Case Study On Change Management PDF Details
Case Study On Change Management
PDF Name Case Study On Change Management PDF
No. of Pages 53
PDF Size 0.12 MB
Language English
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Case Study On Change Management

Dear readers, here we are providing Case Study On Change Management PDF to all of you. In this study, the author tries to first describe and then analyze several organizational changes in the development of a local company by the name of Henan Machinery and Electric Import and Export Corporation. After investigating the target company‟s developing history, some significant points are found.

These points are displayed in this paper as three issues a) change of personnel in 2006; b) change of government‟s policies in recent years and c) the financial crisis in 2008. The literature review gives the author a clear vision of how the organizational changes are formed and then implemented.

Case Study On Change Management PDF

The case studies 

All six agencies chosen for the study had been subjected to a number of management interventions designed to improve performance. These interventions were chosen by the Chief Executive and the senior management group with the objective of ensuring the organization’s survival and adaptation at a time (mid-to the late 1990s) when the Australian Public Service was undergoing rapid, centrally directed change (emanating from the Cabinet and Department of Finance).

The most significant of these broader political and governmental imperatives required agencies to improve their efficiency so as to produce the same (or more) outputs with fewer staff. In order to force the pace, the Department of Finance exacted an ‘efficiency dividend’ by reducing each agency’s running costs budget by 1.25% (later 1%) per year from 1987-88 onwards. Other changes included:

  • Output/outcomes budget documentation (from program-based documentation)
  • Accrual-based financial reporting (from cash-based reporting)
  • Workplace bargaining over salaries and conditions (from centralized determination)
  • Market testing of designated services

At the same time as these events were occurring, many agencies underwent significant administrative changes as functions were removed, downsized or added. Of the six agencies in our sample, in the period covered in our study:
agency A had been split into two separate operations, with one function (our case study) remaining as a statutory body, the other becoming a government-owned corporation; agency B had outsourced key IT applications, and agency D had a major change of role as a result of changes to workplace relations legislation. Agency C had one of its divisions dramatically reduced in size and subsequently increased again because of policy change, and agency E lost one of its regulatory functions to another agency.\

In this environment, CEOs had the dual responsibility of implementing centrally mandated change, while maintaining and where possible improving, the performance of their organization. While the term ‘change management’ may
suggest a greater degree of premeditation and even of control than these public sector managers in fact possessed, it does capture the desire of each of these public sector leaders to improve the adaptability of their organization.

In other words, in order to anticipate change, change is deliberately engineered. At its most far-reaching, change management may be aiming at what Nutt and Backoff call ‘transformational change’ – a complete re-thinking and re-fashioning of the organization to serve new purposes (Nutt and Backoff 1993). Clarke and Stewart suggest that instead of ‘change management, we should be talking about the ‘management of changing’ (Clarke and Stewart 1990, 24) – an ongoing task, but one with a distinctive focus.

Characterizing change

Given improved performance as a broad general objective, we characterized the change program of each agency by addressing the following questions:

  • What was the key ‘lever’ for change? (Were the organization’s structures, processes, people, or culture targeted for change?)
  • How much change was sought? (Was complete transformation desired, or a more incremental re-ordering?)
  • How was a change to be implemented? (What techniques were adopted to apply and transmit the change message? To what extent were the subjects of change involved in discussion and negotiation?)

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