TITLE

Why is the failure rate for organisation change so high?

PUB. DATE
December 2008
SOURCE
Management Services;Winter2008, Vol. 52 Issue 4, p10
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article explains the reasons for the failure of organizational change. Among the reasons cited are absence of dedicated and fully resourced implementation teams, lack of structured methodology and project management, failure to plan and manage quick wins, failure to fully mobilize change champions, lack of sympathetic human resource policies, use of an outsider to transact change, and failure to monitor and evaluate outcomes. Strategies to manage transition are also cited, notably change in leadership culture.
ACCESSION #
36212034

 

Related Articles

  • Mastering the art of change. Blanchard, Ken // Training Journal;Jan2010, p44 

    The article offers some leadership strategies to achieve successful organizational change. Leaders should address stages of concern of employees about any change process. The author says that the best way to help change work is for leaders to increase the amount of influence and involvement of...

  • CHANGE MANAGEMENT AND ORGANIZATIONAL EFFECTIVENESS FOR THE HR PROFESSIONAL. Hanson, Steve // Cornell HR Review;2013, p1 

    The article outlines strategies and step to guide human resource (HR) professional to a higher level of organizational effectiveness and agility through change management. Topics discuss include understanding readiness for change of organization and employees, establishing the groundwork for the...

  • The Placebo Organization. Barthol, Richard P. // California Management Review;Summer78, Vol. 20 Issue 4, p26 

    Attempts to streamline large organizations always fail. This article points out that they were doomed to fail because status, power, and money covary with the number of subordinates; managers actively resist any change that eliminates positions they control. To avoid this sabotage, the placebo...

  • EXPERT'S VIEW. Couzins, Martin; Mccarthy, Bill // Personnel Today;10/19/2004, p37 

    The article focuses on challenging aspects of leading a team through organizational restructuring. It is essential that leaders are able to develop their own coping strategies and build up resilience. In a restructuring program, the way that people are managed at an individual level will...

  • Preparing people for change.  // Industrial Engineer: IE;Nov2009, Vol. 41 Issue 11, p20 

    The article presents the author's view regarding the management of change in corporate America. He notes the challenge of managing corporate reorganization and downsizing. He emphasizes the idea of Steve Robbins in his book that communication and discussion among managers and employees are...

  • Change managers see more pain, downsizing. Herbert, Evan // Research Technology Management;May/Jun95, Vol. 38 Issue 3, p8 

    Discusses the impact of corporate reorganization on employees. Strategic planning; Change management; Change as a form of job insurance; Emphasis on managing for shareholder value; Employees' resiliency to organizational change; Technology-driven change; Commitment to change; Making strategies...

  • A META-ANALYTIC REVIEW OF THE IMPACT OF PLANNED ORGANIZATIONAL CHANGE INTERVENTIONS. Robertson, Peter J.; Roberts, Darryl R.; Porras, Jerry I. // Academy of Management Best Papers Proceedings;1992, p201 

    Findings from a meta-analysis of fifty-two evaluations of planned organizational change interventions are reported. Results are presented regarding the relationships between five categories of interventions and seven categories of dependent variables. Patterns in the findings are discussed, and...

  • What has been "reengineered" thus far? Mendy, John P. // Gestion 2000;nov/dec2008, Vol. 25 Issue 6, p103 

    An increasing number of organisations continue to re-configure and (sometimes) radically transform their management and working practices. In this paper, I examine how the values and practices of management and non-management staff can facilitate but, sometimes, bring about sub-cultural...

  • Poisoned by a Toxic Brand: A Worst Case Scenario of Employer Branding - A Case Study of a Fortune 100 Technology Firm. Mark, Patricia; Toelken, Kathryn // Organization Development Journal;Winter2009, Vol. 27 Issue 4, p21 

    Organization Development's use of Employer Branding represents the best intensions of human resource development. Attracting the best talent and engaging an accountable workforce can increase organizational capability and effectiveness. This case study exemplifies the worst of Employer Branding...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics