Předkládaná práce se zabývá zhodnocením procesu strategické akvizice českého vodárenského podniku VHOS, a.s. velkou nadnárodní společností Aqualia v rámci jejího pronikání na trhy střední a východní Evropy. Práce analyzuje účel akvizice, strategii a oblast zájmu nabyvatele, zahrnuje fáze výběru společnosti, její přípravy na akvizici včetně due diligence a definuje podmínky její realizace. Výstupem práce je identifikace synergického efektu vyvolaného v případě uskutečnění akvizice a jejího dopadu na fungování akviziční jednotky, definování a návrh provedení nezbytných změn v managementu a organizační struktuře subjektu a návrh opatření a nových aktivit vedoucích k ekonomickým, technických a personálním úsporám a následnému úspěšnému fungování subjektu akvizice.

Magister Pharmaceuticae - MPharm / This study aimed to review the change management implemented in a Biopharmaceutical company in Cape Town in the light of existing literature on change management theory. Three main constructs were identified: process of change, readiness for change and climate of change. A quantitative pencil-and-paper survey were used to explore and describe employee experience of the change management process within a single department of a biopharmaceutical company in Cape Town. Cronbach alpha coefficient confirmed internal reliability (α = 0.94) of the questionnaire constructs. Employees across all ages reported average scores for all constructs (M ≥ 2.5 < 4), indicating a similar experience regardless of age. A medium-strong positive correlation (p < 0.01; r = 0.49) was observed between process of change and climate of change.

Masters of Science / This study aimed to review the change management implemented in a Biopharmaceutical company in Cape Town in the light of existing literature on change management theory. Three main constructs were identified: process of change, readiness for change and climate of change. A quantitative pencil-and-paper survey were used to explore and describe employee experience of the change management process within a single department of a biopharmaceutical company in Cape Town. Cronbach alpha coefficient confirmed internal reliability (α = 0.94) of the questionnaire constructs. Employees across all ages reported average scores for all constructs (M ≥ 2.5 < 4), indicating a similar experience regardless of age. A medium-strong positive correlation (p < 0.01; r = 0.49) was observed between process of change and climate of change. Based on the findings from the literature review and empirical research, recommendations were made to improve the change management processes and experience within biopharmaceutical companies. This study not only contributes to the body of knowledge on change management literature in the biopharmaceutical context, but also provides insight to a biopharmaceutical company to improve future change management practices.

Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization.  In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.

The Covid-19 pandemic has not only affected people's health seriously around the world, but it has also forced people to change the way they live their lives abruptly. The pandemic has had a significant impact on how people communicate and interact, and changed our normal working routines to a digital setting. Leadership is more important than ever during a time of crisis, hence, this phenomenon must be investigated further. The pandemic has created new changing realities for organizations and individuals. Considering constant changes in the world, one can argue that leadership also changes with time and thus indicates the need for updated research on the subject. Therefore, leadership is an important subject to investigate constantly despite its complexity. The purpose of this paper is to deepen the understanding of leaders' and employees' experiences of leadership within a time of crisis that has created new, digital, working conditions for organizations. This thesis will also contribute to the psychological philosophy of change management theory with new valuable insights.

The approach taken by the College of Business and Technology at East Tennessee State University uses multidisciplinary teams to develop an assessment process that unifies the organization's culture to focus on assurance of learning. The theoretical literatures in change management processes and organizational culture are the foundations for the design of the assessment process that spans seven diverse departments and satisfies the requirements of multiple disciplinary accreditors. Lessons learned and recommendations for others are shared.

The purpose of the study is to examine the motivating factors of IT middle managers who work on implementing change in their organizations. The study will be based on a framework of knowledge to assess a comparative analysis of motivation. Previous research mostly focuses on motivating employees through a manager’s choice of theories; there is little research done from a middle management focus especially on the motivation within the IT industry, motivation in relation to levels of management, and how countries may compare to each other with motivation. While it may be evident that motivations will differ, it will be difficult to prove that motivators are affected by their institutional frameworks. Conducted interviews will aid in understanding and analysing how these individuals motivate themselves either intrinsically or extrinsically and come to discuss how several factors led to such results. The study gap in this area may help in understanding IT middle managers willingness to continue working on change projects as well as create conclusions that top management may find useful in motivating those left to carry out their goals.

Business leaders use enterprise resource planning (ERP) to integrate and streamline business functions and processes. Each year, the majority of these projects fail due to project managers' ineffective management of the project scope. The successful implementation of ERP software enhances the flow of information in organizations and tends to improve the performance of employees and job satisfaction, resulting in improved sustainability and profitability. The Leavitt organizational change management model was used as the conceptual framework for this multiple-case study. The purpose of the study was to explore the strategies project managers in the energy sector used to implement successful ERP projects. The target population included 3 project managers from 3 energy-sector companies in the Greater Accra region of Ghana and the Nairobi region of Kenya who have successfully implemented ERP projects. Data were collected using face-to-face, semistructured interviews. Data analysis consisted of reviewing interview transcripts, grouping the data into themes, and interpreting the meaning of the themes and data. The 5 main emerging thematic categories encompass the strategies shared by the 3 participants, which were competency of the project managers, competency of the project team members, the involvement of the stakeholders, strategic practices employed and followed, and other strategies for improvement. From the perspective of positive social change, the findings of this study may provide insight that business leaders can use to improve the performance of their firms, enhance sustainability and profitability, and create employment opportunities for the community.

The U.S. Department of Defense executives consider enterprise resource planning systems as a critical technology because of increasingly global operations and audit compliance pressures, which may affect organizational performance and overall success. The estimated cost to implement enterprise resources systems to avoid failure and meet budget cost across the Department of Defense services and agencies has ranged from $530 million to $2.4 billion. Guided by the general systems theory, the purpose of this single-case study was to explore enterprise resource planning strategies developed and implemented by United States Marine Corps military leaders. Data collection consisted of a review of organizational documents and semistructured interviews of 5 organizational leaders in a United States Marine Corps base in Albany, Georgia. Data analysis entailed interview transcription, keyword and phrase coding, and emergent theme identification. The prominent emergent themes were essential strategic planning guidance and organizational leaders and change management, which are the essential components for effectively implementing enterprise resource planning systems. The Department of Defense executives and senior leaders may use the findings of this study to develop an essential strategic plan, which could reduce the excessive cost and over-budget associated with enterprise resource planning systems. Social change implications include enhancing end user knowledge and reducing inefficiencies within organizations to improve corporate social responsibility.

Date :  4th June 2023 Level : Masters thesis in industrial engineering and management, advanced level, 30 ECTS Institution : School of Innovation, Design and Engineering, Mälardalens University   Authors :   Afnan Abdul Amir 9 Maj 1998Onel Nabeel Polus 24 November 1998 Title: How to identify Adaptability within SMEs: A case Study Supervisor: Mikael Johnsson Keywords: Change Management, Adaptability, SMEs Research Question : How can consult agencies identify the adaptability within SMEs?. Purpose: The purpose of this study was to develop a process for the identification of  SMEs adaptability. Method: This study adopted a qualitative research methodology using a abductive approach. This method facilitated an iterative exchange between the theoretical framework and empirical observations. The theoretical framework was based on scientific articles and the study was conducted as a case study to help the company identify the adaptability within its clients. The empirical data was collected through structured and semi-structured interviews divided between the different clients. The empirical data was structured on 7 interviews with project managers, team leaders and CEOs. Conclusion: The conclusion that can be drawn from this study is that the adaptability to various market changes can be identified when a company analyzes the following three key factors: Leadership, Communication, and Knowledge. / Datum: 4 Juni 2023 Nivå: Examensarbete i produkt och processutveckling, avancerad nivå, 30 Hp Institution: Akademin för innovation, Design och teknik Författare:    Afnan Abdul Amir 9 Maj 1998Onel Nabeel Polus 24 November 1998 Titel: How to identify adaptability within SMEs: A case Study Handledare: Mikael Johnsson Nyckelord: Ledning av förändringsarbete, Omställningsförmåga, SMEs Syftet: Syftet med denna studie är att erbjuda en guide för fallföretaget att följa för att identifiera omställningsförmågan bland sina kunder. Forskningsfråga : Hur kan konsultföretag identifiera omställningsförmågan bland SMEs? Metod: Denna studie antog en kvalitativ forskningsmetod med en abduktiv ansats. Denna metod underlättade ett iterativt utbyte mellan den teoretiska ramen och empiriska observationer. Den teoretiska ramen baserades på vetenskapliga artiklar och studien genomfördes som en fallstudie för att hjälpa företaget att identifiera omställningsförmågan hos sina kunder. Datainsamlingen inkluderade strukturerade och semistrukturerade intervjuer där projektledare, teamledare och VD intervjuades för att skapa ett bredare perspektiv. Slutsats: Slutsatsen som kunde dras från denna studie är att omställningsförmågan till olika förändringar i marknaden kan identifieras när ett företag analyserar de följande tre faktorer : Ledarskap, Kommunikation och Kunskap. / nej