Thesis (D. Litt. et Phil.)--University of South Africa, 1997.

Accomplishing desired benefits from investments in planned change is problematical for organizations, their leaders and the change agents charged with delivery. This is despite a well-developed literature, replete with advice on how change should be achieved. Examination of this literature shows the primary focus on change agents and their practices. This research widens the focus by observing the influence of change agents, change recipients and line managers on organizational routines undergoing planned change. It examines the interplay between stability and change in organizational routines, adopting a social practice perspective, and the routine intended to change as the unit of analysis (Feldman and Pentland, 2003, 2005). The research builds on claims that to understand the patterns of action within routines requires the internal dynamics – the claimed duality between ostensive (in principle) and performative (in practice) aspects - to be examined. A research method to operationalize the study of this claimed duality was devised following the principles of Strong Structuration (Stones, 2005). This method enabled a unique conceptualization of the study of routine dynamics, focused on planned change from the perspective of multiple, interdependent actors. Two cases of change agents following the advice in the planned change literature were explored. In one case, stability of the routine persisted when change was intended. In the other, change was relatively easy to achieve irrespective of change agent actions. The primary contribution is the demonstration of how the attitudes to change of change recipients, line managers and change agents influence the internal dynamics of routines undergoing planned change. Other contributions pertain to the method of ‘unpacking’ organizational routines and its potential for shaping future practice. This research does not offer new ‘normative’ advice but instead sensitizes planned change practitioners to the level of analysis they need to carry out to ensure that their interventions are suitably designed.

<p>Nothing has been that consistent as the change is for the knowledge revolution to nourish and cultivate. Different forms of changes are occurring in organizations with the aim to improve the output performances. Health organizations have been more attached to the changes and the consequences that are brought with such changes. Such consequences are primarily connected with concepts of unlearning and learning. Any form of the change if initiated in organization asks for new routines learning, tasks conductions and the organizational cultural revolution. These new routines have been occurring at individual and organizational levels. The unlearning at any level in the organizational culture can be performed through investigating a primary connection between the organizational and individual routines. At the individual level unlearning brings a number of psychological, cognitive, social and moral hurdles. These hurdles at individual level basically help the organizational unlearning to occur. All of the routines occurring at individual level encompass the necessary information that goes from lower levels to upward, strengthening and holding the organizational memory firm.</p><p>This research was about to find how the health organizations unlearn the older practices and learn the new practices in IT change. This research had two streams i) finding whether there had been any connection between the organizational and individual unlearning in the cases of IT change, ii) For unlearning what kind of hurdles had been there at the individual level. Kalmar hospital pediatric department had been chosen for the empirical investigations. The research streams were about how and what parts which helped the researcher to go for the qualitative data gathering techniques.</p><p>The Results showed there had been a very thin connectivity between the organizational and individual unlearning. The results revealed and unfolded that many of the new learning are occurring simultaneously with discarding the older ways of practices. The impression of absorbing the change with respect to the unlearning had been varied from person to person. There had been a numbers of individual hurdles observed at individual level of unlearning. Apart from them, many individual routines (performative tasks) had the primary connectivity with the organizational routines (Ostensive routines) and shaping and reshaping of the organizational memory.</p><p>It is important to understand the unlearning notions with the type of change. In this research each of the interviewee had shared his thoughts of how the things could have been done differently by revealing the consequences with new learning. Literature suggests that for a profound and successful implementation of change more formal and informal trainings, clear strategy for shuffling the older individuals in the camp, more social and cognitive meetings and fast and quick actions in the cases of technical difficulties are to be taken.</p><p><strong> </strong></p><p><strong> </strong></p><p><strong> </strong></p><h1> </h1><h1> </h1><h1> </h1><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p> / Thesis

<p>Nothing has been that consistent as the change is for the knowledge revolution to nourish and cultivate. Different forms of changes are occurring in organizations with the aim to improve the output performances. Health organizations have been more attached to the changes and the consequences that are brought with such changes. Such consequences are primarily connected with concepts of unlearning and learning. Any form of the change if initiated in organization asks for new routines learning, tasks conductions and the organizational cultural revolution. These new routines have been occurring at individual and organizational levels. The unlearning at any level in the organizational culture can be performed through investigating a primary connection between the organizational and individual routines. At the individual level unlearning brings a number of psychological, cognitive, social and moral hurdles. These hurdles at individual level basically help the organizational unlearning to occur. All of the routines occurring at individual level encompass the necessary information that goes from lower levels to upward, strengthening and holding the organizational memory firm.</p><p>This research was about to find how the health organizations unlearn the older practices and learn the new practices in IT change. This research had two streams i) finding whether there had been any connection between the organizational and individual unlearning in the cases of IT change, ii) For unlearning what kind of hurdles had been there at the individual level. Kalmar hospital pediatric department had been chosen for the empirical investigations. The research streams were about how and what parts which helped the researcher to go for the qualitative data gathering techniques.</p><p>The Results showed there had been a very thin connectivity between the organizational and individual unlearning. The results revealed and unfolded that many of the new learning are occurring simultaneously with discarding the older ways of practices. The impression of absorbing the change with respect to the unlearning had been varied from person to person. There had been a numbers of individual hurdles observed at individual level of unlearning. Apart from them, many individual routines (performative tasks) had the primary connectivity with the organizational routines (Ostensive routines) and shaping and reshaping of the organizational memory.</p><p>It is important to understand the unlearning notions with the type of change. In this research each of the interviewee had shared his thoughts of how the things could have been done differently by revealing the consequences with new learning. Literature suggests that for a profound and successful implementation of change more formal and informal trainings, clear strategy for shuffling the older individuals in the camp, more social and cognitive meetings and fast and quick actions in the cases of technical difficulties are to be taken.</p><p><strong> </strong></p><p><strong> </strong></p><p><strong> </strong></p><p><strong> </strong></p><h1></h1><h1></h1><h1></h1><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p><p> </p> / Thesis

This study focuses on four common factors believed to affect resistance to change in public organizations. It contributes to existing literature by examining the effect of higher education and trust on the police officer's level of resistance to change and the effects of participation and communication on trust. 286 police officers from two north Texas towns responded to the survey. Regression analysis and bivariate correlations were used to determine the relationship between, resistance to change, and participation, trust, communication, information, and education and the relationship between trust and the other independent variable. The analysis failed to support previous research, which listed participation as the most important factor, but did support the concept that participation and communication improved trust.

Thesis (D. Litt. et Phil.)--University of South Africa, 1997.

Gentrification applies not only to the largest and oldest cities; it is a multi-scalar phenomenon playing out in smaller and less prominent settings as well. This study examines temporal changes in property values, demographic characteristics, and types of businesses in the central Oklahoma City area. A major urban revitalization project which began in 1993 created strong gentrification characteristics near the renewal's epicenter, the Bricktown entertainment district. Data suggest that several specific neighborhoods in the surrounding area exhibited rising property values, improving educational attainment rates, decreasing household sizes, and a shift toward cosmopolitan retail activity. While it is evident that Bricktown has been transformed, the socio-economic traits of surrounding neighborhoods have been altered by the ripple effects of urban renewal.

Internal communication is the heart in all actions in every organization and plays a key role in a successful change project. Volvo Cars is a global company in an implementation phase of the change project ”One Finance”. The purpose of the change project is to standardize the financial processes which will change the organization structure in the financial departments. Since this is a global change project there are several factors that can affect the internal communication and can result in affecting the success of a change project. The purpose of this thesis is to study the internal communication during a global change project and to analyze what factors are affecting the internal communication from a global perspective. The thesis will also include what impact internal communication has on the organization. The study will mainly be on the internal communication between the headquarter in Gothenburg and the developing financial department in America. Collecting primary data in terms of semi-structure interviews has provided an understanding about Volvo Cars internal communication. Using electronic communication channels and cascade-communication model the organization has informed well about the concept and the purpose of the change. Some respondents are still requesting information about how they should work according to the change. Overall the acceptance of this change has created job-satisfaction and increased the engagement for employees, this can lead to business success. All respondents agree that there are factors that affect the internal communication during this global change project. Organization culture, multi-cultured organizations, organization change, power structures and globalization are all affecting the internal communication in ways of how to communicate, the amount of internal communication, and the currents of the internal communication and can create misunderstandings. The thesis is including an internal communication matrix that gives a clear overview of how different internal stakeholders are working with the internal communication at different levels within the organization. This is creating an effective internal commutation system.

The research objectives of this report are to identify key drivers of change, investigate possible barriers to the implementation of change and determine the change readiness of the organisation / Graduate School of Business Leadership / MBA

Master of Arts / Department of Sociology, Anthropology, and Social Work / Laszlo Kulcsar / Environmental, economic and social conditions have changed drastically throughout Great Plains farming communities. In Southwest Kansas, the Ogallala Aquifer supports extensive agricultural industries and family farms through hyper-extraction of groundwater resources. Capitalistic ventures in farming have led to socials changes like declining community populations, out-migration of youth and family farm transformations. The relationship between environmental change, economic development and social changes is explored through a case study of Haskell County Kansas. Interviews were conducted to understand residents' perspectives of declining environmental resources available to achieve continued economic development by way of family farming. Residents also explain social changes that have resulted from evolving economic conditions and increasing use of groundwater resources.