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An analysis of organizational readiness at Anniston Army Depot for information technology changeHailey, Jermaine Anthony. Higgs, Frederick Devolone. January 2008 (has links) (PDF)
"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, December 2008." / Advisor(s): Powley, Edward H. ; Brinkley, Douglas. "December 2008." "MBA professional report"--Cover. Description based on title screen as viewed on January 28, 2009. Includes bibliographical references (p. 65-68). Also available in print.
A study of the preparedness for a changing employment environmentLabuschagne, J. C. January 2002 (has links)
Thesis (M.Com.(Labour Relations Management))--University of Pretoria, 2002. / Includes bibliographical references.
Relationship between personality type and the ability to be a change agentFlanum, Ramona J. January 1999 (has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1999. / Includes bibliographical references.
Förändringsstrategier i arbetslivet /Håkansson, Kristina. January 1995 (has links)
Thesis (doctoral)--Göteborgs universitet, 1995. / Extra t.p. with thesis statement and English abstract inserted. Includes bibliographical references.
The integration of project management processes with a methodology to manage a radical innovation project /Katz, Bernard January 2007 (has links)
Thesis (MScIng)--University of Stellenbosch, 2007. / Bibliography. Also available via the Internet.
Managing change and measuring success in the relocation of staff to a new children's hospitalNorris, Elizabeth C. January 2009 (has links)
Thesis (M.Litt.)--Aberdeen University, 2009. / Title from web page (viewed on Dec. 23, 2009). Includes bibliographical references.
Understanding change and implications of divisional management model (DMM ) in a merged multi- campus University in South AfricaMantashe, Lunga Xolisa January 2014 (has links)
The study sought to understand change and transition in a multi-merged campus university in South Africa. Specifically the objectives were to understand the Human Resource (HR) plan, how it is being rolled out, the reactions of workers to it, the effects of the plan on workers and the processes put in place to mitigate, rather than aggravate, the current and foreseeable consequences of the Human Resource plan. A qualitative case study was used and focus groups and semi-structured interviews (triangulated with observation and document analysis) were used on a purposive sample of unions and the university HR official in one campus. The researcher found that there is no organogram which acts as a framework wherein all workers in respective campuses shall fit in. additionally, there is no staff transition plan and harmonisation of conditions of service policy that is agreed upon. Though it seemed there were some mechanisms to attenuate the effects of the HR plan (possible retrenchments, loss of morale, uncertainty, stress, doubt and the like) such as voluntary service package, there were areas of concern about the lack of a properly and widely circulated plan, and the absence of plans to transition staff throughout the process of change. Consequently, the researcher recommended at the end of the study that there must be a change management leadership in each campus to drive transition, a creation of proper communication networks, institution of campus indabas, a design of a transition plan, harmonisation approaches, migration of institutional items to an institutional site and the facilitation of recognition agreements for those unions which are still recognise in the premerger manner.
Investigating SAP as an intervention case study: Johannesburg WaterMashiane, Mahlatse 12 June 2008 (has links)
The objective of this research is to study how to successfully implement organizational change in a large organization. The study deals with an approach for implementation that incorporates both efficiency and flexibility. Within the domain of organizational change, this research focuses on business process change, more specifically the Human Resources Information systems planning and implementation and evaluation. The research question is approached by first studying how to carry out planning, implementation and evaluation according to the relevant existing theories of organizational change. Then, an ERP change implementation program is reflected with the existing implementation approaches and finally characteristics of a successful approach for change implementation are concluded. This study follows the logic of inductive theory building and qualitative case study. The research is designed as an embedded case study, the primary research object being an extensive change program that focuses on SAP implementation at Johannesburg Water. The case data is mainly qualitative in nature and is collected through participant observation, archives and numerous and diverse documents created within the program. The focal terms and the scope of the study are defined based on relevant theory of organizational change. For understanding the existing body of knowledge on change planning, implementation, a multidisciplinary review is carried out including the theories of organization development, organization transformation, business process reengineering, project management and organizational learning. As a conclusion of the review, four research constructs are elaborated for guiding the case study. The constructs define essential elements of change implementation: initiation, management structure, and process and change advancement. Using the elaborated constructs, two generic implementation approaches are conceptualized, planned and emergent. The former represents centrally managed, sequentially proceeding holistic change, whereas the latter is about locally managed, continuous and incremental change. / Dr. R. Huysamen
Network organisations : the net requirements that work!Pretorius, N. 13 February 2014 (has links)
M.Comm. (Business Management) / The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a former Second Wave company upside down to be a flat, network structured, Third Wave company. It is a process where much guidance and support is needed in order to lessen the confusion on goals, roles, responsibilities and skills needed. Many theories and examples exist on all the aspects involved in Second Wave companies. The theories on Third Wave management are emerging everywhere, the examples are in the making, but not necessarily ready for reuse yet. This makes it very difficult for newcomers, who want to follow the footsteps of those before them, to form expectations of what might happen along the way to the new destination. The aim is to bring all these theories, examples and fears together to produce one set of guidelines that can help form the expectations involved and preparation needed for each step along the way to the goal.
Anatomy of a radical changeNguyễn, Huy Quý. January 1998 (has links)
No description available.
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