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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.

An approach to managing change in a small organization /

Mathews, Carolyn. Unknown Date (has links)
Thesis (M Ed (Human Resource Studies)) -- University of South Australia, 1992

The factors of Taiwan media industry's organizational change.

Lee, Chi-en 02 May 2007 (has links)
Topic of the organizational change, the target who the scholar has studied all the time, under the environment of keen competition, enterprises are with the adjustment of the management tactics, encourage sharing and innovating, set up key ability in order to seek survival again. This research carries on the positive research to the media industry industry person of Taiwan. Probe into knowledge sharing, encourages innovations, market pressure, the intensity of environmental change degree, competition and impact on organizational change of dynamic ability. The result of study shows: knowledge share and is it have a apparent one to influence to Taiwan organizational change, media of industry to innovate, show the organization inclining to share knowledge and encourage innovations, will influence the media of Taiwan to organize to emerge to improve; market pressure have a apparent one to influence to Taiwan organizational change, media of industry, show if there are specific trends to some technology on the market that the media organization of Taiwan is in, will influence the media of Taiwan to organize this of adopting to depend on new technology; dynamic competition have a apparent one to influence to Taiwan organizational change, media of industry, it is violent in the environmental change that the media organization of Taiwan is in to show, the competition is high in intensity, it influences the media of Taiwan to organize to emerge to improve to know.

A non-traditional way to manage change : collapsing hierarchy temporarily to allow for collective knowledge work /

Faria, Mary Frances Veloz, January 2000 (has links)
Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 110-114). Available also in a digital version from Dissertation Abstracts.

On the politics of reorganizing

Ohlsson, Bengt H. January 1900 (has links)
Thesis--University of Gothenburg, Department of Business Administration. / Includes bibliographical references (p. 179-187).

Identifying predictors of resistance to organizational change

Johannsen, Ashlee M. January 2004 (has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Becoming more open to change recommendations for a change management program /

Warner, Ashley M. January 2004 (has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Anatomy of a radical change

Nguyễn, Huy Quý. January 1998 (has links)
This thesis reports the findings of a three-year field research that explored in real time the managerial processes involved in an attempt to realize radical change in a large and complex organization. The study adopted a multi-perspective approach, interviewing and observing more than 140 individuals at all levels of the organization. It followed the evolution of four large units conducting 117 change initiatives. / It was found that the success rate of modest-in-scope initiatives was high (around 85%) while the success rate of major initiatives was disappointing (around 20%). This thesis focuses on describing the organizational processes that led to such differential outcomes. / The findings suggest that a proposed change initiative is subject to three organizational filters on its way to being adopted by the organization. Each filter represents a set of interrelated conditions that a proposed change initiative must meet as a prerequisite. To pass the emotion filter, a proposed change must be perceived by its potential adopters as congruent with the core values of the organization, that the change is construed not as detrimental to their personal welfare, and that the conduct of the change agents is compatible with the institutional values (legitimacy). To pass the cognition filter, there should be sufficient knowledge development and sharing for the realization of the proposed change. And finally, to pass the action filter, there should be requisite lateral coordination and persistence in action to institutionalize the change as a new organizational routine. It is also suggested that these three filters exhibit an order of saliency, or hierarchy, in their respective influence on the adoption of the change proposal by the organization. / Second, fundamental changes in beliefs and values require creation and maintenance of an appropriate emotional context. Organizational behaviors that attend to emotions aroused by radical change are necessary to its realization. / Finally, the findings of this research allow to offer prescriptions about the conduct of organizational change, especially changes related to work processes, and to challenge certain conventional beliefs about leadership of change.

The change management approach at BP Southern Africa Pty (Ltd) : a case study

Ntombana, Msokoli. January 2004 (has links)
The purpose of this study was to evaluate the extent to which BP Southern Africa Pty (Ltd) adhered or differed to the theory and principles of Change Management. The study used a case study method to explore the key question of the approach using the six dimensions of change, i.e. the goals of the change; the leadership of change; the focus of the change; the process of change; The Reward System used in the Change Programme and The use of Consultants in the Change Program. The whole from birth of this initiative was looked at using the six dimensions of change to evaluate and answer the question of the approach that was used in managing the change at BP Southern Africa. The six dimensions of change are classified into the two main theories of change referred to here as Theory E and Theory o. Both these theories are discussed and a model arrived at in Chapter Two. Parallels are drawn with these theories in the analysis of evidence within the context of the six dimensions of change in later chapters of this research report. The exploratory nature of the research coupled with the theoretical framework of change management necessitated a qualitative research approach. The tool used being that of extensive interviews. The case outlines the process of change at BP Southern Africa Pty (Ltd) where information was gathered from different stake-holders in the change process thereby highlighting the range of benefits and limitations introduced by the change strategy. The summary of evidence for each construct is discussed and analysed where it soon emerged that there is an adherence to the theory and principles of change management. The research report concludes by drawing parallels between the process as done by BP Southern Africa Pty (Ltd) and the model drawn in the literature review. Lessons learnt from this change process are discussed in the concluding chapter with some suggestions for future restructurings at BP Southern Africa or any organisation wishing to embark on such an exercise. / Thesis (MBA)-University of KwaZulu-Natal (Westville), 2004.

The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /

Snabe, Birgitte. January 2007 (has links)
Diss.--Universität Mannheim, 2006. / Includes bibliographical references.

Understanding employees' experience of organisational transformation in an academic institution [Electronic Resource] /

Craffert, Leonora. January 2002 (has links)
Thesis (Ph. D.(Psychology))--Universiteit van Pretoria, 2002. / Includes bibliographical references.

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