Esta pesquisa apresenta a gestão de mudança como centro da investigação, com foco no processo de implantação de um modelo de gestão de produção em uma multinacional brasileira do setor mineral. Discute os conceitos de gestão da mudança e seus enfoques, com ênfase nas estratégias para implantar mudanças organizacionais. Com base na literatura pertinente ao tema, discute as estratégias que, se trabalhadas de forma adequada, podem levar ao sucesso das organizações que empreendem mudanças. Complementado por uma pesquisa de campo, o estudo verifica, por meio de aplicação de questionário, como são percebidas as estratégias de mudança pelos integrantes da organização, objeto de estudo, envolvidos diretamente na implantação do modelo de gestão da produção. Como resultados, apresenta um panorama do processo de gestão de mudança, ora em andamento, os pontos onde há oportunidades de melhoria, bem com recomendações para o futuro. Como conclusão, verifica-se que as 5 (cinco) principais estratégias, presentes na literatura, são utilizadas para implantar o modelo de gestão de produção estudado, porém apenas 3 (três) são mais percebidas pelos evolvidos na implantação do modelo. Por isso, foram apresentadas oportunidades de melhorias como rever o modelo de engajamento dos gestores e melhor apresentar os resultados após implantação do Sistema de Produção. / This research presents the management of change as the research center, focusing on the implementation of a production management model in a Brazilian multinational mining sector. Discusses the concepts of change management and its approaches, with emphasis on strategies to implement organizational changes. Based on most relevant concepts available in literature, discusses the strategies that, if worked properly, can lead to the success of organizations that undertake changes. Complemented by field research, the study finds, through a questionnaire, how change strategies area perceived by members of the organization directly involved in the implementation of production management model. As a result, provides an overview of the change management process, now under way, the points where there are opportunities for improvement, as well as recommendations for the future. In conclusion , it appears that the five (5 ) main strategies found in the literature, are used to implement the model of production management studied , but only three (3 ) are more perceived by the members of the organization . Therefore, opportunities for improvement were presented as review the model of engagement of managers and better present the results after implantation of the Production System.

As technology and organizations continue to increase in complexity, a willingness to implement change management strategies for Internet technology (IT) change initiatives is necessary in a healthcare setting. This multiple case study explored change management strategies that 3 hospital administrators at 3 different hospitals in the southeast region of the United States used to guide organizational IT change activities to avoid waste and increase profits. The conceptual framework for this study was Lewin's organizational change model and Kanter's theory of structural empowerment. Data were collected using semistructured interviews and a review of hospital documentation from the 3 hospitals. The data analysis process was completed by transcribing the interview recordings and coding the data using a codebook and data-management software. Themes that emerged from data analysis included strategies to increase digitization in all areas, improve communication with IT personnel, provide ongoing training, and encourage the gradual adoption of technology. The implications of this study for positive social change include the potential to provide hospital managers with successful strategies related to the use of IT in hospitals to facilitate improved patient care and community well-being.

This study reports research about innovation and change in the professional practice of the staff at the Library and Information Service (LIS) staff at Curtin University of Technology, Perth, in Western Australia. The historical context of the study is Australian higher education and university libraries in the early 1990s. It reports, examines and analyzes key events and activities of the LIS staff strategic planning process both as an educational innovation and a driver of change in professional practice. The investigation of educational innovation and change is the object of the study, specifically the application of strategic planning.Literature from the 30-year history of writing and research about educational innovation and change is reviewed in terms of its relevance to the study. In addition, selected literature about organizational theory and strategic planning in libraries is presented. From this literature emerged the particular innovation and change framework, which guide the research.A justification for the selection of the particular research approach is explained and data collection, organization and analysis are described. The study uses official LIS corporate records as its primary source of data, supplemented by published materials to assist in the explanation of the particular circumstances of the LIS case.The results of the data analysis are presented in terms of the key events and activities of the LIS case. From this analysis conclusions are drawn in relation to the research questions which underpin the study and in terms of the component parts of the innovation and change framework. In particular, conclusions relate to the key organizational factors shaping the response to innovation; the characteristics of the context of change; key organizational processes helping to ensure successful adoption; the articulation of a shared vision and ++ / processes to ensure a shared vision. In relation to the innovation and change framework the change process is viewed as adoption dominated; as a move towards a learning organization; through the characteristics of the context of change and through other factors influencing change.Flowing from the research findings, recommendations are made for professional practice and further research.As a case study that reports, examines and analyses the complex dimensions of organizational change, the study is rich in detail and provides a real-life example of organizational and educational change.

Abstract not available

The ability to implement strategies successfully is important to any organisation. Despite the importance of the implementation process within strategic management, this is an area of study often overshadowed by a focus on the strategy formulation process. This thesis concentrates on the strategy implementation process, investigating barriers to strategy implementation. A research framework called the Organisational Minefield was developed to represent the importance of the implementation process to organisations. In contrary to most studies available in strategic management, this research included participants from all levels of the organisation.To identify barriers to strategy implementation, a case study of Air New Zealand was conducted. This involved focussed interviews with 28 participants from the Network and Revenue Management Department of Air New Zealand. Other sources of data such as research articles and secondary company data sources were also used.The findings revealed that: participants from different levels of the organisation have unique perceptions of the implementation process; implementation variables could become roadblocks that undermine the implementation process; these barriers can be overcome if managers are perceptive to the organisation's current situation; and the Organisational Minefield framework presented verified the significance of the role of barriers in the implementation process. The findings add two additional barriers to implementation, namely leadership and power. It was also discovered that the participants acknowledged that these two barriers will impede or enhance the success of Air New Zealand. This was backed by the level of commitment and loyalty shown by the participants, which brought Air New Zealand one step closer to unravelling the mysteries of the implementation process.

This thesis is about the role that shop floor workers play in organisational change. In particular, it investigates the manner in which a distinct group of worker-level leaders and change agents affected the generation and implementation of change and helped to shape the change process in an organisation undergoing planned change. The data for the thesis were obtained from a three-year, longitudinal case-study of organisational change in a medium-sized automotive components manufacturer, Moving Metals Limited (MML). Data were collected at MML during a move from traditional mass production to lean production and the research was conducted using processual action research, while the researcher adopted the dual roles of researcher and consultant to the company. The research identified a distinct group of workers, with no supervisory capacity, who were able to shape the change process in the organisation. These workers are referred to as workers of influence. This group of workers emerged as central characters in the process of organisational change and as leaders and change agents in the organisation. Drawn from the empirical data, criteria for identifying workers of influence are developed in this thesis, based on the authority vested in them by the workforce and their access to management decision-making. A taxonomy of workers of influence is developed in this thesis using these criteria, as well as the duration of tenure of influence. In much of the literature, shop floor workers are portrayed as either passive participants in, or active resistors of organisational change. This research provides evidence of some workers acting as leaders and change agents in an active and influential manner. The research examines issues of power, influence, autonomy and control and their impact on workers' capacity to participate in change. In so doing, this research identifies and opens up an important area of study with implications for organisational theory, literature and the implementation of planned interventions in organisations. / Thesis (Ph.D.)--Department of Social Inquiry, 2000.

<p>The purpose with this thesis is to analyze how culture in an organization influences the communication process during a major organizational change and to give examples of this. The empirical study was carried out at Karlstads University where an organizational change took place during 2004-2005. My first starting point for this study was the extensive research that shows how closely connected the organizational culture is to all communication in an organization. As a consequence communication practitioners plan communication actives bases on this culture and the employees, the receivers, interpretate the messages based on the existing culture norm in the organization. The second starting point was research that showed the importance of dialogue between managers and employees to create meaning consequently a successful change process. To be able to exemplify how culture is a key variable in the communication process the research questions asked is in what way dialog and sense making was used when communicating the organizational change and also in what way the culture influenced the communication between employees and management.</p><p> </p><p>The theoretical framework in this thesis comes mostly from the Public Relations field. Initially theories regarding the strategic level of communication professionals in the organization, leaders and managements responsibility to communicate and initiate dialog to ensure an effective change process is presented. Different research perspectives on culture and organization are presented with a special focus on communication as part of building and retaining the culture. Finally theories in connection to communication as a crucial part of a successful change process are presented.</p><p> </p><p>The empirical material was collected by using focus group interviews. The result shows that culture has influenced both the receiver and the sender in the communication process. For example several respondents have indicated that the culture at the University doesn’t encourage dialog between management and employees. Another cultural aspect is the employees’ lack of acceptance for the line organization and with that problem trying to use middle management as a communication channel to employees. Further more the study shows that management see communication as transmission of information and not as construction of meaning.</p> / <p>Syftet med uppsatsen är att analysera hur organisationskulturen på en arbetsplats påverkar kommunikationen vid en förändringsprocess och ge konkreta exempel på detta. Undersökningen genomfördes vid Karlstads universitet där en omfattande organisationsförändring genomfördes 2004-2005. Den första utgångspunkten för uppsatsen är den omfattande forskning som visar hur kulturen vid en arbetsplats är nära kopplad till all kommunikationen. Detta innebär att de som ansvarar för kommunikationsplaneringen utgår från denna kultur vid planeringen samt att de anställda, de vill säga mottagarna, tolkar budskapen utifrån den rådande kulturen. Den andra utgångspunkten är forskning som visar på vikten av att skapa dialog mellan ledning och anställda för att skapa förståelse och därmed en lyckad förändringsprocess. För att kunna beskriva och exemplifiera på vilket sätt organisationskultur är en variabel i kommunikationsprocessen har jag arbetat utifrån två frågeställningar. Dels i vilken omfattning har kommunikationen präglats av dialog och delaktighet i samband med omorganisationen vid KAU. Dels hur organisationens kulturella påverkat villkor kommunikationen mellan ledning och medarbetare.</p><p> </p><p>Teorier som behandlas kommer främst från det så kallade Public Relations-fältet. Inledningsvis redovisas teorier kring informatörens roll som kommunikationsstrateg, ledningens och chefens kommunikativa ansvar och vikten av dialog för att säkerställa en effektiv förändringsprocess. Därefter redovisas teorier kopplade till organisationskultur där flertalet kommunikationsforskare lyfter fram kommunikationens roll vid byggande och upprätthållandet av en organisationskultur. Avslutningsvis behandlas teorier kopplade till förändring och kommunikation som en avgörande faktor för att skapa en lyckad förändring.</p><p> </p><p>Fokusgrupper används för insamlingen av undersökningens empiriska material. Resultatet visar att kulturen påverkat både mottagare och sändare i kommunikationsprocessen. Bland annat anger flertalet respondenter att det inte finns en kultur vid universitetet som stimulerar till dialog. Inte heller mellanchefen som kommunikationskanal har fungerat då det i kulturen vid universitet inte finns en förståelse och acceptans för linjeorganisationen. Vidare så visar undersökningen att ledningen ser kommunikation som överföring av information och inte en möjlighet till förankring och förståelse.</p>

<p>The problem investigated in this study is that gender equity and change management in the City of Cape Town and in particularly the Diversity Equity and Change Management Department, has not been adequately assessed and a coherent set of options to address this problem has not yet been adequately researched. In particular, the situation is that senior management is not representative and that recruitment and appointment procedures as well as the change management process are not conducive to gender equity. The nature of this study is qualitative and the case study method has been utilized. The scope of the study is on gender equity and the change management process followed by management and staff at the City of Cape Town, in particular the Diversity Equity and Change Management Department since 2000 to 2007, with the view of proposing options for improvement. In 2006 the City of Cape Town Employment Statistics indicated that 80% of top management within departments across the City is still white males. At professional and middle management level white males and females dominated this level with 69.5%. In the technical and associate professions, the tally for whites is 38% and at elementary level 6.5% (Department Human Resources HRD IT System, July 2006). In order to equalize employment statistics in the COCT drastic steps should be taken to eliminate imbalances between both Black and white employees in terms of occupational levels. Disadvantaged Black women and men should benefit from employment, recruitment and selection, appointments and training and development processes and the acquisition of knowledge and skills beyond those acquired within the realm of empowerment. However, women should be adequately represented not nearly in the workplace but overall to enable them to participate in the decision-making of important work related and home related issues. Women should keep on addressing inequality and gender equity to enhance change processes and gender awareness amongst themselves and in the workplace. The gender institutional framework within the COCT as a whole in particularly the Diversity Equity department and the active participation in decision-making in the various structures of the City combines with their history of politics in the women&rsquo / s movement to augur well for continued gender sensitivity in policy formulation and outcome.</p>

Introduktion Det har pågått en diskussion om konsultverksamhet är ett yrke eller en hel industri. Många tänkare har kommit fram till att det är både och. Konsultfirmorna erbjuder idag också många olika typer av service, den här uppsatsen har sitt fokus på förändringsledningsområdet samt att beskriva managementkonsultens roll som förändringsagent. Trots att det ofta är svårt att se vilka effekter förändringar har på organisationer så är det viktigt att förändra. Förändringsledning är dock mycket svårt och därför misslyckas många förändringsprojekt. Syfte Syftet med denna uppsats är att beskriva managementkonsultens roll som förändringsagent samt att identifiera problem i och omkring förändringsprocessen. Vidare hoppas man kunna hitta exempel på problem och framgångsfaktorer för att förbättra förändringsledning. Metod Den här studien är gjord utifrån ett deduktivt synsätt. De empiriska data har sedan insamlats genom användandet av kvalitativa semistrukturerade intervjuer. Det främsta skälet till valet av en kvalitativ undersökning var att få en djupare kunskap inom undersökningsområdet samt att det ansågs vara bästa sättet för att uppnå syftet. Författarna undersökte tre olika projekt genom att intervjua en konsult och en klient inom vart och ett av projekten. På grund av uppsatsens fokus på förändringsagenter så säkerställdes att alla tre konsulterna hade denna roll när de ansvarade för ledning av förändring. Resultat Många faktorer påverkar implementeringen av förändringar i organisationer. I konsultens roll som förändringsagent är det viktigt att inte bli en implementerare, i slutändan är det klientens organisation som ska förändras. För att uppnå framgångsrik förändring har författarna kommit fram till några slutsatser som är vitigare än andra, bland dessa finner man, skapandet av involvering och gemensamt engagemang för förändring, hitta det verkliga problemet samt att man inte glömmer vikten av att involvera chefer och ledare.

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