Thesis (Ph. D.)--Texas State University-San Marcos, 2006. / Vita. Appendices: leaves 180-190. Includes bibliographical references (leaves 191-197).

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.

Organizational development and change (ODC) is a broad field because change occurs in all organizations, occurs at multiple organizational levels, consists of numerous interventions, and can impact multiple outcomes. Many ODC efforts attempt to examine the effectiveness of their initiatives, yet fail to account for the quality, or rigor of their methods. The purpose of this paper is to examine how methodological rigor and intervention implementation quality impact ODC outcomes. The results indicate that overall methodological rigor is not a significant predictor of organizational change outcomes; however, several individual rigor criteria exhibit predictive power. Implementation quality is a significant predictor of organizational outcomes, but in a negative direction.

British higher education faces a conflict between increasing societal and governmental demands, commercialisation and decreasing institutional resources.  Innovation through strategic change in business education often occurs in the form of intra-institutional mergers into business schools against the backdrop of enhanced administrative efficiency and escalating accountability.  This dissertation explores the challenges confronting universities with a view to further informing organisational theorists, practitioners and policy makers about this dramatic change.  It is primarily concerned with investigating what academic staff in two business schools perceived to be effective or ineffective strategies and actions deriving from a management endorsed multi-level merger initiative.  It was undertaken to shed light on a perspective rarely pursued: the direct views of higher education employees on what constituted their fundamental concerns surrounding the change and how they proceeded to resolve them.  These data were analysed in a rigorous systematic way in the development of new substantive theory.  This doctoral dissertation claims significance in four main areas, namely: contextual sensitivity, research methodology, theory development and the management of academic identity.  Data from the research generated concepts that were used to develop the emergent theory of identity deconstructing. This study represents the first iteration of the substantive theory of identity deconstructing in British business schools and as such, produces a new source of empirically grounded concepts.  Findings also shed light on the management of academic identities and the implications for policy makers and practitioners in the area of higher education administrative change.

Approved for public release; distribution is unlimited / This thesis seeks to determine how the naval shipyards could better implement mission funding after having worked extensively under a Working Capital Fund structure. Several principles exist in current management literature that can be applied to this change at the naval shipyards. Of these principles, six recurring guidelines for successful change management and an organizational open-systems framework are used to provide guidelines for shipyard change managers. The transition of the Puget Sound Naval Shipyard provided a case study for applying this managerial theory. The six guidelines of change management were found to have applications for the case study, revealing the need for a clear vision statement, a leadership core, communication on multiple levels, attention to change inertia, and rewards for change behavior during a transformation. Furthermore, six key factors for success at Puget Sound Naval Shipyard provided additional guidelines for future transitioning shipyards, promoting command-level attention to mission funding issues, making a commitment to best practices, developing a specific timetable of milestones, seeking alternative sources of funding, performing functional area assessments, and developing and employing desk procedures. / Lieutenant, United States Navy

Approved for public release; distribution is unlimited / The objective of this thesis is to suggest a daily routine debriefing process for the maintenance sections of the Israeli Air Force fighter squadrons. It is argued that the debriefing process may serve as vehicle for higher level of personal and organizational effectiveness. Ongoing debriefing process in one squadron, has been assessed, opinion data have been collected, and relevant literature has been reviewed. The questions addressed in this study, are: (1) what is the role of debriefing process in the maintenance sections: (2) what is the debriefing structure, forums, frequency, and discussion subjects; (3) what are the attitudes of targeted sectors toward the suggested procedure, and (4) what are the organizational changes and concerns to be considered when implementing this change. Results have indicated strong positive attitudes, cost-beneficial appearance, and practicality of the proposed debriefing process. Guidelines for implementation are provided. / http://archive.org/details/debriefingproces00lapi / Lieutenant Colonel, Israeli Air Force

M.Comm. / "While discovery focuses on the new and unique, research is the process of re-examining something we already know a great deal about. The fundamental purpose of research is to confirm what we know and believe is in fact true and to develop a more knowledgeable understanding of its essence." (The Global Logistics Research Team at Michigan State University,1995:1). Organisations need a better way of changing, a way of involving large percentages of their people in making the shift from a "business as usual" scenario to one of real time strategic change. Jacobs (1995:18) clearly states that in a real time strategic change scenario, all members of the organisation are meaningful involved in deciding upon and responsible for delivering the organisation's results. In essence, real time strategic change is about a new way of understanding organisations, how they operate, the role individual people can play in making a difference in their organisational lives, and how they can become aligned with each other as a motivated, empowered, total organisation. To be "World Class" means that a firm has successfully visualised and applied a combination of logistical practices capable of serving selected customers better than competitors. The management, employees, systems, technologies and operations of world class firms are finely tuned and synchronised to efficiently meet and exceed customer expectations. For a firm to perform consistently at a world class level means that its employees possess knowledge of what constitutes best practice and know how to implement that behaviour successfully. With this study it is hoped that some of the findings may be of practical benefit to the Cadbury (Pty) Ltd top management team in making strategic decisions on putting the company on the road to become "World Class".

M.Inf. / As an instrument of society, information services have always been influenced by changes in the host environment. This being the case, information services are compelled to change, posing the challenge to managers who have to see to it that the challenges are properly dealt with. The strategies and techniques for managing change in academic information services have been explored thus providing guidance for managers in this regard. This was done by using an extensive literature survey. The empirical survey investigated the extent to which change is being managed in academic information services in South Africa, which was done by using pre-structured questionnaires. The study also provides recommendations on how information services can successfully manage change in order to survive in a competitive environment. Lastly, the areas for future investigation on this subject have been outlined.

A research report submitted to the Faculty of Commerce University of the Witwatersrand, Johannesburg for the Degree of Masters of Commerce / Investments in information technology have in many cases failed to deliver the anticipated benefits. It is now accepted that real value can only be leveraged by linking IT implementation to organisational change and process redesign. The management of this change is inextricably linked to the overall success of the implementation. The focus of the research was on identifying what the key elements of successful change management were. Research into generic change management was used as a basis for determining these critical success factors. The applicability of these factors in the case of an enterprise wide package software implementation was then tested through a case study method. The research showed that the factors developed were applicable in managing technology driven change. In addition to the factors developed, additional factors were identified as being relevant in the case of packaged software implementations. / Andrew Chakane 2018

Ho Ching-sze. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 46-52). / Abstracts in English and Chinese.