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A comprehensive review of change management

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  1. Introduction
  2. Theory and approaches in change management
  3. Unplanned versus planned change
  4. Planned approaches of change
    1. Magnitude of the change
    2. Degree of the change
    3. Settings of the organization
    4. Kurt Lewin's freeze phases
  5. The force field theory
  6. Group dynamics theory
  7. McKinsey 7S model
  8. Criticisms of planned models of change
  9. Emergent approaches of change
  10. Kotter model
  11. Processual approach by Wilson and Dawson
  12. Pettigrew and Whipp's five factors
  13. 3C's theory
  14. Senge's five disciplines
  15. Organizational structure, culture and learning
  16. Criticisms of emergent approaches
  17. Contingency theory
  18. Conclusion
  19. References

Changes in an organization takes place for many reasons, it is sometimes done in order to find new ways of executing and organizing work. It is also done to change the processes in which people are utilized. Noteworthy changes in an organization usually occur when the organization wishes to change its strategy on the whole or when the organization wants to change the nature of its operations. Changes in organization also occur, as the organization evolves in the course of various life cycles. Therefore, change management is a modern concept which helps in monitoring, executing and on the whole managing the changes that takes place in an organization. A definition given by Hughes (2006) in his book Change Management defines it is
?The leadership and direction of the process of organizational transformation ? especially with regard to human aspects and overcoming resistance to change? (Hughes, 2006).

[...] The applicability of the emergent approach will depend on the view of person applying the change in the organization such as the management or change leaders whether that person or group sees organization operating in a dynamic and unpredictable situation or environment due to which the management and the organization would have to adapt to change continually (Burnes, 1996; Purser, 2004). According to Blokdijk (2008), if this is the case then the emergent approaches to change will be considered suitable for types of organizations in all the situations and circumstances. [...]

[...] Change Management Models: A Look at McKinsey's 7-S Model, Lewin's Change Management Model and Kotter's Eight Step Change Model. AC Associated Content. Retrieved from Change Management: Organizational Change. Retrieved from Coram, R. & Burnes, B. (2001) Managing Organizational Change In The Public Sector: Lessons From The Privatization Of The Property Services Agency. The International Journal of Public Sector Management, Dickens, L. Watkins, K. (1999). Action Research: Rethinking Lewin. Management Learning. Vol No.2. Dunphy, D. & Stace, D. [...]

[...] These steps are: o If any change is to take place, the management should create and mobilize the energy and commitment needed to identify the problems of the organization and their solutions (Todnem, 2005) o Management should include employees to create a shared vision of how the organization can be organized and managed in order to face the competition (Todnem, 2005). o According to Todnem (2005), Luecke proposed that in third step that leadership to bring about change should be identified. [...]

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