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BHATT, R. (2017). International Journal Of Research In
Commerce & Mannagement: Theoretical Perspective Of Change Management,

this article the author shows the different viewpoints in change management and
the history to the current stages of change management such as John Kotter’s
8-Step process  Establish a sense of
urgency, create the guiding coalition, develop a vision and strategy, empower
employees, generate short-term wins, do not let up, and make change stick.
Apart, the article also shows a recap of the various works done by different
consultants and authors which explains how sustainable change is archived to
propel an entity towards business excellence and how to manage the changes
successfully and effectively. The articles concludes that to manage and sustains
the change it is extremely important that the employees should be communicated
on the same level, continuous evaluation and implementation of proper policy
making and implementations.

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By, R. (2005). Organisational change management: A critical review. Journal
of Change Management, 5(4), pp.369-380.

 According to
Todnem it could be argued that the successful management of change is crucial
to any organization in order to survive and success in the modern highly competitive
and continuously evolving business environments. Therefore theories and
approaches to change management are often contradictory and mostly lacking
empirical evidence and supported by unchallenged hypotheses concerning the
nature of the contemporary change management. The main purpose of this article
would be to provide a critical review of some of the main theories and
approaches to organizational change management as an important first steps
towards constructing a new framework for the managing change. The author
concludes the article with recommendations for the future research.


Phillips, J. (1983). Enhancing the
effectiveness of organizational change management. Human Resource
Management, online 22(1-2), pp.183-199.

Phillips J has written on organizational
diagnosis and design, shaping organizational culture, human resource management
and the management of organizational change and holds a B.A. , M.A., and M.B.A.
degrees from Stanford University. According to the author Phillips J, many
companies today are facing many unstable competitive environments that are
often changing profoundly. Therefore to bring about such organizational change
by devising different kinds of strategies and pattern of operational creates a
much greater managerial challenge that simply continuing to perform well with
establish strategies and operation as it could be challenging which requires a
greater environment sensitivity, imagination and different kinds of
leaderships. More over the first section of this article defines the challenge
conceptually and the second section suggests a simple model of the process of
fundamental organizational change and the third section outlines how challenge
of change might actually e tackled in specific situations, the final section discuss
several areas of human resource management related to the process of managing
or organizational change. Furthermore this article explains on the 4 phases of
organizational change: Creating a sense of concern, Developing a specific
commitment to change, pushing for major change and Reinforcing and
consolidating the new vision.


N. (2013). Organizational change as practice: a critical analysis. Journal
of Organizational Change Management, 26(6), pp.1003-1019.

Noora Jansson has more than ten
years of experience in organizational leadership and development in both
private and public sectors and currently doing her PhD in Management at Oulu
University. The purpose of this article is to explain how excursive some practices
related to organizational change in order to understand how organizational
change as practice is condition by day to day assumptions. The approach used by
the author is by combining disclosure and practice approaches by conducting a
study at a public university hospital is conducted with a narrative analysis
method. The main conclusion of his research is that discursive practices are involved
in organizational change through discourse prognosis. The case study revealed
four particular discursive practices as examples of discourse phronesis field practice,
mandate practice, priority practices and word practice.

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