Change Management Process Research Articles

MANAGEMENT OF CHANGE AND ORGANIZATIONAL COMMUNICATION

Managing changes is an important issue in today's business environment, which is constantly changing. The change has become a constant for enterprises that need to change in order to remain competitive in the market. The ability to manage this change is seen as a core skill of successful enterprises, although many change initiatives in reality fail to implement their objectives. This fact stimulates the curiosity to recognize those factors that affect the successful implementation of attempts to change the enterprise. Therefore, the purpose of this study is to identify the factors that influence the success of change. This paper aims to answer some research questions related to process change management and relevant impact factors in organizations. Investigating the factors that influence the success of change in the era of globalization is of particular importance to the country's economy. To achieve this goal, several models of change have been revised to understand who are the main factors of the change process that affect its success. The main purpose is to identify the factors that influence the success of the change. This paper aims to answer some of the research questions related to change management. In order to achieve this goal, some models of change have been revised to understand who are the main factors of the change process that affect its success. In most models of the process of change, different authors define activities and factors in the form of recommendations for successful implementation of change, but in the case of Kosovo there are very few empirical studies that prove these links. The study aims to determine how much these activities / factors relate to successful change. The paper also attempts to indicate whether there is a link between the type of change applied to the organization and the success of the change; as well as the effect that has the exaggerated history of change in organization and the organizational ability to change (as context / environment factors) to the success of change. In order to fulfill the purpose of the work are the following objectives of the work: • Verify the relationship between process factors, type of change, and environment with the success of change by showing which of the factors have a more significant impact on the success of implementing the change. • Show issues that may require a more sharper study in the field of change management.

Organizational Structure, in the Context of Change Management and Performance of Companies Listed in Nairobi Securities Exchange in Kenya

Companies listed in Nairobi Securities Exchange are faced with difficulties in adopting flexible and effective organizational structures that are capable of realigning the business processes/operations in change management processes for a more efficient, effective response to the turbulent and changing business environment. This study sought to determine the extent to which organizational structure in the context of change management affects performance of companies listed in NSE in Kenya. This study anchored on pragmatism philosophy, adopted a cross sectional survey and correlational research designs. A quantitative research approach to collecting and analyzing data was used. The target population was 64 companies listed in NSE and met the condition of having traded for five years from 2013 to June 2017.The study used Mugenda and Mugenda (2003) sample determination proposition that a sample size of 10% to 30% was a good representation of the target population. Multistage sampling techniques was used, at the first stage stratified random sampling technique was used since the population was subdivided into groups, six were in agricultural sector, two were in automobiles and accessories, ten were in banking sector, thirteen were in commercial and services, five were in construction and allied, five were in energy and petroleum, six were in insurance, three were in investment, one was in investment services, nine were in manufacturing and allied, one was in telecommunications and technology and lastly, one was in real estate investment trust (NSE Handbook, 2015).At the second stage, purposive sampling was used and was confined to specific types of people who can provide the desired information namely; chief executive officers, heads of human resources, finance and marketing since they deal much with policy formulations. The number of companies sampled was 38 4 senior managers = 152 senior managers. The study used semi-structured questionnaire to collect data. The split-half reliability test showed a Cronbach's Alpha of r=0.704, this was above 0.7, hence the tool was reliable. Data analysis was done through descriptive and inferential statistics such as correlation, hypothesis testing, and linear regression model. The findings showed that all the elements were effective in contributing to adaptive organizational structures with the most effective to the least effective in this order: centralization of decision making, formalization of change process, Specialization of managers and configuration of change Process. The study revealed that there was a significant strong positive correlation between organizational structure and performance of companies listed in NSE, r= 0.723**,p<0.001,CL=95%. The ANOVA F-statistic p-value being < 0.001 which is less than 0.05 hence, the study rejected the null hypothesis that organizational structure does not significantly affect performance of companies listed in Nairobi Securities Exchange. It was recommended that companies listed in NSE should seek to strengthen specialization of managers and configuration of change process which are the elements of organizational structure that contributed the least to more flexible and effective organizational structures, this will ensure better performance outcomes. The study showed that organizational structure positively affects performance of firms listed in NSE, therefore managers of these firms should adopt an organizational structure that is efficient, flexible and innovative in order to be able to achieve better performance.

A STUDY OF ERP AS A CHANGE MANAGEMENT TOOL IN MANUFACTURING COMPANIES

Manufacturing Companies today are constantly in search for ways to achieve better business performance and sustain competitive advantages through effective deployment of resources and business processes. To improve business performance, Manufacturing Companies require an efficient planning and control system that synchronizes planning of all processes across the industry. Enterprise Resource Planning (ERP) provides a centralized framework for all data and processes of an industry. It integrates all aspects of a business from planning to inventory control, manufacturing, sales, marketing, finance, customer service and human resources. Manufacturing Companies undertake ERP implementations to achieve tangible benefits including a significant return on investment. Accordingly the most common benefit of Manufacturing Company is for an increase in response time due to better availability of information. Another common benefit is increase in interaction across the company, integration of business operations/processes, improved interaction with customers, reduced direct operating and labour costs, reduced IT maintenance costs, improved lead-time, improved inventory levels and improved interaction with suppliers. A study was undertaken to assess impact of ERP as a Change Management Tool in Manufacturing Companies. This article presents the key findings, conclusions and suggestions. On an overall basis the study has clearly demonstrated that ERP works as a change management tool in manufacturing companies. This, however to happen, calls for adoption of certain factors that facilitate the change management process. ERP is a major transition from legacy systems to an integrated platform. Such transitions are not easy. However, if the CSFs are duly taken care of, the implementation can be successful and beneficial in terms of tangible results both at the macro and micro level. At the same time companies need to take care of the gaps in the ERP implementation.

Evidence Review, Evaluation and Development for Chinese Herbal Medicine on Type 2 Diabetes Mellitus

Suppose a set of Data Safety requirements have been generated and a data architecture selected. Detailed development of this architecture can now take place. This is addressed by processes such as PSSA in the aerospace domain. This chapter aims to explore this phase while ensuring minimal disruption to current processes. First, the operational context is explored to identify a relevant characterisation for use during detailed development. A life cycle model is selected within which development takes place and configuration (change) management processes put in place based on an identity model. One specific element for a data-centric system is the development and implementation of data paths. A data path development process is outlined. Data path mitigations will emerge as a threat, and incident and accident scenarios are identified.

Change management overlooked: physician perspectives on EHR implementation

PurposeThe purpose of this paper is to gain understanding into the human factors which might impede the change process. Change is inevitable in contemporary organizations and particularly within the healthcare field with respect to information technology (IT). Regardless of the amount of literature surrounding change management process organizational leaders will often ignore the human factors associated with the introduction of new IT.Design/methodology/approachThis study sought to examine physician resistance surrounding the Electronic health record (EHR) change process through the lens of each of these three aspects of the Bovey and Hede (2001a) model through semi-structured interviews with physicians. Semi-structured interviews were conducted with physicians from hospitals within the Midwest.FindingsThe findings suggest that physicians have been impacted by the EHR change management system within their hospitals. Though each of the participants experienced different issues; it was clear from the data the change to an EHR system was disruptive to their day-to-day routines and caused various challenges. EHR change management research demonstrates physicians are resisting the change despite recognizing its potential benefits.Originality/valueThis paper contributes to the change management literature by examining how physician resistance can have a negative impact on healthcare organizations during a precipitous technology change. The study also provides a unique understanding of how technology resistance can disrupt an organizational change process.

Success factors influencing requirements change management process in global software development

Abstract Planning and managing requirements changes in Global Software Development (GSD) is a challenging task. While requirements change has received much attention from researchers, Requirements Change Management (RCM) process is still an emerging area in GSD. The objective of this paper is to identify the success factors of RCM in the GSD environment. We applied the Systematic Literature Review (SLR) approach and identified 23 success factors that influence RCM in GSD projects. The findings of the SLR indicate that change impact analysis, change understanding, management support, RCM process awareness, standard for RCM, progress measure, updated requirements and minimize project failure risk are key factors that influence RCM in a GSD project. We present a comparison of success factors identified in client and vendor organizations. Moreover, we present a framework to classify the identified success factors for RCM process implementation. We believe GSD organizations can use the framework to better manage requirements change in GSD projects.

Enterprise Architecture, an enabler of change and knowledge management

Organizations around the world require a sound process of change management to innovate and remain competitive over time. Change and knowledge management needs to be supported with the right tools to overcome the challenges of transformations and transitions in the business models and processes of diverse organizations. Steering boards can use enterprise architecture (EA) to implement new knowledge management initiatives in their strategic planning. EA allows companies to model the current situation (as-is models) of the organization and the desired future scenarios (to-be models) and to establish road maps to enable adequate transformations. Different frameworks exist in the market that support the management of organizations, for example: Control Objectives for Information and Related Technologies (COBIT), Information Technology Infrastructure Library (ITIL), quality models such as the one proposed by the European Foundation for Quality Management (EFQM) and systems such as the Balanced Scorecard (BSC) are widely used for the management of business and information technologies (IT). However, EA is not widely used with the other mentioned tools. This paper analyzes EA as a tool for change and knowledge management and compares its functionality with other frameworks in the market. The analysis performed in this paper checks if EA can be used and is compatible with other frameworks. To answer this question, an analysis of the most important processes, good practices, perspectives and tools provided by each framework was performed.

The Role of Integrated Change Control in Project Success within the Telecommunication Industry in Uganda: A case of Airtel Networks LTD, Uganda

The purpose of this research study was to investigate the role of integrated change control in project success within the telecommunication industry in Uganda. Integrated change control allows for documentation of all the requested, approved or rejected changes to the project with an aim of reducing project risks, cost and time without having to consider the overall project objective plans. The target population for this study was the technical staff within IT department, change management team involved in implementing and configuring changes and the management team involved in approving or rejecting changes in Airtel Networks LTD Uganda. The study concluded that, change readiness, communication change plans, change management execution, trainings and change documentation availability and feedback elicitation from all relevant stakeholders play a bigger role in the level of project change success. It was noted further that it is necessary to have a unified change management process that incorporates an integrated change control section comprised of Change board that sits down to review, analyze, approve, reject or return change requests raised by different stakeholders of the organization at any point in time. The study recommended that Airtel Networks LTD Uganda continuously engages in the Change management process with emphasis on integrated change control to exploit fully its internal resources in the strategy implementation process while remaining relevant not only to its own operations but also to the ever-changing environmental dynamics in the telecommunication industry.

Supporting teachers to implement a pre-primary programme: changes in teacher beliefs and attitudes

The integration of a foreign language into early childhood education is becoming more and more widespread. Yet there is a lack of specific teacher training and no clearly-defined pre-primary foreign language pedagogy to guide and support teachers. This article presents data from a recent initiative by a provider of out-of-school English classes in Europe to support teachers in implementing a pre-primary programme and in developing pre-primary foreign language pedagogy. This formed part of a wider change-management and innovation process looking at higher efficiencies and effectiveness, and bringing together in one coherent approach best practice throughout the region in the teaching of English to pre-primary children. The pre-primary programme is underpinned by the pedagogical principles of the UK’s Early Years Foundation Stage (EYFS) framework and the HighScope approach to early childhood education with its overarching ‘plan-do-review’ structure for learning sequences which values children’s voices and agency. Initially, there was some apprehension amongst teachers due to a lack of experience of teaching pre-primary children and some resistance from others who believed that young children are not capable of reflecting on their learning or of making choices about their learning. An important feature of the change-management process was the implementation of a normative-re-educative approach and the provision of ongoing training and professional development. This involved teachers in the adaptation of the organisation’s global statement of approach to English language teaching to an age-appropriate version for a pre-primary context in order to develop pre-primary foreign language pedagogy. It also encouraged teachers to re-examine their existing beliefs and attitudes in order to recognise children’s reflective capacities given appropriate support and scaffolding, and to rethink the power dynamics in the adult-child relationship moving to one of more shared control. Data from surveys conducted with teachers at the initial stage of the programme and 18 months later provides evidence which shows that, over time, teacher’s beliefs and attitudes have changed. Conclusions are drawn from the experience of the project and the factors influencing changes in teacher’s views are discussed.

3194 Workforce Engagement and Resilience (WE-R): A Framework for Innovating Clinical Research Careers

OBJECTIVES/SPECIFIC AIMS: 1.Assess changes in clinical research workforce landscape at Duke 2.Optimize and evaluate efficacy of a tier advancement process for clinical research career progression at Duke 3.Implement CRP engagement as a change management mechanism for workforce innovation METHODS/STUDY POPULATION: We evaluated 857 clinical research positions at Duke to understand changes in the workforce (demographics, numbers in each position and tier) since implementing the tier advancement process in 2016. To understand the efficacy of the tier assessment process, data from a subset of this population (n=84) who underwent the advancement process was examined for success rate. Individual employees and their managers were surveyed to understand their perception of the advancement process and identify areas for improvement. We also describe implementation of multiple mechanisms of community engagement to manage expectations around the tier advancement process and to provide opportunities for employees to self-manage their career planning, including portfolio planning and leadership opportunities. RESULTS/ANTICIPATED RESULTS: Whereas the clinical research workforce has grown by 5.5% since tiering began (2016, n=810; 2018 n=857). Nearly 13% of that growth has been in managerial or senior positions (2016, n=111; 2018 n=127). Distributions across job classifications changed only slightly, representing realignment of positions with study-level responsibilities over department-level responsibilities. Notably, clinical research nurses (CRNC &amp; CRNC Sr.) was the only category including tiered and non-tiered positions to drop overall numbers between 2016 (n = 136) and 2018 (n=115), representing a shift in the workforce from research nurses to research coordinators. General demographics (gender, age) remained largely the same. A total of 359 positions have been hired during this time frame, nearly half of which were entry-level positions (175/359): 47 of these positions represent expansion of the workforce. Of 359 new hires since 2016, 271 currently still work in one of the research roles. Of the 84 employees who underwent the tier advancement process, 84% (43/51) succeeded in tier 2 advancement, 70% (14/20) succeeded in tier 3 advancement (CRC, CRNC, and regulatory coordinators), and 77% (10/13) of research program leaders (RPLs) succeeded in achieving tier two, which is the highest tier for this group. Fifty-five employees (65%) and 32 managers responded to a voluntary feedback survey. Overall confidence in the process improved in both groups from 2016 to 2018, most notably with managers. Both groups indicated a 10 hour reduction (employees = 35hr, 2016 and 25hr 2018; managers 25hr, 2016 and 15hr 2018) in time required to complete the tier advancement process. DISCUSSION/SIGNIFICANCE OF IMPACT: The use of objectively-assessed competencies is an important step in the development of a workforce. By 1) maintaining alignment with industry standards for competencies, 2) upholding high standards, and 3) offering a consistent approach to career growth, Duke is working to develop and maintain a workforce that supports high quality research. Since the implementation of standardized job classifications and competency-based tier advancement, the positions have undergone rigorous competency-based needs evaluation. This leads to better matched jobs to study needs as well as increased standardization across the clinical research workforce. We believe that the subtle workforce shifts represent alignment of our positions with the business needs of our clinical research enterprise. Additionally, approximately 15% of our clinical research workforce has taken advantage of the opportunity to advance their own careers. We have made significant improvements in the following tier advancement processes: standardization of assessments, scoring guides, and modes; changes from LMS to a REDCap delivery of the knowledge assessments; streamlined the utilization of electronic documentation; and additional guidance for employees and managers regarding portfolio inclusions. These improvements have increased satisfaction and acceptance with the advancement process and were made possible through strategic communication across the workforce. Regular town hall meetings and focus group feedback sessions have included the clinical research community in discussions of WE-R initiatives and provided a much-needed feedback loop for process improvement and change management. Moreover, inclusion of WE-R discussion in our Research Professional Network events has provided opportunities to discuss career advancement strategies as well as volunteer opportunities to grow and demonstrate leadership competencies.

Training in food safety culture

Training in food safety culture

It change management process improvement

IT became an indispensable structure for organizations, whether public or private. Although it is considered a support area, IT plays a strategic role in organizations, its procedures must be systematically conducted. This article addresses best practices in IT Service Change Management and compares these practices with current implementation in a court of law. The purpose of this comparison is to verify the adherence of the implemented process and to suggest adjustments that can guarantee quality of services. For that, a review of the pertinent bibliography and a case study of the processes implemented and executed by the court was carried out. The preliminary comparative analysis demonstrated that the court’s IT services change management activities have opportunities for improvement both in the process and for implementation of control mechanisms, which were suggested by the researchers.

Sustaining innovation and change in government sector organizations

PurposeThe purpose of this paper is to provide an examination of the processes involved in institutionalizing change in government organizations. Following the lens of organizational learning, the authors seek to delineate strategies for fashioning long-lasting change in government settings.Design/methodology/approachDrawing from a large body of literature in organizational studies and public administration, this paper presents arguments and propositions about how organizational politics can enhance learning in government. The paper integrates the concept of power into the organizational learning framework, taking the 4I learning framework as a point of departure.FindingsThe paper formulates insights into how specific power mechanisms can be combined to facilitate the development of flows of learning in government organizations that are in change management process, and concludes that government settings represent a good example of organizations where pathological patterns of learning will be preeminent.Practical implicationsThe paper provides an extension to discussions of the political dynamics of organizational learning. In doing so, the paper highlights the importance of the often over-looked feedback process in organizational learning. It also brings to the fore the importance of strategic leadership in change management processes in government sector organizations.Originality/valueThe paper serves to add impetus to change management discourse in the public sector by presenting a framework for institutionalizing learning in government settings. The paper also sheds light on how different forms of power may be balanced at each stage of the learning process in order to enhance institutionalization.

Role of a hospital accreditation program in developing a process management system.

The purpose of this paper is to clarify the effects of the Iranian Hospital Accreditation Program (IHAP) on hospital processes from the viewpoint of the staff charged with establishing the program. This qualitative study is based on the data collected in semi-structured interviews conducted in 2016, which involved eight questions. Interviews were held with 70 staff members at 14 hospitals. Managerial staff were purposively interviewed based on their familiarity and involvement with the program. The hospitals were divided into five groups, comprising public, private, charity, military and social service hospitals. A thematic analysis was carried out using the collected data. Three themes emerged from the data, which together comprise a process management cycle: the establishment, implementation, and control phases of the program. For each phase, various positive trends, as well as hurdles for establishing the program, declared which were framed two sub-themes as positive effects and challenges. The findings contribute to the body of evidence used by policy-makers and hospital managers to improve the change management processes related to the Iranian IHAP. Although positive changes in the process management cycles at Iranian hospitals were noted, successful implementation of the program demands a thorough assessment of the hospitals' technical and financial needs (taking into account disparities between hospitals), and there is an urgent requirement for a plan to meet these needs.

The Role of Leadership Style in Organisational Change Management: A Literature Review

The role of leadership style in organisational change management has been investigated considerably in this article. Authors have made efforts to cover and present wide-ranging literature on the role of leadership style in organisational change. It was discovered in various literature reviewed that there are several leadership styles that can act as promoter in change management processes; ranging from authoritarian leadership, transformational leadership, laissez-faire leadership, servant leader, transactional leadership, democratic leadership, strategic leadership, bureaucratic leadership, to consultative and participative leadership. It was learnt further that leadership is one of the leading factors in bringing affirmative change in organizations. For instance, leadership is when the leader guides employees towards the direction they desire them in order to achieve organizational goals. It was also discovered that leadership has become an essential component for a successful change in any organization in order to face the ever contentious market competitiveness. In addition, the review as well, covered the concepts of leadership and organisational change management and their types in detail.

13 Organizations' Attempts to Become Data-Driven

Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.

Marcy Simons. Academic Library Metamorphosis and Regeneration. Lanham, MD: Rowman &amp; Littlefield, 2017. 146p. Hardcover, $78.00 (ISBN: 978-1-4422-7307-8).

Academic Library Metamorphosis and Regeneration by Marcy Simons is a well-constructed walkthrough of the multitude of changes and change processes that have occurred through libraries over the years. The book covers issues both external and internal to the library that motivate change. Events include economic downturns, declines in physical circulation, the increase in electronic resource, as well as others. From that follows a discussion of how these factors have spawned changes in the traditional professional roles of librarians. Highlighting the emergence of new types of pressures, libraries hire librarians who focus on copyright, data management, and assessment, to name a few. Marcy then argues that these changes necessitate structural change in the library itself. However, the library structure cannot change without solid leadership, which is the focus of chapter 3 and the subsequent structural change discussed in chapter 4. Naturally, from a discussion of structural change, questions arise of how change can be conducted; this is the focus of chapter 5. The book closes with a discussion surrounding innovation, how to develop a culture of innovation, as well as potential avenues for future change. The evolutionary discussion Marcy constructs helps to guide the reader through the process of change, change management, and future change within the academic library.

Knowledge management support in the engineering change process in small and medium-sized companies

Knowledge management (KM) in the engineering change (EC) management process is crucial for any manufacturing enterprise. Systematically gathered, analysed, and interpreted professional experiences can prevent technical problems, unnecessary costs, and unnecessary ECs. Successful implementation of KM requires a holistic and transdisciplinary approach. The main contribution of the paper is the five-step KM model that is integrated into the EC process. Failure modes and effects analysis (FMEA) and design history files are the documents used to manage the knowledge related to a specific product. A product's design history file should contain explanations of decisions. Supporting activities for applying KM should include a campaign to raise awareness, and special attention should be put on the transfer of tacit knowledge that can be stimulated by mixed teams of senior and up and coming engineers. The content of the acquired knowledge should be checked periodically, and the analysis should be followed by corrective measures.

ATM change management: An evolutionary and agent-based approach

Air Traffic Management (ATM) is a complex socio-technical system, whose behaviour depends on a combination of various subsystems of different nature: societal, technical, and human. Due to such aspects, it is difficult to understand which could be the part to be changed in order to improve performances, or which is the impact of a change on the overall performances. Such tasks are though issues, and cannot be easily performed. In this work, a new approach for the ATM change management process is proposed. It aims to introduce an innovative multidisciplinary process by combining the following different paradigms: the agent-based paradigm for the modelling of a change solution and the assessment of the achieved performances; the evolutionary computing paradigm for the tuning of the change: the sensitivity analysis to understand which part of the ATM system should be changed in order to match the targeted performance levels.

Change management of service-based business processes

Service-oriented computing paradigm and web service technologies facilitate cross-organizational cooperation. The business processes of involved organizations are referred to as service-based business processes (SBPs). The dynamic nature makes SBPs subject to changes in the internal and external requirements. It is critical to have a method to manage changes in SBPs. In this work, we propose a Petri net-based model with the correctness verification capability for modeling. We also identify a set of SBP change patterns. An SBP change management framework is proposed with a demonstration. Even though the problem of change management has been extensively studied in BPM field and web service field, existing approaches are limited to deal with the diversity of the SBP components and the complexity of the dependencies among these components.