Changing Role Of Management Research Articles

Agile, adaptive leaders

Purpose – This paper aims to illustrate what agile management looks like, why it is increasingly necessary and how it can be developed and supported. Design/methodology/approach – This is a case study from a large complex organization (Lancashire County Council) showing how management restructuring increased managers ' spans of responsibility, moving them out of their professional comfort zones, and how in response, the organization identified, supported and developed agile leadership. Findings – Agile, adaptive leaders are able to move quickly and easily from one area of management to another, able to manage a diverse range of complex services and able to quickly and smoothly adapt to a fast-changing business environment. Research limitations/implications – This is a case study from a large complex public sector organization, but the need for agile and adaptive leaders applies equally to the private and not-for-profit sectors. Originality/value – This paper offers insights into the changing role of management across a diverse range of services and provides an example of how organizations can successfully respond.

The role of change management in the District Health Authority Consolidation (Transition and Design) project in Nova Scotia

The District Health Authority Consolidation (Transition and Design) project in Nova Scotia was initiated to consolidate the existing nine district health authorities into one provincial health authority. This article provides an overview of the internal change management approach and activities that were developed to support the various phases of the design and transition process. Three phases of work are outlined, and specific change management activities are described as are lessons learned from the overall approach.

The role of change management in trust formation in commercial banks

Trust in commercial banks is considered to be one of the vital factors affecting the success of commercial banks’ activities. However, the level of trust in banks has decreased during last years and is quite low at present. Therefore, it is necessary to change the confidence level to higher. This scientific paper focuses on the ways of managing and changing business process to increase trust in banks through change management. To distinguish the factors of trust formation the qualitative research has been conducted. After summarizing the results of the survey seven factors of trust building were identified. To determine the factors of change management influencing trust formation the expert evaluation method was used, six main factors were distinguished, and relations between key impact factors were defined. As a result, the model of change management factors influencing the trust formation in commercial banks has been created. In other words, the model shows how change management factors could influence the change in trust level from low to higher one and, hence, to increase bank’s competitiveness.

The role of management changes in the auditor's report

The purpose of this study was to identify the relationship between the company management and auditors have commented. This in-clouds the period from 2002 to 2012. The study sample included 100 companies from a number of listed companies on the Stock Ex-change in Tehran. This research is a correlation. Test hypotheses based on multivariate regression was performed. research findings indicate that the auditor's opinion the most affected factors such as change management, audit fees, auditor's term of office, firm size, debt ratio, the ratio of profit and loss is reported. The results emphasize that the management of change increases, the number of items before the said paragraph comments reduced.

Effect of change management capability in real-time environment: an information orientation perspective in supply chain management

Supply chain management (SCM) is an important strategic tool that requires careful planning and management. While the availability of real-time information is a critical aspect of an SCM system, it possesses a potential to disrupt supply chain participants. Thus, the success of an SCM system hinges on how well participants deal with changes taking place in a real-time environment. This study adopts the concept of the real-time enterprise to understand the role of change management on SCM performance based on the concept of the information orientation. The study empirically validated the role of change management on SCM performance.

Human Resource Role in Change Management during Cross Border Mergers

Human Resource Role in Change Management during Cross Border Mergers

A proposed model of administrative roles in recreation management

This paper reports on qualitative research based upon role theory and using Talcott Parson's Theory of Action as a framework to explore factors that influence a recreation administrator when making decisions. Recreation administrators from all three sectors of the recreation industry (public, private and non-profit) participated in three rounds of in-depth interviews that focused on five dimensions of administrative responsibility: proactive administration; managerial efficiency; social equity; political responsiveness; and neutrality. After analysis of the transcriptions and input from both professional and academic reviewers, what has resulted is a proposed model of administrative roles in recreation management that recognises the existing literature yet takes a more comprehensive approach to understanding how recreation administrators perceive their role as they make decisions. While not yet fully developed, the proposed model has the potential to affect the profession in two specific ways. First, as we learn more about the multi-faceted and often nuanced roles of administrators for recreation programmes and services, we can change how we prepare new professionals for the field. Second, the proposed model gives recreation programme administrators a common framework for discussion about the changing role of management and decision making in recreational programmes.

The changing role of managers in the NHS

The changing role of managers in the NHS

The important role of change management in environmental management system implementation

PurposeThere is increasing concern about the environmental aspects of business and production processes, and many companies have chosen to implement environmental management systems (EMSs). The purpose of this paper is to examine whether change management efforts improve the perceived success of EMS implementation.Design/methodology/approachThe paper analyzes empirical survey data using hierarchical regression analyses with a sample of mid‐level engineers and managers in manufacturing facilities.FindingsChange management efforts appear to enhance the perceived environmental performance of manufacturing establishments, primarily driven by top management support for EMS implementation and efforts to institutionalize the EMS.Research limitations/implicationsResults are generalizable to large manufacturing facilities implementing EMSs. Results should be replicated with a larger sample and using measures of actual environmental performance.Practical implicationsChange management techniques can enhance the environmental performance outcomes of EMS implementations.Originality/valueChange management concepts have been neglected in examinations of EMS implementation outcomes, and they may help explain mixed findings on EMS success to date. The findings suggest that change management efforts can enhance the value of firms' EMS implementations.

GMA Annual Conference 2010 in Bochum - A Review.

GMA Annual Conference 2010 in Bochum - A Review.

Special issue on Resistance to change: redefining and resituating its role in change management

Special issue on Resistance to change: redefining and resituating its role in change management

Managerial uncertainty as a feature of organizational form: a sociological perspective

PurposeThis paper sets out to review the sociological perspective on the changing role of managers in US corporations following the demise of Fordist hierarchies.Design/methodology/approachThe paper reviews literature on how changing managerial prerogatives altered the control of the workplace, and provides a theoretically informed assessment of the current impasse.FindingsThe post‐Second World War decades saw sustained economic growth that was predicated on an employment relationship in which managers and workers had relatively secure career ladders within firms and were provided with regular pay increases. The changing competitive environment in the 1980s altered this relationship: traditional hierarchical structures were increasingly subject to internal market forces, and organizations supplanted and supplemented their operations with network forms.Originality/valueThe paper shows how workplace changes increased insecurity for managers by questioning the traditional operation of that role within organizations; though simultaneously, these changes served to enhance features of overall organizational efficiency and equalize opportunity for career advancement.

The role of change management in implementing the offshore outsourcing business model: a processual view

By means of the case study approach, the nature and process of organizational change related to the implementation of offshore IT outsourcing and the effectiveness of approaches used to manage this change were examined in three information systems departments of a multinational pharmaceutical company. The findings reveal that a combination of contextual factors influenced the adoption and use of offshore outsourcing. Organizational factors involved in the diagnosis and planning as well as implementation phases that contribute to or prevent the successful management of change are identified, and the most commonly reported effects of change resulting from offshore outsourcing are also analyzed.

Using the HR intranet

PurposeThe purpose of this paper is to explore the impact of the use of the human resources (HR) intranet at managerial levels in terms of internal customer satisfaction with the HR function.Design/methodology/approachUsing role theory to underpin the research, this study examines both the changing role of managers as well as managers' expectations of the HR function as an internal service provider and HR's use of intranet applications to provide these services. The current literature encompassing ICT, marketing and HR is reviewed and used as a guide for the design of the single case pilot study.FindingsOverall, the results indicate that managers who perceive their expectations as being met, express satisfaction with the HR intranet and record increased satisfaction with the HR function. However, differences of perceptions emerge concerning this satisfaction between HR managers (i.e. suppliers) and other managers (i.e. customers). The findings also indicate that the effectiveness of communication concerning information about new technology (including that of training, marketing, user involvement and feedback) influences managers' perceptions of satisfaction with both the HR intranet and the HR function.Research limitations/implicationsThese findings suggest that the intranet can play a powerful part in helping HR to build a closer and more satisfactory relationship with its customers in order to achieve mutual organisational benefit. However, this preliminary study also emphasises the need for further research on the impact and effectiveness of the HR intranet.Originality/valueThis paper begins the process of filling a substantial gap in the literature and provides a framework from which further research can be continued.

Benchmarking performance in the irrigation and drainage sector: a tool for change

AbstractWith increasing pressure on available water resources, irrigation systems in many countries are having to find ways to improve performance. As often the main consumptive user, irrigation systems are having to release water for other uses and to produce “more crop per drop”. Benchmarking is a valuable tool that has proven itself in the business and commercial sector, as well as in public sector enterprises. This paper describes and defines the benchmarking process, and goes on to outline its current application in the irrigation and drainage (I&D) sector. The paper highlights the difficulty of benchmarking in the I&D sector given the complexity and site‐specific nature of irrigation and drainage systems, and emphasises the need for careful identification of which processes to benchmark. Preliminary benchmarking indicators are discussed, and attention drawn to efforts currently under way to apply and test this preliminary set. Emphasis is placed on the effort and resources required to bring about the required changes identified by the benchmarking exercise, and the role of change management as an integral part of the benchmarking process. The paper concludes that benchmarking provides a feasible mechanism for performance improvement in the I&D sector, but requires the active involvement of motivated individuals with support from the wider environment, encompassing an enabling socio‐political environment and support from key stakeholders. Copyright © 2004 John Wiley & Sons, Ltd.

Social-technical aspects in modern manufacturing

Manufacturing companies are having to compete in a more and more global market. Continuous quality improvement, a reduction in product price and production series shortening have become necessary in order to be competitive. In such a situation, the development of production systems is necessary. This can only be done via the development of all manufacturing system elements such as production methods, machines, process, control and information systems. One important part of manufacturing systems that is very often not appreciated enough is the human being. This paper focuses on the changing role of managers and machine operators. Problems regarding quality of human decisions, artificial intelligence support and a socio-technical design approach are discussed as well. The aim of this paper is to present the important factors that significantly influence the balanced development of advanced manufacturing systems. The article is the result of a research project focused on improving the cooperation between machine operators and technical systems in manufacturing companies.

A strategic framework for the management of ERP enabled e-business change

This paper reviews the results of a three year study into Internet enabled ERP implementations around the world. The study identified different stages of growth with differing sets of problems at each stage. A framework for e-business change was used to evaluate the mature stage of e-ERP in six international organisations. The emergent model proposes various antecedents to successful e-business change management in ERP environments. A case study of the first B2B e-business integration with Dell Computer Corporation and its largest corporate customer is examined in the context of this model. The case demonstrates the integration of ERP and non-ERP systems, using Web-based technologies, to optimise an overall B2B value chain. Finally the paper emphasises the role of change management and cultural readiness when adopting e-business solutions and identifies critical areas for future research.

The Role of Change Management in Establishing a Shared Services Business Model at Air Products and Chemicals

AbstractUnder a shared services strategy, staff functions operate as an internal market‐place for their own services, with a business focus of service to customers. When Air Products and Chemicals' Controllership recognized the cost and effectiveness advantages to following this model, it began a transformation process that altered the human as well as the functional dynamics in the company. Its ultimate success resulted from the depth of its effort to implement change. © 2001 John Wiley & Sons, Inc.

The Role of Change Management in Establishing a Shared Services Business Model at Air Products and Chemicals

Under a shared services strategy, staff functions operate as an internal market-place for their own services, with a business focus of service to customers. When Air Products and Chemicals' Controllership recognized the cost and effectiveness advantages to following this model, it began a transformation process that altered the human as well as the functional dynamics in the company. Its ultimate success resulted from the depth of its effort to implement change. © 2001 John Wiley & Sons, Inc.

The role of personnel in change processes: introducing the ‘charabanc of change’ typology

The various models of the role of the personnel function tend to allude only in part, if at all, to personnel's role in change management. In examining personnel's role in change processes, the authors devised a five-fold model or typology—the ‘charabanc of change’, based on a metaphorical coach journey designed to capture the dynamic, mobile qualities of change. Early research demonstrated that the model was valid and comprehensible for both personnel practitioners and employees in general, and that the ‘navigator's’ role was likely to be an appropriate one for a personnel specialist involved in organizational change. This article: —Briefly reviews the changing role of personnel—over time, between organisations and within organizations; —recaps on existing models of the function; —delineates the ‘charabanc of change’ typology; —reports on the initial research, based on the management change initiative ‘Investors in People’ at a large UK hospital. The authors conclude that the effectiveness of their metaphorical typology rests on: the ease with which the analogy is grasped; the degree to which it is capable of further extension; and its value as a heuristic device leading to deeper levels of understanding of personnel's role in change initiatives. They consider that an area for further research would involve utilizing the ‘charabanc of change’ model to investigate the combinations of roles that are exhibited by the personnel function in an organization undergoing change. © 1998 John Wiley & Sons, Ltd.