An Effort towards a Common Model for Organizational Change: Synergizing Tools and Processes for Change

Habib, Muhammad; Jamal, Waseef

doi:10.22547/ber/6.2.1

Cited by 1 publication

(1 citation statement)

References 41 publications

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“…Process reengineering is associated with an aspiration to achieve, and it is aimed to add value to services or products. Processes applicable to this methodology are such as sales or internal process affecting organizational functions, whose role is understanding the problem, finding a solution and implementing the change (Habib & Jamal, 2014).…”

Section: R M B Rmentioning

confidence: 99%

An Effective Models for Organizational Change in Bureau Veritas, London: Case Study

Bočková¹,

Kolarova²,

Lajcin³

2019

IRMBR

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In the fast moving globalized world, we are living in; change has become a must for organizations to drive their success and keep existing. Many authors have defined various definitions and methods how to manage organizational change; however the success rate for significant organizational change is quite low, only 30% of all change initiatives are successful, this is a meagre number. This paper is focused on successful models for organizational change. The research was focused on to analyse organizational change to establish: Provide a review and summary. Deliver an analysis. Develop measures of successful change. Verify the underlining factors. For that reason, the research was designed to use a combination of a qualitative and quantitative approach to collect data using surveys and personal interviews. The paper explores some of the common models that organisations adopt when implementing organisational change. Whilst organisations can (and often do) implement change without referencing any established model we wanted to improve our understanding of the key aspects that are important to ensure were in place before implementing an effective change project.

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Section: R M B Rmentioning

confidence: 99%