Change management. How can development processes be designed in organisations?

Abstract or Introduction

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The bachelor thesis provides a concise overview of organisational development, which is presented using the example of change management.

The treatise is based on the fundamental works of Kurt Lewin, Bernhard M. Bass and John Paul Kotter, which are systematically presented in a sequential manner. The critical reflection on change management strategies is expanded to include aspects of leadership style and personnel development.

The current challenges of social and technological change affect individuals and organisations alike, albeit to varying degrees. In this respect, organisations in particular are confronted with problems in reacting to change and actively shaping change. Influences in the form of scarce resources such as time and money, as well as competition and the pressure to innovate, require organisations to have more flexible tools and strategies than ever before in order to secure their own future viability.

Organisations counter influences either by anticipating future developments and shaping change at an early stage, or by reacting to a crisis. In both cases, there is a need for the actors to change current conditions in order to adapt and maintain the organisation's function to the changed conditions. Dealing with change and building change competencies is therefore one of the central tasks of organisations, the success or failure of which appears to depend largely on how development processes are managed. Change management is one strategy that can be used to organise such development processes.