With the purpose of gaining a unified understanding of the intention of this master thesis, the following sections provide not merely the background of the research topic, but also postulates the objective of the paper including the working hypothesis and an overview of the used methodology.
“Speed of change is the driving force. Leading change competently is the only answer”
In recent years, dealing with change and transformations has become a crucial task for managers and their organizations as companies executed comprehensive and deep reaching change projects. It is out of the question that companies simply have to change in order to be successful in the long term. As a result, working routines in today ́s organizations are subject to constant change and transformation arises in ever industry and branch, regardless of the size of the business and the number of employees. Today, change management can be stated as an essential task for managers and leaders as organizations have to adapt to change constantly in order to keep operating profitably.
Reasons why companies undertake such complex transformations are manifold and comprise different aspects like the reorganization of business divisions, mergers & acquisitions, cost reduction and the overall rehabilitation of companies.
The specific competence and knowledge to manage and supervise change projects in an adequate and fruitful manner is a crucial factor of an organization to compete in an ever increasing competitive environment. Companies have to adapt to fast changing markets and customer requirements in a short period of time in order to secure their success in the long run. Therefore, change management is a fundamental aspect for every organization, as implementing and successfully managing change is strictly a matter of survival.
Paradoxically, although the successful implementation and managing of change and transformation has become such an essential subject for organizations, it is often executed without the necessary diligence respectively carefulness and therefore, without success. Most of the researches investigating the topic of the success of change projects such as KOTTER, MCKINSEY and KPMG state that approximately only thirty percent of all transformation projects are carried out successfully. However, the researches do not attest a total failure for most of the change initiatives, but transformation projects often do not fulfill the set targets regarding scope, budget and timeframe.
Table of Contents
LIST OF ABBREVIATIONS
LIST OF FIGURES
1. INTRODUCTION
1.1 Background
1.2 Objective, Goal and Limitation
1.3 Methodology
2. CHANGE MANAGEMENT / THEORETICAL OVERVIEW
2.1 Terminology
2.1.1 Definition of the Term 'Change Management’
2.1.2 Definition of the Term 'Change Project’
2.2 Triggers of Change
2.3 A universal Process of Change / Kurt Lewin's Three Phase Model
2.3.1 The Three Phases / Unfreezing, Moving, Refreezing
2.3.2 Critical Remarks on Lewin's Work
2.4 Resistance to Change
2.4.1 Characteristics and Indications of Resistance
2.4.2 The Causes of Resistance / Why People resist Change
2.4.3 The Emotional Stages of Change / The Coping Cycle
3. DEVELOPMENT OF A UTILITY ANALYSIS / SCORING MODEL FOR THE EVALUATION OF SELECTED CHANGE MANAGEMENT METHODS
3.1 utility Analysis / Theoretical Overview
3.2 Critical Remarks
3.3 The Evaluation of Decision Criteria
3.3.1 The Assessment of Critical Success Factors of Change Management based on Case Studies and Empirical Data
3.3.1.1 Case study I / IBM
3.3.1.2 Case study II / Commerzbank
3.3.1.3 Empirical Data I / Capgemini
3.3.1.4 Empirical Data II / IBM Global Business Service
3.3.1.5 Empirical Data III / Key Findings of other Empirical Researches
3.3.2 Final Formulation of Scoring Criteria / Critical Success Factors
4. INTERIM SUMMARY
5. DESCRIPTION, ANALYSIS AND EVALUATION OF CHANGE MANAGEMENT MODELS
5.1 Description of Change Management Models
5.1.1 Kotter's Eight Steps of Change
5.1.2 AD KAR ľ.
5.1.3 FIBRS Seven Steps to Change
5.2 Analysis and Evaluation of Change Management Models
5.2.1 Assessment of Kotter's Eight step of Change
5.2.2 Assessment of ADKAR
5.2.3 Assessment of FIBR's Seven Steps to Change
5.2.4 Comparison of the Models
6. OVERALL CRITICAL REMARKS
7. CONCLUSION
BIBLIOGRAPHY
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