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Essay / Research Paper Abstract
This 8 page paper analyses and critiques an article by Beer and Nohria entitled "Cracking the Code of Change", looking at the content and considering the way it fits in with existing change theories, including ideas concerning the psychological contract. The ideas are compared and contrasted and a conclusion is presented. The bibliography cites 12 sources.
Page Count:
8 pages (~225 words per page)
File: TS65_TEcrackcase.doc
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Unformatted sample text from the term paper:
at the way change occurs, looking at theory E and Theory O it is argued that the most effective type of change may be one where moth models are used
and a balance is achieved. While both of these theories may be used in isolation, the successful change crafted by Arch Norman at Asda in the UK is used
as an example to justify the balanced approach. This can be seen as fitting in with previous change theories. Ideas such as Lewin (1953), Lacoursiere (1980) and Kotter
(2009) where it is the process rather than the orientation which is examined. The models may be used with either theory E or Theory O, but it is noted that
the most useful changes take into account the human needs rather than just the task based need so that psychological as well as organizational and shareholder needs are meet, with
this supports Mishra and Spreitzer (1998) also emphasizing the need for employers to be trustworthy and seen as acting in a fair manner. These all support Beer and Nohrias
argument for a balanced approach. 2. The Article Beer and Nohria (2000 (a)) challenge some of the traditional models of change, looking at their own model of Theory E
and Theory O change. The change model that was developed in these two theories reflected the different approaches which could be seen adopted by different leaders and in different organizational
cultures. Theory E is generally seen as the hard approach, where an economic approaches taken towards the way changes implemented, which has a based task centric implementation with a focus
on shareholder value and immediate economic benefits (Beer and Nohria, 2000 (a) (b)). By comparison theory O is much softer, and is a people centric approach, creating change in adapting
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