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Essay / Research Paper Abstract
Organizational change is an important element of a company’s survival. The way in which change takes place can focus in different issues, this 7 page paper looks at Theory E and Theory O and considers how they maybe used to explain the way that change has taken place at British Airways (BA). The bibliography cites 9 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEBAtherE.rtf
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Unformatted sample text from the term paper:
change many be numerous, but change is also a time of risk, changes may not be successful and the cost of failure can be high, and the chances of a
change being unsuccessful are high. For example, Maurer(1997), found that organisational changes to do with new technology and software have a failure rate of 20%, mergers and acquisitions organisational changes
fail at a rate of 29% (Maurer, 1997). Reengineering is higher at 30% and of most concern is the figure for quality improvement, which is 50% (Maurer, 1997). With this
kind of failure rate a company that needs to undergo change also needs to manage it carefully paying attention to both the practical and the intangible human aspects of the
change. There are many types of changes, with numbers of goals; they may be to increase efficiency with a reorganization, to change the product ranges, to introducing new technology,
downsizing or even changing the leadership. One company that may be seen as undertaking many changes, some of which have been successful, while others have been fraught with difficulty is
British Airways. The issue with the way that the change is implemented may be seen as part of the cause in the resistance and problems that they have encountered. However,
even with the resulting problematic issues, which have included strikes costing the company millions, the overall result has still be a success with the changes implemented giving the desired
results, but with a higher than expected direct and indirect cost attached. There are many models of change, Senge (2006) argues that change should be seen as part of the
process of business, with an organizations constantly learning and developing. Lewin (1951) has looking at the process of change from a practical perspective, arguing that there are three stages, the
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