Culture: A strategy for managing change

Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. The objective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews…

Contents

1. INTRODUCTION
1.1. BACKGROUND
1.2. PURPOSE
1.3. DELIMITATIONS
1.4. DIRECTIVES
1.5. DISPOSITION
2. FRAME OF REFERENCE
2.1. HOW AND WHY CHANGE DEVELOPS
2.2. IMPLEMENTATION THEORIES
2.3. PROJECT ORGANIZATION
2.4. LEADERSHIP IN PROCESSES OF CHANGE
2.5. COMPETENCE, KNOWLEDGE AND EDUCATION
2.6. INTERNAL COMMUNICATION
2.7. DOCUMENTATION
3. ANALYSIS MODEL
4. METHODOLOGY
4.1. RESEARCH PROCESS
4.2. ANALYZING DATA
5. EMPIRICAL STUDY
5.1. EMPIRICAL BASE
5.2. DECISION
5.3. INTRODUCTION
5.4. INITIALIZATION
5.5. EARLY JOB EXPERIENCES
5.6. INSTITUTIONALIZATION
5.7. SUPPORT
5.8. FEEDBACK
5.9. CULTURE
5.10. INERTIA
5.11. A CONSULTANT’S POINT OF VIEW
5.12. BENCHMARKING
6. ANALYSIS
6.1. THE PROCESS OF CHANGE AND THE DECISION
6.2. INTRODUCTION
6.3. INITIALIZATION
6.4. EARLY JOB EXPERIENCES
6.5. INSTITUTIONALIZATION
6.6. SUPPORT AND FEEDBACK
6.7. CULTURE
6.8. INERTIA
7. AUDITED ANALYSIS MODEL
7.1. FROM FIVE TO FOUR PHASES
7.2. TRANSPARENT PHASE BOUNDARIES
7.3. KEY FACTORS AND AREAS OF INTEREST
7.4. CONTINUOUS FEEDBACK AND SUPPORT
7.5. INERTIA AS A POSITIVE DRIVING FORCE
8. CONCLUSIONS
8.1. TRANSPARENT PHASE BOUNDARIES
8.2. MEASURABLE GOALS
8.3. BENEFIT FROM EVERYONE’S COMPETENCES AND OPINIONS
8.4. CONTINUOUS FEEDBACK AND SUPPORT84
8.5. NECESSARY REORGANIZATION
8.6. A POLICY FOR DOCUMENTATION
8.7. A POLICY FOR INTERNAL COMMUNICATION
8.8. KNOWLEDGE, COMPETENCE AND EDUCATION
8.9. GENERAL STRATEGY FOR MANAGING CHANGE
9. DISCUSSION
9.1. THE METHOD
9.2. THE RESULTS
REFERENCES

Author: Ek, Charlotta,Storm, Elin

Source: Linköping University

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