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The Change Management Foundation is shaped like a pyramid with project management managing technical aspects and people implementing change at the base and leadership setting the direction at the top. The Change Management Model consists of four stages: Determine Need for Change; Prepare & Plan for Change; Implement the Change; Sustain the Change
The viable system model (VSM) by Stafford Beer. Management cybernetics is concerned with the application of cybernetics to management and organizations. "Management cybernetics" was first introduced by Stafford Beer in the late 1950s [1] and introduces the various mechanisms of self-regulation applied by and to organizational settings, as seen through a cybernetics perspective.
The change agent is to be prepared for having to address all of the above hazards and obstacles. Some of the things which will help the change agent are: A real need in the client system to change; Genuine support from management; Setting a personal example: listening, supporting behavior; A sound background in the behavioral sciences
Organizational adaptation (sometimes referred to as strategic fit and organizational congruence) is a concept in organization theory and strategic management that is used to describe the relationship between an organization and its environment.
In a 1978 article, "Symbols, Patterns and Settings," Peters argued that "shifting organizational structure" and "inventing new processes" – structure and system, respectively – were only two tools of organizational change. Peters then outlined eight "mundane" tools that every manager has at their fingertips.
Many people fail to understand that change is not an event, but rather a management technique. Change management is the discipline of managing change as a process, with due consideration that employees are people, not programmable machines. [18] Change is implicitly driven by motivation which is fueled by the recognition of the need for change.
Communication and leadership during change encompasses topics of communication (transmission of information) and leadership (influence or guidance) during change. [1] The goal of leader development is "the expansion of the person's capacity to be effective in leadership roles and processes". [ 1 ]
Complexity theory emphasizes interactions and the accompanying feedback loops that constantly change systems. While it proposes that systems are unpredictable, they are also constrained by order-generating rules. [6]: 74 Complexity theory has been used in the fields of strategic management and organizational studies.