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OutlineThesis Managers of organizations today face a demand for change in their organizations if only because change is so pervasive in the world around themI ASSUMPTIONSII CONDITIONS FOR CHANGE A Widespread felt need B Leadership C Trust D Resources 1 Funds 2 Expertise E Positive organizational historyIII DIMENSIONS OF THE CHANGE PROCESS A Relative advantage of proposed change B Impact on social relationships of a proposed change C Magnitude of a proposed change D Reversibility E ComplexityIV PRINCIPLES OF SUCCESSFUL CHANGE V RESISTANCEVI ORGANIZATIONAL A Territory B Social Groupings C Social Power D ResourcesVII CONCLUSION AbstractManagers are fond of saying that change is the only constant in their work Either we manage change or we are managed by change Managing change is defined as the planning and organizing of sequence of activities staff meetings informal conferences memos retreats etc that promote administrative and staff interaction which move towards desirable changes in policies programs organizational culture physical environment procedures or relationships Such change in organizations may lead to more efficient and cost-effective operations better morale or improved services This paper will identify assumptions conditions and dimensions of this practice that will be of use to managers and consultants interested in making or facilitating change in their organization Finally a set of organizational principles will be specified and discussed to provide these consultants and managers with a set of guidelines to aid them in the management of the changes they
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