Annotated Bibliography

ORGANIZATIONAL CHANGE IMPLEMENTATION 14

AnnotatedBibliography

Author’sname

Overviewof Management

‘Peoplecome and go, but organizations remain,’ this are words of MaxWeber, a management and sociologist guru. He wanted to put across thepoint that regardless of any change an organization should not bethreatened to extinction. The modern world of management haswitnessed drastic changes starting from new labor laws to integrationof IT in the running of organizations. In the study of organizationalbehavior, a clear demarcation is drawn in the instance organizationare lured to embrace change and innovation. Managers should masterthe art of managing change and also integrate the concept ofinnovation in their work. This will avoid cases of becoming obsoletein today’s world of dynamism. For any organizational change to beproperly implemented, flexible culture of embracing new things isparamount.

Managementconcept calls for a multi-faceted person with the capability tohandle the pressure and offer impeccable results. Many are thetemporariness that happens in the course of management andimplementation of various strategies. Change is being experienced inthe job categorization and descriptions. This has explained thenecessity of acquiring new skills and also embracing the change.Managers are struggling with dealing with more dynamic employees whocall for tolerance and flexibility. There is an aspect of workforcediversity where managers are supposed to gear their managerial skillstowards recognizing talents and not generalizing events. The ongoinghigh demand for high quality and productivity has resulted to thechange of managerial tactics. Managers are shifting focus on the setof programs meant to improve the productivity and quality of theorganization. All the aforementioned business dynamism calls forimmediate action to be taken with a focus of rescuing organizationalchange implementation process.

AnnotatedBibliography

Buono,A. F., &amp Jamieson, D. (2010). Consultationfor organizational change.Charlotte, NC: Information Age Pub.

Thepublication is based on the vast experience and knowledge of thetopic of management by the authors. The authors argue whether it ispossible to run an organization without the involvement of the entireteam. The concept of organizational change is the centre of focuswhere the authors expound all the relevant material facts. Theauthors write about the meaning of organizational change, what causesit and the effects of that change. The publication also focuses onways of handling an organizational change both from internal andexternal perspective. The publication also summarizes the varioustechniques to be employed to handle the dynamism of theorganizational management.

Anexperienced well equipped management professor, Anthony F. Buonoholds a Ph.D. from Boston College and has an interest in areas oforganizational theory and change and also an activist of sociology ofwork and organization as well as leadership and ethics. The authorssupplement their work with citation of authentic works done by otherresearchers. The concept of organizational development is not welldeveloped by the authors. This material is, however, relevant to themodern management field as it gives an outline of what needs to bedone. The authors are well versed with the discipline of managementand therefore, their work is scholarly and quality.

Daft,R. L. (2010). Organizationtheory and design.Mason, Ohio: South-Western Cengage Learning.

Thisis a publication meant to offer insight to the concept oforganization theory and design and how it affects organizationalchange management. The publication focuses on the organizationalstructures and their implication to change the implementation. Keyareas are chain of command, work specialization, span of managementand centralization and decentralization concept. This publicationemphasis on the importance of having a flexible and adaptableorganizational structure. For instance, a new manager joining anorganization with a well structured design should not find it hard inadapting. A well designed structure will facilitate the process oforganizational change implementation. The author also focuses onseveral factors that affect organizational development and inparticular the process of implementing change.

Daftis a well experienced organizational theorist with an Americanorigin. He is also the Brownlee O. Currey, Jr. professor ofManagement and with the given experience the publication is alsomeant to be scholarly. Ideas and concepts are well presented in thiswork, and there is a clear outline of the various organizationalstructures that organizations should emulate. The author also focuseson other works done in the field and integrates the concepts. Conceptof uncertainties in the organizational environment is also presentedby the author. There is, however, the contrast in the way the ideasare set in place. An informational gap arises in the sense of topicalarrangement of the book.

Dealy,M. D., &amp Thomas, A. R. (2006). Change or die how to transformyour organization from the inside out. Westport, Conn.: Praeger.&nbsp

Thetwo authors lay their foundation of research in the field ofmanagement by borrowing ideas from Max Weber’s concepts.Organizational change policy is an internal affair that should bediscussed at all the organizational forums. The authors advocate theopenness in the decision making process and also in the basics ofrunning an organization. Transparency is another key factor that thetwo authors propose to be implemented. The organizational structuresshould be clearly outlined to avoid cases of ambiguity. The authorsapply their managerial experience to expound on the topic oforganizational change implementation. The two authors also embrace aninternal examination of the structural composition of theorganization.

Bothauthors have a vast experience in the field of management, and,therefore, have the moral authority when discussing this topic. Asthe title of the publication suggests, organizational survival isemphasized in this work. The authors apply their experience inmanagerial positions to expound on the need to have a well structuredorganization. The topic is also guided by the rapid changes in themodern world. The field of business is experiencing dynamics in allaspects and these calls for strategic management. The objective ofthe publication is to impart management personnel with rightfulskills. Criticism, however, lies in the way organizational changeimplementation is handled.

Gray,W. (2009). Business change the roles of change agents and subjectmatter experts in organization change and much more : 101 worldclass expert facts, hints, tips and advice on change management.Brisbane, Australia: Emereo.&nbsp

Centralfocus in this publication is the whole concept of change and thevarious agents of change. The author explains clearly the positionand role of change in an organization and how management shouldreact. Business dynamism experienced in the setting up of theorganization of study is also analyzed. The author also gives anexposition of the effects of change in an organization and the waymanagement should embrace the change. Change agents are discussedboth from internal and external perspective. Managers are guided onthe way to handle the various forms of change and how to successfullyimplement the change. Organizational success in the implementing ofchange lies on the understanding of the agents of change.

Theauthor’s key areas of discussion on change concept. The concept ofbusiness management is well presented and analyzed. There is also aclear boundary between the role of managers and those of leaders.Managers are portrayed as persons who mainly focus on predictingevents and taking precaution to avoid losses. The idea of coping withthe rapid organization change is well outlined in chapter one. Theauthenticity of the publication is undoubtable on whether it isscholarly. However, the material is relevant for the currentdiscussion on change implementation in an organization as it lays therequired foundation.

Thechange champion`s field guide strategies and tools for leading changein your organization (Second ed.). (2013). San Francisco:Wiley.&nbspOrganizationalchange and development: Volume 21.

Thepublication explains the requirement of managing people and change inan organization. The change management model is developed in thepublication, and a guideline of how to apply it in managing anorganization is given. The author explains the importance of managingchanging in the process of organizational development. Additionally,there is a focus on the role of transformative leaders in the changemanagement and implementation process. Organizational change andmanagement are the central focal point in this publication. Theauthor outlines the meaning of change from an organizationalperspective and the various agents of change. Handling change in theconcept of management is discussed and the relationship it has withorganizational development agents. The publication also touches onthe business dynamism affecting the process of organizational changeimplementation.

Theauthor commands experience in this line of management, and that isportrayed by the level of success in the publication. Severalapproaches of organizational change implementation process have beendeveloped by the author. All these are geared towards realizing theorganizational goals and objectives. The author lays much emphasis onthe need to shift from theory into practice. Additionally, the authordepicts the importance of the implementation process to the successof an organization. The publication is modern in the way topicalissues are discussed. It is also fully scholarly and very objectivein the way key ideas are presented.

Lewis,L. K. (2011). Organizationalchange: Creating change through strategic communication.Chichester, West Sussex, U.K: Wiley-Blackwell.

Organizationalcommunication is the process through which information flow from oneperson to the other. Success of any organization heavily relies onthe success of the communication process. In order to achieveorganizational goals and objectives, managers should design an opencommunication channel. The authors argue whether it is possible torun an organization without proper channels of communication. Theconcept of organizational communication is the centre of focus wherethe author expounds all the relevant material facts. The authorwrites about the meaning of organizational change, what causes it andthe effects of that change. The author analyzes the concept ofstrategic communication in the implementation of organizationalchange. An inclination to this area is supported by the fact that anorganization is deemed to be a system.

Theauthor commands authority in the discipline of organizationalcommunication. This explains why the publication is a success. Thereis objectivity in the ways ideas are expressed and presented for anycriticism. The author integrates the concept of organizationalcommunication and organization change implementation in a scholarlyway. The importance of having a clear and well-defined communicationchannel is emphasized by the author. The publication is a reliablesource of information in managing any project. The practicability ofthe management process is supported by the design of a wellstructured communication channel.

Miller,K. (2009). Organizationalcommunication: Approaches and processes.Boston, MA: Wadsworth Cengage Learning.

Thepublication introduces well the topic of organizational communicationand its importance in the management of organizational change.Communication is a paramount factor in the success of anyorganization. The author’s experience in the field of studyexplains the success behind this work. Several approaches of thecommunication process have been developed by the author. All theseare geared towards realizing the organizational goals and objectives.The concept of globalization and the associated dynamics is discussedfully by the author. This is meant to set the platform forunderstanding the importance of change and how to respond to such achange. The author also reflects on the concept of the variousorganizational communication models. There is the emphasis of asmooth flow of information to facilitate decision making process.

Milleris a versatile, experienced author in the discipline oforganizational communication. Ideas are presented in a clear mannerwhich is easily understood by everyone. The author integrates theconcept of organizational communication and organization changeimplementation in a scholarly way. The importance of having a clearand well-defined communication channel is emphasized by the author.The publication is scholarly in nature and is authentic to base anargument from it. The topic is relevant as it tackles much of theemerging issues in the modern business world. The topic of discussionby the author is objective in nature.

Paton,R. A., &amp McCalman, J. (2008). ChangeManagement: A Guide to Effective Implementation.London: Sage Publications.

Changeis an inevitable factor in the life of an individual or organization.The authors of this publication demystify the concept of managingchange with a central focus of the changing business world. Among thetopical issues discussed in this work is both the internal andexternal factors or change agents. The picture of the effects ofglobalization is portrayed well in this work. The authors alsodiscuss emerging issues such as politics and the place they have inorganizational change. The authors also discuss technological changeand its place in the management of organizational change. The twoauthors offer a platform of integrating the various organizationalstrategies that are paramount in the management of organizationalchange implementation process.

Bothauthors are professors in their fields of study. Their experience andexposure are portrayed by the quality of the publication. Clarity inpresentation of information and concepts is paramount in thepublication. The publication is scholarly and very relevant to thetopic of discussion. Relating the work with other authors in thisfield reveals an objective well prepared publication. The two authorsintegrate their practical experience in writing of this publication.There is success in the way ideas are presented and the way differentconcepts are discussed.

Spector,B. (2013). Implementingorganizational change: Theory into practice.Boston: Pearson.

Theauthor opens the argument in this article from a practicalperspective. Emphasis is focused the on managing implementationprocess in an organization. The author shifts the work from atheoretical perspective into practical perspective. Thepracticability of the various strategies in managing change at theorganizational level is discussed. The author clarifies the conceptof change and outlines the processes involved. The publication alsofocuses on ways of handling an organizational change both frominternal and external perspective. The publication also summarizesthe various techniques to be employed to handle the dynamism of theorganizational management. Organizational change being an emergingissue in the business world has to be managed and implemented well.

Theauthor commands experience in this line of management, and that isportrayed by the level of success in the publication. Severalapproaches of organizational change implementation process have beendeveloped by the author. All these are geared towards realizing theorganizational goals and objectives. The author lays much emphasis onthe need to shift from theory into practice. Additionally, the authordepicts the importance of the implementation process to the successof an organization. The publication is modern in the way topicalissues are discussed. It is also fully scholarly and very objectivein the way key ideas are presented.

Wanna,J. (2007). Improvingimplementation: Organizational change and project management.Canberra: WK Hancock Library, The Australian National University.

Projectmanagement is a time consuming process to the managers of anorganization. The author explains the importance of improving theimplementation process in managing change. The argument of the authoris from the perspective of a manager who is charged with theresponsibility of managing a specific project. Organizational changepolicy is both an internal and external affair that should bediscussed at all the organizational forums. The author advocate forthe openness in the decision making process and also in the basics ofrunning an organization. Transparency is another key factor that theauthor proposes to be implemented. The organizational structuresshould be clearly outlined to avoid cases of ambiguity. The holisticapproach applied here in the publication is meant to emphasise theimportance of the topic being discussed.

Theauthor commands experience in this line of management, and that isportrayed by the level of success in the publication. Severalapproaches of organizational change implementation process have beendeveloped by the author. All these are geared towards realizing theorganizational goals and objectives. The author lays much emphasis onthe need to focus on specific areas in the implementation process.The author takes the position of a project manager in conceptualizingthe whole idea of change management. The material is scholarly to agreat extent as it relies on other authentic sources.

Conclusion

Businessdynamism explains the reason behind change in many organizations.There are several emerging issues that affect the way an organizationis managed. Modern managers should be well versed with the skills ofhandling all the agents to change. Organizational changeimplementation process can only be successful if the personnelcharged with the responsibility of overseeing the process embrace thechange. All scenarios of organization management concept haveverified the importance of communication. Decision making processshould entail brainstorming exercise by all the members of theorganization. Decentralized form of management should be applied bymanagement of organizations to enable participation of everyone inthe decision making. This also facilitates the process oforganizational transparency and reduction of bureaucracy.Organizational change management process is both an internal andexternal affair. The internal perspective is the one which is at thereach of management’s control. Technological change in the businessworld should be embraced for a proper implementation process of thechange it causes. All managers should possess skills to manage thevarious business diversities in the management process.Organizational change can only be implemented successfully if thechange is identified and proper mitigation processes applied.

References

Buono,A. F., &amp Jamieson, D. (2010). Consultationfor organizational change.Charlotte, NC: Information Age Pub.

Daft,R. L. (2010). Organizationtheory and design.Mason, Ohio: South-Western Cengage Learning.

Dealy,M. D., &amp Thomas, A. R. (2006). Changeor die how to transform your organization from the inside out.Westport, Conn.: Praeger.&nbsp

Gray,W. (2009). Businesschange the roles of change agents and subject matter experts in organization change and much more : 101 world class expert facts,hints, tips and advice on change management.Brisbane, Australia: Emereo.&nbsp

Thechange champion`s field guide strategies and tools for leading changein your organization (Second ed.). (2013). San Francisco:Wiley.&nbspOrganizationalchange and development: Volume 21.

Lewis,L. K. (2011). Organizationalchange: Creating change through strategic communication. Chichester, West Sussex, U.K: Wiley-Blackwell.

Miller,K. (2009). Organizationalcommunication: Approaches and processes.Boston, MA: Wadsworth Cengage Learning.

Paton,R. A., &amp McCalman, J. (2008). ChangeManagement: A Guide to Effective Implementation.London: Sage Publications.

Spector,B. (2013). Implementingorganizational change: Theory into practice.Boston: Pearson.

Wanna,J. (2007). Improvingimplementation: Organizational change and project management. Canberra: WK Hancock Library, The Australian National University