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 Change is pervasive in our society and a fact of life in organisations. The impetus to change comes from the environment. Change is about survival and it is especially necessary in organisations that wish to prosper in a volatile, uncertain, complex, and ambiguous environment. Powerful forces in the environment are pressuring public and private organisations to alter permanently existing structures, policies and practices (Ezigbo, 2011:177). Organisational change is about making alterations to the organisation’s purpose, culture, structure and processes in response to seen or anticipated changes in the environment. Management of change is all about identifying and embedding in the organisation those changes that will ensure the long term survival of the organisation. Change affects every aspect of life, thus taking a proactive approach to change is the only way to take charge of the future, either as an individual or as an organisation. For organisations, changes are the way to stay competitive and to grow. Managers introduce change to solve organisational problems such as low productivity, laissez-faire attitude, conflicts, etc (Heller, 1998:7). Change and Change management are concepts that have in recent times assumed greater importance in organisations; this is because Change remains the most certain phenomenon in the life of an organisation. In this regard, organisations must consciously plan for managing Change if the benefits to be derived are to be maximized. In various organisations, there are both internal and external forces to change. Internal forces to change are those which come from within the organisation for which there is reasonable measure of control, External forces to changes are those which come from outside the organisation for which the organisation has little or no measure of control. Managing change is a persistent challenge which must be met in order to promote progressive organisational performance, since this is so, a strategic manager must develop sensory networks, select the type of change, create the vision, alert the organisation, communicate the vision, create a sense of the urgency, manage the planning and execution process, empower others to act on the vision, plan to overcome resistance, consolidate improvements and institutionalize change. 
Since change in organisations is inevitable, coping with change in business organisations can be one of the most difficult aspects in the life of an organisation. Organisations have had to fold up or become less competitive because they refused to change with the industry trend. Managing change in organisations has proven to be difficult especially among the employees as they have the fear of being sidelined once the change process is completed. A good example is when an organisation sees the need to do away with manual operations and computerize the workings of the Organisation. This will make those involved in using the manual system of operation to resist the change to computerization for fear of being sidelined or fear of not being competent to handle computerized operations. The problem here is that, top management does not carry out adequate preparations to usher in Organisational change. Most organisations do not develop a pro-learning orientation among employees which in turn closes the communication channels between the employees and top management. Organisations do not also develop a resilient workforce or educate the work force about the fundamentals of Organisational change process. This leads to mistrust, feeling of threat to core skills and competency, fear of failure, etc among the employees.


Project detailsContents
Number of Pages124 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


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