By Lyndon Pugh
Info providers are presently facing what's the most major interval of switch of their historical past. whilst, puzzling over organisational swap as a rule administration has persisted to improve, and lots of of the rising rules, options and strategies are more and more correct to details providers. because the first version of this extremely popular booklet was once released in 2000, the speed of switch has sped up due to the effect of digitisation and technological advancements normally, the emergence of what could be known as a company tradition, alterations in talents and data necessities, and adjustments in consumer and body of workers attitudes. regardless of those swift advancements the present literature has a tendency to mirror a preoccupation with technological advancements on the fee of attention for the wider managerial base. This moment version fills the space within the literature and is totally up-to-date with the inclusion of a few new chapters and new case experiences.
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Extra resources for Change Management in Information Services, 2nd Edition
For the purposes of this section the term ‘classical’ will be used as a generic label. If we take scientific management, bureaucratic management and administrative management as three overlapping elements in the general theory of classical management, then it is possible to identify the major characteristics of the genre and assess their relevance to the change management process. Classical management principles identified major organizational characteristics, mainly to do with the creation and control of stable organizations.
Organizational effectiveness, job satisfaction, morale, communications and general organizational health all improve. OD is based on ideas deriving from the study of the psychology, the sociology and politics of individuals, groups and organisations. It develops, through group and intergroup dynamics as a means of change, to a view of change as a whole-organisation phenomenon. The importance of OD is that it takes these ideas, and what are in fact a list of characteristics of organisations which will be good at managing change, and fixes them in the context of unstable external environments and internal complexity: two of the characteristics which are most influential in today’s information services.
Viewing organizations as static entities, it embodied the view that change, if it was forced on an organization, was no different from any other exercise of management responsibility. In an organizational world based on certainties, it is perhaps no surprise that the conception and execution of change projects remained a management prerogative. A major problem here is the failure to acknowledge the complexity of organizations. For example, all organizations possess informal structures based on a network of relationships and communication.
Change Management in Information Services, 2nd Edition by Lyndon Pugh