Management of Change Balagon, Julia and Hope Article Review

Pages: 5 (1404 words)  ·  Style: Harvard  ·  Bibliography Sources: 9  ·  File: .docx  ·  Level: Master's  ·  Topic: Business - Management

Management of Change

Balagon, Julia & Hope Hailey, Veronica (2004). Exploring Strategic Change. 2nd edition. London: Prentice Hall.

Burnes, Bernard. (2004) Managing Change: A Strategic Approach to Organizational Dynamics. 4th edition. Harlow: Prentice Hall.

De Wit, Bob & Meyer, Ron (2005). Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage. 2nd edition. London: Thompson Learning.

Graetz, Fiona. (2000) "Strategic change leadership." Management Decision 38(8), 550-562.

Luecke, Richard. (2003). Managing Change and Transition. Boston, MA: Harvard Business School Press.

Moran, Baird K. And Brightman, John W. (2001). "Leading Organizational Change," Career Development International 6(2), pp. 111-118.

Nelson, Lindsay. (2003). "A case study in organizational change: implications for theory." The Learning Organization, 10(1), 18-30.

Senior, Barbara. (2002). Organizational Change. 2nd edition. London: Prentice Hall.

Todnem, Rune. (December 2005). Organizational Change Management: A Critical Review. Journal of Change Management Vol. 5, No. 4: 369- 380.

I have chosen to report on the following article published in the "Journal of Change Management": Rune Todnem. (December 2005). Organizational Change Management: A Critical Review. Journal of Change Management Vol. 5, No. 4, 369-380.

Brief Synopsis of the Paper:

Based on the assumption of Burnes (2004)

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that change is an ever present feature of organizational life, both at an operational and strategic level, Todnem suggests that there should be no doubt regarding the importance of "change" to any organization of its ability to identify where it needs to be in the future, and how to manage the changes getting there. Citing Senior (2002)

and Graetz (2000)

, the author stresses that due to the importance of organizational change, its management is becoming a highly required managerial skill.

TOPIC: Article Review on Management of Change Balagon, Julia & Hope Assignment

The author compares and contrasts various main change management theories against the three categories of change developed by Senior

: "Rate of Occurrence," "How it Comes About" and "Change Characterized by Scale." Todnem reaches the conclusion that the management of organizational change currently tends to be reactive, discontinuous and ad hoc with a reported failure rate of around 70 per cent of all change programs initiated

. I n the author's opinion there is a need for a new and pragmatic framework for change management. In order to construct such a framework he recommends to conduct further exploratory studies of the nature of change and how it is being managed. He also recommends that methods of measuring the success of organizational change management should be designed in order to evaluate the value of any new framework suggested.

Assessment of methods used and if you feel they are the most appropriate method (give reasons for your views)


defines "change management " as 'the process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers' citing Moran, J.W. And Brightman, B.K. (2011)

. Since the need for change is often unpredictable, it tends to be reactive, discontinuous, ad hoc and often triggered by a situation of organizational crises.

The author is of the opinion that while there is an ever-growing generic literature emphasizing the importance of change and suggesting ways to approach it, very little empirical evidence has been provided in support of the different theories and approaches suggested. He finds that organizational change cannot be separated from organizational strategy and that, as such, successfully leading organizational change is the foremost task for management today. The author comprehensively refers to studies and research throughout his article. He suggests that research and theories concerning organizational change are confusing and contradictory and that most are supported by unchallenged assumptions. Within the Senior category "Rate of Occurrence," Todnem argues against a discontinuous approach to change. Citing Luecke

(2003) he finds that "this approach allows defensive behavior, complacency, inward focus, and routines, which again creates situations where major reform is frequently required

." What Todnem suggests as a better approach to change is "a situation where organizations and their people continually monitor, sense and respond to the external and internal environment in small steps as an ongoing process. I think that Todnem is very right with his assessment that both, the organization itself and the people working within in it, need to constantly and continuously focus on the external and internal challenges that their environment faces on a… [END OF PREVIEW] . . . READ MORE

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How to Cite "Management of Change Balagon, Julia and Hope" Article Review in a Bibliography:

APA Style

Management of Change Balagon, Julia and Hope.  (2011, August 30).  Retrieved September 28, 2021, from

MLA Format

"Management of Change Balagon, Julia and Hope."  30 August 2011.  Web.  28 September 2021. <>.

Chicago Style

"Management of Change Balagon, Julia and Hope."  August 30, 2011.  Accessed September 28, 2021.