Research Paper on:
Organizational Management and Control of Change

Unformatted Sample Text from the Research Paper:
and loss of value, even where the aim was to increase value or productivity. In managing change there are many requirements to keep the change positive. To manage these it  is necessary to understand how and why change may create barriers to positive change by deviating and create negative forces and how these barriers to change may be overcome.  In looking at the need to understand change, the impact on the individual and the team, understanding the stakeholders at each stage. The  failure level in terms of change are alarmingly in indicating that this is an area of business strategy that is not fully understood. Organisational changes to do with new technology  and software have a failure rate of 20%, mergers and acquisitions organisational changes fail at a rate of 29% (Maurer, 1997). Reengineering is higher at 30% and of most concern  is the figure for quality improvement, which is 50% (Maurer, 1997). The reasons for the failure of these organisational changes is manifold,  but the overriding reason appears to be the resistance encountered from the different stakeholders when managing change. This is at both an individual and a group level and concerns the  way individuals and groups interact, and may be both employees at shop floor level and also different layers of manangment (Maurer, 1997, McCallum, 1997). In order to control resistance at  all levels the change needs to be actively managed, therefore the process of organisational change requires understanding and to be effect the change must be permanent (McCallum, 1997) All management  theories agree on one point, and that is the resistance to change; "No positives changes will ever occur within a company unless the Chief Executive realises that people are basically