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Dynamic Change Management

A Context-oriented Approach to Foster the Adaptability of Organizations

herausgegeben von: Martin Kupiek, Bettina Marcinkowski

Verlag: Springer Nature Switzerland

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Inhaltsverzeichnis

Über dieses Buch

Dieses Buch bietet eine neue Perspektive auf Veränderungsprojekte in Organisationen. Während traditionelle Ansätze der Analyse, Planung und Umsetzung in dynamischen Umgebungen zu langsam und unbefriedigend sein können, führt dieses Buch einen kontextorientierten, dynamischen Ansatz ein, der Technologie, Prozesse und Menschen nahtlos in den organisatorischen Rahmen integriert. Ausgehend von der Organisationstheorie werden sowohl die formalen als auch die informellen Aspekte der Struktur und Kultur einer Organisation priorisiert und die emotionale Seite des Wandels betont. Es bietet praktische Anleitungen für den Einsatz von Emotionskonzepten, um Veränderungen auf positive Weise zu erleichtern, und deckt wichtige unterstützende Technologien, Kommunikationsstrategien und Überlegungen zu Humanressourcen ab. Neben der Beschreibung des Ansatzes gibt das Buch hilfreiche Tipps zur Auswahl der richtigen Berater und zur Einbettung von Change-Know-how in zukünftige Initiativen. Es ist eine unverzichtbare Ressource für jeden, der ein Veränderungsprojekt leitet oder die Anpassungsfähigkeit seiner Organisation verbessern möchte. Warum also sollte man sich mit einem traditionellen Ansatz zufrieden geben, wenn man durch einen dynamischen, kontextorientierten Ansatz sinnvolle Veränderungen erreichen kann?

Mit KI übersetzt

Inhaltsverzeichnis

Frontmatter

1. Dramatic Change Everywhere: Implications for Organizational Change Management

Abstract

In this chapter, the context-oriented approach is presented in order to demonstrate that change cannot take place in isolation from social and technological developments that are brought into every company by its employees. Old and new megatrends such as the widespread use of artificial intelligence in all areas require a dynamic and context-oriented approach and a good understanding not only of workshop techniques in change management, but also insights into how to deal with new influences from the environment in the long term. Consequently, traditional change management must also change in order to take these developments into account. The framework of this book is represented by post-modernism, complexity theory, and constructivism, and represents the poly-contextual approach for this book. Sociological systems theory is the reference theory that serves as the basis for gaining knowledge.

Martin Kupiek

2. Organizational Theory as a Context for Dynamic Change Management

Abstract

Organizational theory emerged since the beginning of the industrial revolution in the eighteenth century. With the establishment of factories and social change, work also had to be organized into structures and processes. Max Weber and his model of bureaucracy and others created the first theoretical foundations, which were further developed. In the middle of the twentieth century, the success story of sociological systems theory began, the core of which consists of addressing the purpose of hierarchy and membership in an organization as well as the formal and informal elements of programs, personnel, and communication. This view also represents the frame of reference for the discussion of organizational change management. Contemporary theories such as Weick’s process-oriented approach are outlined. Interdisciplinary approaches from sociology, psychology, computer science and anthropology are discussed at the end, as well as an assessment of possible future lines of development in organizational theory, ranging from social and ecological challenges to philosophical and ethical approaches.

Martin Kupiek

3. Theoretical and Practical Considerations on the Relevance and Usefulness of Emotions in the Context of Dynamic Change Management

Abstract

Emotions are omnipresent—in our private and professional lives—and yet many people do not treat them with the necessary mindfulness. In change management, many situations are emotionally charged—in both a negative and positive sense. This makes it highly relevant to deal with the topic of emotions and to consider how emotions can be understood in organizations. The starting point for this is a brief overview of the state of emotion research and the view of emotions from other social science perspectives such as sociology, historical research, and philosophy. The aim is to illustrate how emotions can arise and how not only biology, but to a large extent, other factors such as the socialization of people are involved. Central aspects of this process, including the importance of language as a bridge between cognition and emotion and the social function of emotion, are discussed in detail so that the relevance of emotion in dynamic change management can be worked out as an important contextual factor.

Martin Kupiek

4. Strategic Management

Abstract

The chapter on strategic management provides information on the beginnings of strategic management and the subsequent development of the descriptive and prescriptive schools of thought. The presentation of the three levels—corporate, business and functional strategy—shows that only a close interlocking and linking of the levels can ensure success. The context of strategy and organizational theory is also established and deepened using various examples from operations management. Among other things, friction often arises in the production environment between formal requirements and operational feasibility, so that the goals in operations management can often only be achieved through informal solutions. Implementation strategies in the context of organizational change management projects are also outlined. Finally, there is a brief discussion of approaches that combine strategy and organizational theory with practical implementation.

Martin Kupiek, Rupert A. Brandmeier

5. Conceptual Developments in Change Management and Organizational Culture

Abstract

The beginnings of change management go back more than 80 years and today there are many models available for planning, initiating and implementing change projects securing a rapid adaptation to fast changing environments. However, too many concepts from the 1990s are still used in practice, although other approaches would be more appropriate. There is, for example, only rudimentary explicit consideration of emotions. The relevance of organizational culture for change management is presented in terms of making the beneficial aspects visible. Innovative conceptualizations such as the use of IT in change management are also described and acknowledged taking current technological developments into account.

Martin Kupiek

6. Case Study: The Digital Disruption of the Media Industry

Abstract

The German television and advertising market has been undergoing dramatic changes for years. Changes in user behavior and a decline in TV ratings are putting many media companies in Germany under massive pressure. This development requires a reorganization and restructuring of media companies in a data-driven and global competitive environment. Companies must now recruit and develop digital skills in order to remain competitive. The dynamic change requires a dramatically fast adaptation to the new realities of the digital age.

The case study on the transformation of company Ω in response to the disruptive changes in the media landscape offers a compact insight into the challenges and successes of the strategic transformation process at media company Ω, which has been endeavoring to replace traditional business models with new innovative ones since 2017. The prerequisite for this was to take structural, economic, and organizational-cultural measures in all areas. The case study illustrates the complexity of change processes and the importance of change leadership, strategy, and management. It also discusses the relevance of social issues for media companies that go beyond the purely entrepreneurial level, so that the long-term financial success of the company can be secured and a positive contribution to society can be made.

Ingrid Toulali

7. Human Resources Management

Abstract

Human resources management (HRM) is a central aspect of dynamic change management. The classic tasks of the old-school HR department are outlined as an introduction and how they have developed and changed over the decades into today’s HR management. The presentation of HRM is anchored in sociological organizational theory, with a focus on learning theory considerations, particularly in its most recent manifestation, the New Work—New Learning paradigm. This presentation also considers the link between the formal and informal levels of the organization. This context also makes it possible to outline both labor law and informal sanctions and to discuss organizational networks and their significance for current HRM.

Bettina Marcinkowski

8. Communication Management in Dynamic Change Management

Abstract

This chapter deals with the formal and informal levels of communication in organizations. The formal level is influenced by the prevailing hierarchical structures as well as by the habits of the organization’s industrial sector. The anchoring of communication in organizational theory is discussed and placed in the context of organizational change management. The mechanism of action of formal communication in the age of social media in change projects is concretized. Many channels offer a platform for both formal and informal messages, whereby the controllability of content and targeted addressing are fraught with risk. An analysis of the informal level provides insight into how knowledge and information can be exchanged without official guidelines from the communications department. A brief excursion into the intuitive level expands the further conceptual orientation on the topic of communication.

Rupert A. Brandmeier, Martin Kupiek

9. The Display Side of the Organization

Abstract

The display side of the organization is created through communication and staging to increase acceptance externally and to avoid conflict internally. This chapter highlights parallels between Shakespeare’s theater plays and the dynamic structures of modern companies. The analogy to theater illustrates how relationships, power games, and individual dramas function in organizations. This becomes clear in the staging of general meetings as dramatic settings and the role of impression management. The article offers theoretical insights and suggestions for managers, employees, and organizational developers to better understand the dynamics and challenges within the company. The insight into the world of theater also outlines how the theatrical structure of conflicts, identities, and human relationships in Shakespeare’s works can serve as a mirror for the complexity and human dramas in companies. Appearance becomes “a second reality,” but what works is true.

Christian Toulali, Martin Kupiek, Rupert A. Brandmeier

10. Conclusion

Abstract

This book informs about the development of society and the establishment of organizations in the economy. Theories in organizational and management research have developed accordingly to the establishment of production facilities in the nineteenth century up to today’s high-tech companies. They are currently at a mature stage, and innovative approaches are increasingly using a crossover of methods combined with theory pluralism. Also, as shown here, new perspectives and ideas can be generated when other disciplines, such as psychology, history, or theater studies, are integrated.

Martin Kupiek

Titel: Dynamic Change Management
herausgegeben von: Martin Kupiek
Bettina Marcinkowski
Verlag: Springer Nature Switzerland
Electronic ISBN: 978-3-031-70706-3
Print ISBN: 978-3-031-70705-6
DOI: https://doi.org/10.1007/978-3-031-70706-3