A KNOWLEDGE-BASED PERSPECTIVE

Topics: Management, Change management, Strategic management Pages: 17 (2427 words) Published: September 23, 2013
A Knowledge-Based Perspective

A KNOWLEDGE-BASED PERSPECTIVE

Re-Conceiving Change Management: A Knowledge-Based Perspective Khizer Ali, Muhammad Farhan Akhtar, Shama Sadaqat
Hailey College of Commerce
University of the Punjab, Lahore

Proceedings of 2nd International Conference on Business Management (ISBN: 978-969-9368-06-6)

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A Knowledge-Based Perspective

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Abstract
The study is focused on a number of aspects on the effectiveness of transitional process of change management. The study has used survey research design based on a personally administered questionnaire, containing a total of Twenty Three (23) items statements which were administered on the banks‟ staff in order to meet the objectives of the study. The pairwise t-test applied to compare the means of skills, capabilities, communication, attitude, positioning and behaviours with change management. Finally, the limitations of the research are discussed and further research areas identified.

Keywords: Change Management, Organizational change, Banking, Attitude, Positioning, Behaviours

Proceedings of 2nd International Conference on Business Management (ISBN: 978-969-9368-06-6)

A Knowledge-Based Perspective

3

1.0 Introduction
This paper examines the effect of change management concept which has been very much significant from 1990‟s up to 2012. The main point to be discussed in this study is whether this change is positive or negatively perceiving by the organizations. Off and on change management is being implemented in all kind of organization but its impact is very prominent in less structured organizations or in those companies which follow the horizontal or flat organizational structure. Change Management has many component aspects which are implanted individually or group of some aspects. The basic theme of change management is to achieve a desired position of the organization from its current scenario and this is the transformation which can be achieved through the process of change management. Organization can implement changes in its mission, strategy or operations. Change can be a technological advancement or transition and it can be a change in the behaviour and attitude of the Organizational members. As it‟s very apparent reality that business requirements are being changed due to change in the customer‟s taste, priorities and their behaviour towards the service provider. The main reason which has brought about this change is the common use of Informational Technology which causes awareness in customers and a diversified knowledge about the services/products. This cause also gave the birth to enhanced competitions because competitors are judging their customers or prospective customer‟s behaviour. On the other hand some approaches elaborate that behaviour and mental ability of men and women differs but other approach elaborate that due to provision of equal opportunities and resources both gender have equal calibre and qualification. Within management hierarchy men are considered as “effective” managers of change, whereas women are considered an “affective” support function for this change (Tyler, 2005) .

Proceedings of 2nd International Conference on Business Management (ISBN: 978-969-9368-06-6)

A Knowledge-Based Perspective

4

Strategic change initiatives in the organization also reveal the interests of the individual employees or teams in the relevant implemented Change Management Process. In vertical organizational structure the concept of change management is discussed very critically and sometimes with criticism because they are based on the traditional concept of strict hierarchy of management they discuss the technical issues and traditional view that‟s why the perception of the top level management is mostly rational and objective about change management.

Employees‟ commitment with HR practices has a positive relation with the telework adoption by the organization (Martı´nez-Sa´nchez,...
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