Here is the synopsis of our sample research paper on An Example of Successful Organization Change. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
Many businesses have to undergo change in order survive or thrive. This 8 page paper looks at an example of a successful change and how it took place. The example used is that of Royal Dutch Shell and the way in which their was the need for an organization wide change in culture. The paper looks at the change and compares it to various theoretical approaches to management change. The bibliography cites 6 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEshellchg.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
chooses to change and the way that the change takes place. Change can be sudden and dramatic or it may be gradual with limited or wider ranging impact. Often
change will be the result of push factors, with the need for change to occur in order to survive, otherwise it may be a change to enhance or maximise potential
or in defence of future environmental changes. However it occurs change needs to be accepted by those whom it affects, otherwise it will not be successful
Theorists have studied the way in which change may take place, with different stages and change processes. However change occurs one of the best ways of appreciating
this is to look at an organisations that has undergone change successfully. Royal Dutch Shell is a major oil company, but in the late 1960s and early 1970s there was
a stagnant culture and the company was one of the weakest in the industry. Change was occurring and this was realised by one section of the company, The aspect of
the stagnation and lack of forward thinking was the symptom of the underlying culture. The change that had to occur here was not in terms of the operations or technical
change, but that of the attitudes of management, is that the changing environment would not posse a threat, but opportunities. The major
change in Shells management started in 1971 when the analysts predicted major changes in the steady growth but the organisation failed to change so that it would be able to
adapt. The planners were frustrated and their goals changed from planning for the future; "Our real target was the microcosm (the "mental model") of our decision makers" (quoted in Mintzberg
...