Strategy Implementation - Free Essay Example

Sample details Pages: 8 Words: 2312 Downloads: 5 Date added: 2017/06/26 Category Management Essay Type Argumentative essay Did you like this example? Don’t waste time! Our writers will create an original "Strategy Implementation" essay for you Create order       à ¢Ã¢â€š ¬Ã…“Teams and groups are essential to strategy formulation and implementationà ¢Ã¢â€š ¬Ã‚ . Please discuss with reference to the literature. Strategic Management brings together the goals of the business in unison with the environment it competes in. Formulation and implementation of these goals using the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s resources is key to the strategic Management concept. An essential part of a companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s resources is its teams and groups. Management can steer teams and groups in a meaningful way to achieve the goals of the business. Cane suggests that a group of people that donà ¢Ã¢â€š ¬Ã¢â€ž ¢t know they are a team cannot be one. à ¢Ã¢â€š ¬Ã…“It is certainly true to say that any group of people who do not know they are a team cannot be one. To become a team, a group of individuals needs to have a strong purpose and to work towards that purpose rather than individually. They need also to believe they will achieve more by co-operation than working individuallyà ¢Ã¢â€š ¬Ã‚ . Although groups and teams appear to be similar entities there are distinct differences as pointed out by Meredith Belbin in à ¢Ã¢â€š ¬Ã…“Beyond the Teamà ¢Ã¢â€š ¬Ã‚ . The differences that can be found relate to size, selection, leadership, perception, style and spirit. Some differences of note include the fact that teams are limited by size whilst groups can be bigger another notable, selection of team members is crucial compared to a groupà ¢Ã¢â€š ¬Ã¢â€ž ¢s which is immaterial. Belbin created nine team roles that all have their strengths and weaknesses Plant:Creative but can ignore important details Resource Investigator:Extrovert but can be overly optimistic Co-ordinator:Delegates well but can be seen as manipulative Shaper:Dynamic but can provoke others Monitor-evaluator: See all options but can be overly critical Team worker:Co-operative but can be indecisive Implementer:Reliable but sometimes inflexible Completer:Delivers on time but can be reluctant to delegate Specialist:Dedication but only to a certain area From a strategy perspective these roles all have their place within the team and their interaction together serves the organisation as a whole. Managers must be careful to utilise team members in their roles taking note on how they complement each other. Direction must be led by managers who believe in situational leadership and remember the statement below from Ken Blanchardà ¢Ã¢â€š ¬Ã¢â€ž ¢s bestseller à ¢Ã¢â€š ¬Ã…“Leadership and the one minute managerà ¢Ã¢â€š ¬Ã‚ . à ¢Ã¢â€š ¬Ã…“There is nothing so unequal as the equal treatment of unequalà ¢Ã¢â€š ¬Ã¢â€ž ¢sà ¢Ã¢â€š ¬Ã‚  (Blanchard, 1985) P.33 As individuals in organisations we are prone to the social loafing effect made famous by Ringelmann. This effect means people exert less than 50% effort within their team in contrast to the effort they would exert in individual tasks. The effect is directly related to links between effort and reward. The opposite of social loafing is social facilitation when workin g with others can have a positive effect on output. The key reason for its success depends on what level individual contributions are evaluated. In general people donà ¢Ã¢â€š ¬Ã¢â€ž ¢t want to show weakness in front of others. Companies that seek successful strategic management should seek to enjoy social facilitation by evaluating individual performance within teams. Groups within organisations can be split into two types formal and informal. Both are important for Strategic Management, the formal group which operates at multiple levels within the organisation is relatively permanent. The informal group which can be important for networking and work satisfaction is more informal. (Mullins, 2013) P.305 à ¢Ã¢â€š ¬Ã‹Å"Richesà ¢Ã¢â€š ¬Ã¢â€ž ¢ suggests that teams should create norms of behaviour and stick to them in order to achieve good team performance. Team members get used to these norms and they mostly have a positive impact but can be negative also. They teach people t o behave in a certain way within the team often depending on the behaviour of the manager. An example of a negative team norm would be the code of silence relating to drug use during the US Postal Teams Tour de France victories. Lance Armstrong and his colleagues had entered into this norm together to protect themselves from sanctions. Eventually the truth came out but it took a long time before the scandal actually unfolded. https://www.cbsnews.com/news/usada-report-slams-lance-armstrong/ Information available from their website (cbsnews.com, 2012) To develop teams for strategic management organisations can incorporate Professor Bruce Tuckmanà ¢Ã¢â€š ¬Ã¢â€ž ¢s stages model: Forming:Getting to know each other Storming:Disagreements expressed and challenges offered Norming:Focus begins on making team decisions Performing:Cohesiveness is created, Performance of outlined goals occurs Adjourning:Group is dissolved due to goal being met Hrebiniak describes the importance of coordinating teams and groups in his book à ¢Ã¢â€š ¬Ã…“Making Strategy Workà ¢Ã¢â€š ¬Ã‚  à ¢Ã¢â€š ¬Ã…“The work of diverse and separate organizational units must be coordinated to achieve desired results and a unity or consistency of effort. Structure shows the different parts of an organisation and their separate capabilities. Integration or coordination of these parts or units and their capabilities is absolutely vital to the execution of a coherent, focused strategyà ¢Ã¢â€š ¬Ã‚  In addition he describes how execution of strategy suffers if performance measures arenà ¢Ã¢â€š ¬Ã¢â€ž ¢t used. à ¢Ã¢â€š ¬Ã…“Execution suffers heavily if performance measures arenà ¢Ã¢â€š ¬Ã¢â€ž ¢t used as the basis of managerial responsibility and accountability. Measurability and accountability are vital aspects paving the path to execution successà ¢Ã¢â€š ¬Ã‚  Measurable objectives Accountability for Performance against Objective s Execution Success (Hrebiniak, 2005) P.141 P.190 According to ACAS the importance of forming teams and groups for strategic management can be attributed to the following reasons: Improves productivity Improves quality and encourages innovation Takes advantage of opportunities provided by technological advances Improves employee motivation and commitment (Mullins, 2013) P.325 à ¢Ã¢â€š ¬Ã‹Å"Adamsà ¢Ã¢â€š ¬Ã¢â€ž ¢ confirms how important teamwork is to organisations à ¢Ã¢â€š ¬Ã…“The point is that teamwork is not an option for a successful organisation; it is a necessity. Teamwork can lead to achievement, creativity and energy levels that someone alone or perhaps with just one person could hardly imagine. (Mullins, 2013) P.326 Ashmos and Nathan make the following point à ¢Ã¢â€š ¬Ã…“The use of teams has expanded dramatically in response to competitive challenges. In fact one of the most common skills required by new work practices is the ability to work as a teamà ¢Ã¢â€š ¬Ã‚  (Grant, 2010) P.188 A fundamental problem of organizations is reconciling specialization with co-ordination and Cooperation. Employees are usually grouped by Tasks, Products, Geography and Process. These groups then need to be controlled. Oliver Williamson calls this à ¢Ã¢â€š ¬Ã‹Å"The Principle of Hierarchal Decompositionà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Grant, 2010) P.190 Additionally factors that can affect organizations are: Economies of Scale: Group specialized teams together to exploit maximum economies of scale Economies of Utilization: Group together similar activities results in fuller utilization of employees Learning: Create multifunctional work groups to form architectural knowledge Standardization of control systems: Similar tasks should be grouped together from a performance measurement standpoint The below website outlines five disciplines relevant to the strategy direction of teams in organisations. The article states that organizations rarely have an issue with developing a strategy, ità ¢Ã¢â€š ¬Ã¢â€ž ¢s the execution that is the problem. https://www.fastmeetings.com.au/5-disciplines-of-successful-strategy-implementation/ Information available from their website (fastmeetings.com.au, 2014) Commissioning: Being clear about the purpose and ends Ità ¢Ã¢â€š ¬Ã¢â€ž ¢s importan t for teams and group to have full sight of the end goal throughout the process. They should understand why they are trying to achieve this goal and the benefits it will bring. Understanding the process and end state motivates team members making their work more interesting. Clarifying: Being clear about strategies, priorities and measurable objects Teams need to ensure the goals they set for themselves are SMART (specific, measurable, achievable, relevant and time-bound) Complete reviews of goals should be set at regular intervals to ensure plans move forward. Occasionally team members may need coaching assistance to achieve the goals that are set. Co-creating: Working together to innovate, make decisions and solve problems Companies that encourage innovative tasks among team members will provide ideas for the future. Brainstorm labs and creative settings should be encouraged at all costs to secure the organisation in future years. This is vital especially in the techno logy sector where companies such as Apple, Dell, Samsung and Nokia fight for limited market share. Innovation and patents can often be the lifeblood of this fast moving sector. Connecting: Engaging with stakeholder groups, staff, boards and customers Teams should align themselves together for the good of the organisation. This involves meeting together at regular intervals to discuss strategy objectives. An open mind is required by all groups in devising and implementing strategy. Team Learning: Developing each other and the collective whole through action, learning and unlearning Groups work together to learn and apply new items that will make the organisation successful. Items that hinder or are negative to the organisation should be unlearned at this point. This article also addresses why organizations use teams https://www.managementstudyguide.com/importance-of-team.htm Information available from their website (managementstudyguide.com, 2014) Teams get th ings done faster than individuals alone: The output of teams working together is better than that of individuals. Together teams can specialize and utilize economies of scale. Work does not fall behind within a team: Work can be managed by other team members during holidays and illness. This ensures full cover and attention to all clients consistently. Teams promote healthy competition within the organization: Employees will strive to meet and exceed the work rate of their colleagues. This increases output within the team and creates experienced new leaders for the organisation. Bonding of employees is better within teams: Employees feel motivated to perform when they work with others. This team building is important for culture and staff retention. New skills are developed within teams: A diverse team can share knowledge and improve each otherà ¢Ã¢â€š ¬Ã¢â€ž ¢s skills by introducing their experiences from their previous organizations. In addition team members may hav e developed valuable skills in third level education they may wish to share. A certain type of group called a Quality circle can help the organisation improve its output and overall standards. On completion of their work the group will make recommendations to management to improve their processes. The group may also have the authority to implement the recommendations. This type of proactive involvement by groups is a great example of how strategy formulation and implementation is assisted by specialised groupings. Strong working groups are not always a positive for organisations as their culture can be hard to change once developed. In addition the norms of certain groups may cross the boundaries of what the organisation expects. To get the most out of teams and groups in relation their strategy needs they must have effective leadership in place. Management styles can differ and treatment of others is vital in order to develop success. Some basic management philosophies include: Recognition and trust Involvement and availability Consideration, respect and trust Fair and equitable treatment (Mullins, 2013) P.478 Managers who lead teams with effective strategic management in mind should take note of the 3-D model of managerial behaviour devised by Reddin. This model involves a combination of task orientation and relationship orientation. The interaction between these determines the behaviour of the manager towards his/her team. There are 4 effective styles and 4 less effective styles. Bureaucrat (Effective) Benevolent autocrat (Effective) Developer (Effective) Executive (Effective) Deserter (Less effective) Autocrat (Less effective) Missionary (Less effective) Compromiser (Less effective) Hayes and Hyde (1998) created six steps that organisations should use when approaching external change. Teams and groups have full involvement in each of the steps. Senior management needs to apply strategic management using these steps and be cognisant that their teams and groups will be affected during the process. Recognise the need for change Start the change process Diagnose Plan and prepare to implement Implement change Review Without teams and groups in organisations it would be impossible to implement strategy successfully. As individuals we do not have the capabilities or the time to be good at everything. Our dedication is not as strong when we are on our own. Physcologically we need others to stimulate our competitiveness. We strive for the social facilitation effect even if we donà ¢Ã¢â€š ¬Ã¢â€ž ¢t actually realise we are doing it. Organisations that mentor and grow teams successfully reap the benefits down the line. By steering the teams via senior and middle management good leadership will implement strategy successfully. The changing face of technology and input of new disrupters ensures organisations need to work hard to formulate and implement ahead of their competitors. Large companies that failed to adapt to change and suffered because of it could have utilised their teams a little better. Could Kodak have foreseen and implemented digital camera technology quicker? Why did Nokia fall fro m the market leader position for mobile phones? Of course adapting our people is a challenge for all people managers and depends on the individuals Locus of Control. Changes of strategy can be difficult for people within teams if they have an external locus of control. Management needs to be wary of this when making strategy decisions and they should guide their teams through the process. Communication needs to be clear and motivation/support high. In addition any training needs should be addressed to ensure a smooth transition. References Textbooks Management Organisational Behaviour, 10th edition, L. Mullins (with G. Christy), Pearson, 2013 Robert M. Grant, 2010. Contemporary Strategy Analysis: Text Only. 7th Edition. Wiley. Ken Blanchard, 1985. Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership. 1 Edition. William Morrow. Lawrence G. Hrebiniak, 2005. Making Strategy Work: Leading Effective Execution and Change. Editio n. Pearson Prentice Hall. Websites USADA report slams Lance Armstrong CBS News. 2014. USADA report slams Lance Armstrong CBS News. [ONLINE] Available at: https://www.cbsnews.com/news/usada-report-slams-lance-armstrong/. [Accessed 19 July 2014]. 5 Disciplines of Successful Strategy Implementation Fast Meetings | Effective Meetings to Improve Productivity. 2014. 5 Disciplines of Successful Strategy Implementation Fast Meetings | Effective Meetings to Improve Productivity. [ONLINE] Available at: https://www.fastmeetings.com.au/5-disciplines-of-successful-strategy-implementation/. [Accessed 21 July 2014]. Importance of Team and Team Work. 2014. Importance of Team and Team Work. [ONLINE] Available at: https://www.managementstudyguide.com/importance-of-team.htm. [Accessed 23 July 2014]. Lecture notes Strategy Implementation Module à ¢Ã¢â€š ¬Ã¢â‚¬Å" (Bachelor Financial Services, 2014) 1

Human Resources Management And Human Resource Management

Introduction The study of human resource management becomes a major topic of the science of management at the beginning of 20th century and keeps attracting researchers’ attention (Merkle, 1980). The new models of human resource management derive from the advance of management theories and the accumulation of practices and experiences. With the development of global economy, the economic situation of each country deeply affects the world and becomes closely connected. In addition, the needs of customers vary and differ from one another. Within organizations, the role, function, and content of human resource management have greatly changed. This change and reform starts from the US. One of the critical reasons that the US organizations lead the world is that they implement successful and effective human resource management, which is a major drawback in Chinese organizations that hinders their development. Therefore, it is imperatively important to understand the differences between human re source management in the US companies and Chinese counterparts. In this way, the article could reach conclusions that help improve the efficiency of Chinese human resource management. Previous research on human resource management has revealed a set of challenges unique to different countries. For example, BizShifts-Trends (2011) gave us an understanding about the management style that is â€Å"Management styles are characteristic ways of making decisions and relating to the organization,Show MoreRelatedHuman Resources Management : Human Resource Management1140 Words   |  5 Pagesa business efficiently? Human Resource Management (HRM). Human Resources is the solid foundation that practically oversees the entire organization, whether its managing employees to surveilling the progress of every single department. 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What Motivate People to Vote Free Essays

What Motivate People to Vote? Voting is often inconvenient, it is personally costly. You have to take time to register and to learn about the candidates, and in the election day you may need to take time of your work to stand in long lines possibly in a bad weather , all that knowing that perhaps your vote will note make a difference among all the millions votes. So why do millions of people expend their own time, energy, and money to cast a vote that will not make any difference in the electoral outcome? According to The American Psychological Association: Psychologists and political scientist have many theories: * Some research suggests that people are motivated to vote because they want to â€Å"fit in. We will write a custom essay sample on What Motivate People to Vote? or any similar topic only for you Order Now † Bruce Meglino, PhD, of the University of South Carolina’s Moore School of Business, sees voting as an example of a behavior included in social admonitions–things people are supposed to do–such as working hard when no one’s watching or helping a stranger they’ll never see again. Given that voting is an activity with more costs than benefits for the individual, Meglino thinks that highly rationally self-interested people probably don’t bother to vote. * Some people, of course, vote because they believe their vote will make a difference, a psychological mechanism called the â€Å"voter’s illusion. † According to a study published by Melissa Acevedo, PhD, of Westchester Community College, and Joachim Krueger, PhD, of Brown University, in  Political Psychology  (Vol. 25, No. 1). Basically, people just think their vote makes a difference, and have this mistaken belief even though statistically it’s not the case,† Acevedo says. * Voting may be just plain habit for some people, according to Wendy Wood, PhD, a social psychologist at Duke University and co-director of the Social Science Research Institute. Also according to the website â€Å"Psychology today†, another reason for voting, offered by political scientists and lay individuals alike: is that it is a civic duty of every citizen in a democratic country to vote in elections. It’s not about trying to affect the electoral outcome, it’s about doing your duty as a democratic citizen by voting in elections,  they believe that voting is not just a responsibility, it is more a source of power. Another reason that people often offer for voting is â€Å"But what if everybody thought that way? †Ã‚   The reasoning goes that, if everybody thought that voting was irrational and a waste of time, nobody would vote and democracy would collapse. In this last presidential elections, Barack Obama won by 51% verse 48% for Romney. And according to the exit polls President  Barack Obama  won the Hispanic vote by a whopping margin of 71 percent to 27 percent and the Asians voted for Obama by 73-26. By cons, Romney appear as the candidate for the rich and white people, who wants to lower taxes for millionaires and relax banking regulations for Wall Street that is why he won among all voters making more than $100,000 a year by a margin of 54-44. These statistiques can be explained by the fact that Democrats are multiracial with a laissez faire attitude toward religion and spirituality. Instead, the Republicans are in general overwhelmingly white and tenaciously Christian; they are more conservative than the Democrats. As stated by The Christian Science Monitor, there are other factors that played a big role in the victory of Obama: †¢ Obama and his family remained personally popular. †¢ Obama’s status as the first African-American president. †¢ Romney never seemed comfortable discussing his career at Bain or his vast wealth, so he was always seeing as the rich white gay who can not relate to all Americans especially in those tuffs economics times. There is also the part of the role of Charisma. Romney never developed a comfortable style on the stump, in contrast with Obama’s ability to deliver rousing speeches. On the other side, and according to the â€Å"New York Times†, there were some social and economics factors that played a role in why people did choose Obama instead of Romney. Like on the matter of health care, Romneyâ₠¬â„¢s virulent attacks against the Obama care law, which provides healthcare to all Americans and prohibits insurers from denying coverage to people with pre-existing illnesses, drew alarm bells among most Latinos. The fact that the world’s biggest industrialized country wasn’t providing health care to 45 million people before Obama’s law was seen by many Latinos as scandalous. Or the fact that Romney’s embrace of the ultra-right wing of the Republican Party, which includes anti-immigration zealots who support show-me-your-papers laws that could turn all Hispanics into automatic suspects of being illegally in the country. How to cite What Motivate People to Vote?, Essay examples

Organizational Change Work Change managemen

Question: a. Discuss Kotters eight steps for successful large-scale cha Identify the behavioral changes required in each of those steps for successful implementation. b. Explain Kotters see, feel, change Answer: Introduction In the article by Stacie and Daniel (2008), the manager and the employee relationship relate the resistance of the employees to the changes in the organization. The hypothesis is developed through the influences of the tactics literature so that an identification of the distinct behavior of the managers to reduce the resistance of the employees to the changes in the organization. Change is an inevitable phenomenon. The business world witnesses change every day and organizations have to actively accept and implement these changes in order to maintain its sustainability. The management of an organization plays the most crucial role in implementing changes throughout the organization (Hayes, 2014)). The management delegates this responsibility to the managers, who are considered to be the leaders of the organization. It has often been seen that implementing a change faces a lot of resistance from the employees. A manager has to tactfully handle this situation and harmonize the interests of all the concerned parties. This effective handling of resistance and implementing organizational changes largely depends upon the relationship of the leader and the employees. This essay is directed towards exploring this angle of implementing a change throughout the organization (Burnes Oswick, 2012). Hypothesis: Sanctions: Sanction is a tactics, which is used by the manager to punish the employees for their noncompliance through the reprimands. Leader-Management Exchange (LMX) helps in moderating the usage of the employee resistance and sanctions to the changes. With low LMX, the sanctions should relate positively to the resistance of change and vice versa. Legitimization: There is legitimization tactics used by the manager so that credibility of a request is established through the claims by the authority that is consistent with the organizational policies. LMX will moderate the linkage between the employee resistance to change and legitimization tactics to change. Consultation: LMX moderates thw linkages between the employee resistance to change and consulatation tactics (Furst Cable, 2008). Ingratiation: LMX moderates the linkages between employee resistance to change and ingratiation tactics To counter employee resistance to organizational changes, a leader uses a number of tools that makes the implementation process smooth. The first and the foremost tool used by a leader is effective communication. The changes that the management of the organization intends to implement shall be communicated to the employees in a proper manner so that the employees are able to derive the positive outcomes of the change (Frankland et al. 2013). The next tool is to devise a proper feedback procedure for the employees so that they are able to communicate their viewpoints to the management about the intended changes. The third tool that can be effectively used is to involve the stakeholders in the entire change process so that they too feel as a part of the change and that of the organization. All these tools help the leader to effectively handle any resistance from the employees while implementing the change (Nordin et al. 2012). Another important factor that plays a pivotal role in chang e management is the relationship of the employees with the leader. In practical cases it has been seen that where the leader has a health relationship with the employees, implementing change has become an easy task. An understanding exists in such cases that cater to the needs of both the management and the employees. A relationship of trust motivates the employees to resist less while a change is being implemented (Quinn et al. 2012). As a leader of an organization, it is utmost necessary for me to understand the needs of the employees and my subordinates. This can only be achieved by building a healthy relationship with them. This relationship shall be a mix of professionalism and informal so that understanding can be developed among us. Building of trust and understanding is very necessary so as to have a motivated following. The trust factor is very important as this will help in explaining the change that the management wants to implement (Cameron Green, 2015)). Proper understanding will allow me to communicate with both the sides and work as a mediator within the organization. The importance of proper communication cannot be overemphasized and is indispensable. The nature and quality of relationship with the employees and subordinates will help me to understand the needs of the management and that of the employees. Knowing a person makes implementing changes a less tough job. This helps to devise and use str ategies and tactics according to the nature of relationship with a particular person. This in turn helps in implementing the required changes and the overall objective of the organization is achieved (Kuipers et al. 2014). Limitations and Strengths: The changes that is reported by the employees in the past there might be a recall effect and biases of hindsight. The error related to measurement also represents some limitations. The hypothesis that has been taken also includes the description of the variables that was not measured in the study (Furst Cable, 2008). Implication of future research: The use of sanctions and legitimate tactics is seen to have similar effect on the employees with low LMX. The study helps in investigating the influence tactics in the context of understanding employees resistance to the efforts of organizational change. There are also several other avenues for future research in the same framework. Conclusion The study helps the attribution theory to reconcile the past findings and demonstrating the effectiveness of some managerial tactics depends on the strengths of LMX. The results have shown that employees they can use the quality of the relationship with the manager so the meaning is interpreted and intent of some influence tactics. The moderating role of LMX results suggests support of the attribution theory to study the managerial influence. It can be effectively inferred from the above discussions that managing and implementing changes throughout the organization is a sensitive task. It requires a leader to cautiously attend to the needs of both the organization and the employees in order to reduce resistance while implementing a change within the organization. A leader uses a number of tools in order to harmonize the interests of all the stakeholders while implementing the change. Communication and relationship of the leader with the employees plays an important role in implementi ng a change and the overall change management process. Thus, a leader has to effectively handle the entire change management process in an efficient manner. References By, R. T., Burnes, B., Oswick, C. (2012). Change management: Leadership, values and ethics.Journal of Change Management,12(1), 1-5. Cameron, E., Green, M. (2015).Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Frankland, R., Mitchell, C. M., Ferguson, J. D., Sziklai, A. T., Verma, A. K., Popowski, J. E., Sturgeon, D. H. (2013).U.S. Patent No. 8,484,111. Washington, DC: U.S. Patent and Trademark Office. Furst, S., Cable, D. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange.Journal Of Applied Psychology,93(2), 453-462. https://dx.doi.org/10.1037/0021-9010.93.2.453 Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., Van der Voet, J. (2014). The management of change in public organizations: A literature review.Public Administration,92(1), 1-20. Nordin, N., Deros, B. M., Wahab, D. A., Rahman, M. N. A. (2012). A framework for organisational change management in lean manufacturing implementation.International Journal of Services and Operations Management,12(1), 101-117. Quinn, D., Amer, Y., Lonie, A., Blackmore, K., Thompson, L., Pettigrove, M. (2012). Leading change: Applying change management approaches to engage students in blended learning.Australasian Journal of Educational Technology,28(1), 16-29.