Difference between revisions of "Competencies for managing change"

From Adaptive Cycle
Jump to: navigation, search
Line 1: Line 1:
[[Category:literature]]
+
'''Author:''' Crawford, L. & Nahmias, A.H.
Author(s) - Lynn Crawford, Anat Hassner Nahmias =
+
 
=== Title - Competencies for managing change ===
+
'''Title:''' Competencies for managing change
=== Source - Elsevier ([http://epublications.bond.edu.au/cgi/viewcontent.cgi?article=1056&context=sustainable_development&sei-redir=1&referer=http%3A%2F%2Fscholar.google.nl%2Fscholar%3Fq%3Dcompetencies%2Bfor%2Bmanaging%2Bchange%26btnG%3D%26hl%3Dnl%26as_sdt%3D0%252C5#search=%22competencies%20managing%20change%22  Full Article])===
+
 
=== Year of Publication - 28-01-2010 ===
+
'''Year of Publication:''' 2010
=== Abstract ===
+
 
This article discusses the differences and similarities in competencies between Project Managers and Change Managers. The article argues that even though a lot of similarities can be found between the two, the Change Managers are significantly more adept at managing change. This article can be useful when regarding the adaptive cycle because it allows companies to see which of their managers should take the lead. For example, in Business as usual, a Project Manager is very effective in Crisis however there is more need for a Change Manager.
+
'''Journal:''' International journal of project management
 +
 
 +
'''Volume:''' 28 '''Issue:''' 4
 +
 
 +
'''Source:''' http://epublications.bond.edu.au/sustainable_development/57/
 +
 
 +
'''Keywords:''' [[:Category:Business|business]], [[:Category:Case study|case study]], [[:Category:Change|change]], [[:Category:Management|management]], [[:Category:Organization|organization]], [[:Category:Qualitative|qualitative]], [[:Category:Theory oriented|theory oriented]]
 +
 
 +
'''Abstract:''' Organizational changes are now recognised as a specific project type that can benefit from the application of project management skills, tools and techniques. Associated with this trend is evidence of a degree of rivalry in the marketplace between Project Managers and Change Managers concerning who should be managing business change. And these are not the only contenders. Corporate executives and senior managers, although they may engage the assistance of both Project Managers and Change Managers, generally see themselves as taking the leading roles in managing major organisational changes and transformations. As such endeavours are most likely to take the form of programs, comprising multiple projects across the organisation, Program Managers are seen by some as being most likely to be responsible for managing organisational change initiatives. This paper reports on research undertaken to explore the differences in approach and practice of Project, Program and Change Managers as a basis for determining the competencies required to effectively manage change initiatives.  
 +
 
 +
[[Category:Literature]]
 +
[[Category:Business]]
 +
[[Category:Case study]]
 +
[[Category:Change]]
 +
[[Category:Management]]
 +
[[Category:Organization]]
 +
[[Category:Qualitative]]
 +
[[Category:Theory oriented]]

Revision as of 02:25, 11 May 2013

Author: Crawford, L. & Nahmias, A.H.

Title: Competencies for managing change

Year of Publication: 2010

Journal: International journal of project management

Volume: 28 Issue: 4

Source: http://epublications.bond.edu.au/sustainable_development/57/

Keywords: business, case study, change, management, organization, qualitative, theory oriented

Abstract: Organizational changes are now recognised as a specific project type that can benefit from the application of project management skills, tools and techniques. Associated with this trend is evidence of a degree of rivalry in the marketplace between Project Managers and Change Managers concerning who should be managing business change. And these are not the only contenders. Corporate executives and senior managers, although they may engage the assistance of both Project Managers and Change Managers, generally see themselves as taking the leading roles in managing major organisational changes and transformations. As such endeavours are most likely to take the form of programs, comprising multiple projects across the organisation, Program Managers are seen by some as being most likely to be responsible for managing organisational change initiatives. This paper reports on research undertaken to explore the differences in approach and practice of Project, Program and Change Managers as a basis for determining the competencies required to effectively manage change initiatives.