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iiProposal Change Management

Table of Contents

Proposal ................................................................................................................... i

Change Management - Implementation of New Organizational Structure ................i

By: Student no. 100615190.........................................................................................i

Table of Contents ........................................................................................................ ii

Introduction................................................................................................................1

A Worthy Establishment: ............................................................................................ 1

Pitfalls of Growth: ....................................................................................................... 2

OPDs Challenge Change Management .................................................................... 3

The dilemma of change: ............................................................................................. 4

The critical role of OPDs leadership: ....................................................................... 5

Coaching: ............................................................................................................. 5

Rewarding: ........................................................................................................... 6

Communication: ................................................................................................... 6

Motivation:........................................................................................................... 7

Ensuring participation: ......................................................................................... 8

Team building: ..................................................................................................... 8

Implementation strategy: ........................................................................................... 9

Types of change & Implementation approach: ........................................................ 9

Stage One Governance: .................................................................................... 10

Level 1 Get the home work done: .................................................................... 10

Level 2 Bring the closer, closest: ..................................................................... 11

Stage Two: Changing Management roles .............................................................. 13

Level 1 Formalizing the first stage of change implementation: ....................... 13

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iiiProposal Change Management

Level 2 Keeping a close eye: ......................................................................... 13

Level 3 Finalizing the home work: ................................................................... 13

Stage Three Bringing Structural Change to the Field level: ................................ 13

Level 1 Close Ranks ........................................................................................ 13

Level 2 Full throttle ahead: .............................................................................. 17

Stage Four Assessment: ..................................................................................... 18

Duration of Consultancy:.......................................................................................... 18

Deliverables: ............................................................................................................. 18

Follow up support:.................................................................................................... 19

Consultancy Plan ...................................................................................................... 20

Annex 1 .................................................................................................................. 22

Annex 2 .................................................................................................................. 23

References................................................................................................................24

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1Proposal Change Management

Introduction

Organization for Participatory Development (OPD) is a not for profit, civil society organization,

working for community development since 1990, with a vision of development of a cohesive and

well governed society. The three main areas of focus chosen by the intellectual group of

founding members, clearly shows their farsightedness. Education, Health and Poverty

Alleviation encompass almost all the problems of the community, with the strong support of

Research, Advocacy, and Networking & Linkages as cross cutting themes. The mission

statement of OPD while providing a focus is not restrictive to one segment of population or area

of intervention.

A Worthy Establishment:OPD has made a respectable and trustworthy name at

the local and national level. In Education sector, OPD

is known for its firm stand regarding Teachers

training and its endeavours to take the quality

education to the poorest areas by building upon the existing grass root presence of private

schools. In Health sector, OPD has made its mark in Sexual and Reproductive health by taking

up this aspect of community health at a time when it was an absolute taboo. Organizations efforts

have been acknowledged at the international level at respectable forums like Asia Pacific

Conference on Reproductive and Sexual Health (APCRSH) and International Conference on

AIDS for Asia and Pacific (ICAAP) for many times. Poverty Alleviation sector is being catered

by Microfinance and Enterprise Development interventions. OPD is one of the leading

organizations of the country in microfinance sector by virtue of its unique and innovative model;

it is one of the few organizations in the country working with individual lending model. OPDs

OPDs Mission

To raise the quality of

life of under-privileged

and non-privileged

segments of society.

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microfinance model has an inbuilt essence of Enterprise Development, but a separate program

has also been started at a small level by the organization itself, to play its role in facilitating the

people especially women to become skilled and self sufficient. Research culture is quite

prominent in the organization as all the interventions are based on researches and follow up

studies have also been conducted to evaluate the impact of organizational interventions. OPD

believes in the positive strength and necessity of Networking and for the same reason has been

the founder of different networks in all its thematic areas like Punjab AIDS Consortium (PAC),

Education forum, Punjab Microfinance Network (PMFN).

Experimentation and innovation are the most salient features of organizational history.

Development of an indigenous microfinance model, Credit Saving Scheme (CSS), venturing into

enterprise development by establishing Hunar Gah, responding to the literacy need of a far

flung area through Adult Literacy initiative are just a few examples of OPDs many brave

attempts for social development.

Pitfalls of Growth:The organization, which started as a small group of like-minded people is today staffed by more

than fifty people, working in different programs in different capacities in eleven offices,

including three district offices in Sheikhupura, Khushab and Gujrat. OPD is governed by a Board

of Directors (BoD) while operationally headed by the Chief Executive. OPD had a hierarchal

structure1, with multiple tiers between the top management and the foot soldiers (field staff),

which not only led to increasing communication gap but also efficiency and performance

compromises. This was happening in a time when the not-for-profit or NGO sector was

increasingly becoming professionalized following more in the footsteps of corporate sector.

1 Annex 1- Old Organ gram of OPD

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Numerous in-depth discussions took place within the organizational management to rectify the

situation and different measures were taken from time to time with quite short lived benefits. It

became clear with the passage of time that an organizational overhaul is needed. By the end of

2009, organizational management hired a consultant to undertake an in-depth organizational

review which concluded in the main recommendation for organizational restructuring. Thus a

new organizational structure was devised after the deliberations of four month with the sole

objective of improving the performance, efficiency and cost effectiveness of OPD2.

OPDs Challenge Change ManagementToday OPD is faced with the two pronged challenge; implementation of new organizational

structure and keep the organizational operations going without disruption. Mishandling of

situation can have drastic effects even on organizations very survival. The daunting task facing

OPD is of smooth transition while carefully managing the change.

In the current document, I (Consultant) have spelled out a detailed strategy to facilitate OPD in

achieving this difficult and delicate transition.

2 Annex 2 New Organ gram of OPD

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The dilemma of change:It is a universal truth that only constant in the universe is change. Change is the life blood of

universe as monotony creates stagnancy, which is death of creativity. Every entity, whether it is

organism or organization, has to change to be able to realize its full potential in the dynamic

surrounding environment. But at the same time it has been proven by social researchers that

human beings mostly are opposed to change, as it requires putting in lot of effort, de-learning old

things and re-learning new ones. For these very contradictory reasons, change is very essential

but can be very difficult for the organizations.

OPD, over the period of its existence has undergone cosmetic uplifts but it is the right time for

the organization to go through an overhaul. The top management has taken that decision but it

should be very carefully borne in mind that accumulated research body over the years have

accumulated evidence that two third of major organizational change plans failed or they ended

up in a situation that was worse than before. Gilley, Dixon & Gilley (2008) have pointed out that

these failures have caused the organizations to lose efficiency and efficacy resulting in

considerable financial loses also. But there was a very logical reason behind these failures, and

that was the incapability of the organizations to remain openly receptive to the new environments

and adapt accordingly. On the other hand the organizations who have remained flexible and

adapted according to the proposed plan, successfully implemented change which resulted in

improved organizational performance over a longer period of time. The ultimate deciding factor

between the success and failure is the organizational leadership.

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The critical role of OPDs leadership:

Before going into the details of implementation plan for the new organizational structure, I think

it of dire importance to stress the responsibility of OPDs leadership. The organization now is a

flat structure with fewer layers between the top and bottom. It is essential for the Board of

Directors (BoD) and the Chief Executive Officer (CEO) to adopt a proactive role. The most

important adjustment is for them to accept and adapt to their new roles, only then this new

organizational structure can translate into the beneficial operations and bring about a productive

output, in the shape of improved performance. OPDs leadership has to put all its weight behind

this change, they have to develop and communicate their keen understanding of the change, its

reasons and its benefits. I have suggested some formal activities in the implementation plan that

will facilitate this communication but it has to be backed by informal and frequent interaction

with the organizational team.

Reissner (2010), an academician and researcher has gathered evidence to prove that employees

self identities and self esteem are linked with the organization and any major change can have

positive or negative effects on them, that effect the organizational performance and viability. It is

up to the leadership to be a rock of support in the un-certainty of change that helps the employees

wade through these turbulent times. Following are some of the important roles highlighted by

Gilley, Dixon & Gilley (2008) for an effective leader that OPDs Chief Executive has to take on

proactively, for at least one year to get the new structure implemented and smoothly in place.

Coaching:Coaching includes establishing a mutually respectful relationship between the employer and

employee that is tolerant, accommodative, non apprehensive, personal as well as professional.

Through this relationship a leader is able to assure his employees of their capacity to face and

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conquer challenged. The most important thing in coaching is establishing two way

communication.

Rewarding:

Rewarding the performances not only increase job satisfactions but also increases organizational

identity and commitment. Organizational research has shown that by rewarding and encouraging

the right performance, organizations have achieved their desired goal of successful change

implementation. OPDs leadership should spell out clearly a reward policy, which should be

flexible to accommodate different phases of organizations new structure implementation. This

reward policy should not be limited to the structure implementation phase only but encompass a

holistic performance scenario in all programs and projects of the organization. Organization

leadership should make it a point to evaluate, revamp and improve the reward policy at regular

intervals. The following finding of Ulrich, Zenger, & Smallwood (1999) as presented by A.

Gilley, et al, 2008 summarizes essence of rewarding perfectly, Reward programs should be

designed to help an organization achieve specific change outcomes, such as creativity and

innovation, leadership, teamwork and cooperation, commitment and loyalty, long-term solutions,

and learning and applying new skills.

Communication:

The importance of communication cannot be overstressed as this is one of the basic driving

forces behind OPDs decision for restructuring i.e. bridging the communication gap. Clear and

concise communication is one of the most important things that facilitate the implementation of

change. OPD leadership at this crucial time has to communicate with the employees more than

just orders and edicts. They have to communicate the urgency, need and rationale for the change

in a way to motivate the employees to implement it while strengthening the organizational

identity. Taking a leaf out of Giley, Dixon, Gilley (2008) essay Characteristics of leadership

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effectiveness, following communication tips should be incorporated in OPDs top management

communication routine

1. Specify the nature of change

2. Explain why

3. Explain the scope of the change

4. Develop a graphic representation of the change initiative that employees can understand

5. Predict negative aspects of implementation

6. Explain the criteria for success and how it will be measured

7. Explain how people will be rewarded for success

8. Repeat, repeat, and repeat the purpose of change and actions planned

9. Use a diverse set of communication styles that are appropriate for employees

10. Make communication a two-way proposition

11. Be a model for the change initiative

The most important thing in communication is positive feedback, which not only encourages

the employees and develop ownership of the change process but also that absence of feedback

can have drastic effects on the organization as employees are making decisions in a vacuum and

any wrong decision at this vulnerable stage of the organization can lead to catastrophe.

Motivation:

All good leaders are great motivators and nothing can get an organization through the uncertainty

of change then a motivated and committed employees. If the above mentioned roles are adopted

be leadership, it will develop job satisfaction that can translated into organizational commitment

through top management motivation, which will turn employees into invaluable assets for OPD.

Motivation is a skill that involves organizing and developing a motivating environment,

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successful two way communication, minimizing gap between employer and employee,

responding to employees queries and encouraging new ideas, getting work plans and following

them up.

Ensuring participation:

Participation of employees is essential for the successful implementation of any change within

the organization. Research has shown that employees who are involved in the change process are

more committed to make it successful implementation. OPDs top management should show

demonstrate their trust in employees ability to do their jobs successfully by giving them

appropriate decision powers and appreciating their contributions.

Team building:

Organizational success is all about team work. Successful leaders build effective teams. OPDs

top management should give serious consideration to building effective team in new structure for

making it a success. Successful teams have diverse skill sets; they compliment, trust and

complete each other. Leader encourages team interaction in such a way that is productive and

creative. Balkundi & Harrison (2006) concludes, Further, it has been evidenced that social

networks have important effects on team performance and viability... Specifically, the results

of a meta-analysis indicate that teams with a dense configuration of connections within their

social network tended to attain their goals more frequently and remained intact as a group for a

longer period of time

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Implementation strategy:People dont simply accept or reject any change but pass, generally, through the four stages of

adopting any change i.e. consciousness of change, interest in it, experimenting the change and

then deciding whether to continue or reject the process. On the basis of individual differences of

change acceptability, people are generally categorized into five groups by the researchers i.e.

innovators, early adopters, early majority, late majority, and laggards. OPD top management

should bear in mind that implementation of new structure and its acceptance by the employees

will be a slow process and not all will be able to adapt according to the new structure.

Having said that it should be remembered employees self image and self worth is linked with

the organization, and their hopes and experiences of the change process within the organization

has deep effect on their self identity and self respect. Change is a time of uncertainty, which de-

stabilize the self identity of the employees as well as their organizational identity. Reissner

(2010) has pointed out in her research article that during the change process employees are

actively engaged in redefining their identities in the light as to how organizational change will

effect their personal, professional and future development.

Types of change & Implementation approach:

Waldersee and Griffiths (2004) has compiled two types of organizational change

Technical structural change

Behavioural-social change

Technical change constitutes any change that modifies actual practices of the job while social

change includes changing set behaviour patterns in the organization. Both of these are not

mutually exclusive as social change almost always accompanies any change that is brought into

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the organization. While structural change as viewed by Waldersee & Griffiths (2003) is that it

seek to optimize organizational performance through careful design of the organizational

structure. These changes include redesigning areas of responsibility and authority, decentralizing

profit centres, and reorganizing work flows (p.426).

As we are dealing with this change in OPDs case it involves both technical and socio-

behavioural aspect of change also. Deriving from the work done, internationally, on the

organizational change and change management, I think the best approach to follow during the

implementation of new organizational structure is a mix of Unilateral and Participative approach.

Unilateral is basically top down approach of doing things, it is best suited for major

organizational changes like restructuring. Participative approach, as the name suggests, makes

the change process participative by gaining employees opinions, participation, getting them in

the driving seat of change and essentially working on their attitude change that will ultimately

results in overall change in behaviour. Participative approach is best utilized in smaller changes

like change in job description or team configuration. My implementation plan starts with the

unilateral approach followed closely by the participative approach, as the main aim of the

organization is to become more efficient and productive but the process will be much easier with

the support of the employees.

The implementation of new structure is divided into three main stages and every stage consists of

multiple levels.

Stage One Governance:

Level 1 Get the home work done:

Before embarking on implementation of new structure, OPDs top management should have all

the foundation work done. Following essential documents will be developed by the consultant

for starting the implementation plan.

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A white paper will be developed explaining in simple and concise way the reasons and

need for the new structure, internal and external challenges facing OPD at present and

future prospects of the new structure.

A blue print of new structure, with all the designations matched with people in the

organization, a backup plan for hiring new people and possible redundancies in case of

non performance, will provide OPDs top management with strong footing for

negotiation and rethinking.

Summary of change: the document will give an outlay of new organizational structure,

highlighting the positive aspects especially employee benefits. The summary will clearly

spell out the reporting relationships.

CEO work plan: a stepwise guide, benchmarking different stages of implementation of

new organizational structure.

New Job Descriptions: Job descriptions of program heads will be revised and developed

according to the new structure. As the job descriptions of program teams will be

developed with the input of the program heads later on.

Revision of Standard Operating Procedures (SOPs): OPDs Operational manuals will be

revised and updated in the light of new structure.

Job satisfaction survey of the employees to serve as the baseline for the change process.

Level 2 Bring the closer, closest:

Development of the core team of program head will be the first crucial step of structural change

implementation. As all the existing core team members have been involved in the process of

devising the new structure, they have a quite good grasp of the organizational situation.

Following steps will be followed for first level implementation.

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Long weekend: OPDs top management and CEO along with the program heads will have a

three day retreat in any neutral place, preferably a resort to discuss and finalize fist

implementation step without distraction of daily routine.

First day of the retreat will include discussion session between the top management and core

team regarding organizational vision, mission, values and culture and its suitability or otherwise

with the new organizational structure. Anonymous opinions of all the participants will be

collected regarding the suitability of new structure for OPD in current external and internal

organizational situation. Importance of shared vision and goals and organizational commitment

will be explored in audio visual sessions followed by discussion on these themes. By the end of

the day all the core team members will be given copies of new organizational structure, Standard

Operating Procedures (SOPs) including job descriptions, with a job/position recommendation

from top management for each member of the core team. They will be asked to think through

this and come up with their opinions, suggestions and options.

Over the next two days, the core structure of the organization will be finalized in line with the

new organizational structures. People will be matched with positions and job descriptions,

questions will be answered, ambiguities will be clarified and work plan spanning over two

months will be finalized for the smooth handing and taking over of responsibilities to and from

new program heads.

Any team member not willing to take up responsibilities in the new structure will be asked to

complete the assigned task while an immediate hiring exercise will be started for replacement

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Stage Two: Changing Management roles

Level 1 Formalizing the first stage of change implementation:

OPDs CEO will issue formal circular immediately after retreat announcing the changed roles

and responsibilities of Program Heads. It will be clarified that program teams will continue

working in as per old structure.

Level 2 Keeping a close eye:

CEO will have close informal and formal contact with the core team members, supporting them

in their problems and difficulties and appreciating and encouraging their successes, in one to one,

as well as group meetings. He will ensure that the field operations should not be effected and

program heads think beyond their own department and job and work as a team to get this

implementation phase done successfully. The CEO has to play the proactive role of a catalyst to

gel the core team together so as to develop their commitment towards the change process and

allay their uncertainties and fears. He has to show his trust in their capabilities verbally as well as

non verbally.

Level 3 Finalizing the home work:Consultant in collaboration of the program heads will revisit and finalize the SOPs and present

them to the CEO and Board of Directors (BoD) for approval.

Consultant will also finalize the job descriptions of all the positions in the organizational

structure with the help of program heads.

Stage Three Bringing Structural Change to the Field level:

Level 1 Close Ranks

Program Heads job satisfaction survey will be conducted at the end of two months period. A

week long retreat will be undertaken in a neutral venue, with all OPD team including OPDs

Board of Directors. The members of BoD will be requested to participate for the first and last

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day of the retreat, though they can participate in the week long activities if they want. The

objective of the retreat is to announce the final stage of structural change and motivating the

employees for the new structure by emphasizing their organizational identity. The retreat will be

planned in collaboration of OPDs CEO and Program Heads, who will facilitate the retreat with

the help of the Consultant.

The retreat will start with the conduction of an anonymous employee motivation survey to serve

as the baseline.

Reinforcing the identity:

The retreat setting will be informal rather than workshop like and the day will open with a visit

of OPDs history and evolution in the form of story telling by the members of Board of

Directors and CEO (who is also the founder member of the organization). The will emphasize

organizations vision, values and mission by sharing their moments of pride, joys and

frustrations during eighteen years of organizational journey. Team will be divided into four

groups with a member of BoD leading each group. All employees will be asked to share their

Moment of Pride during their job and the underlying reason. Each group will identify one best

moment of pride and present it in the larger group afterwards, in written form that will be

displayed on the wall. All the participants, then, will be asked to write their one most prominent

feeling, thought, learning about the four stories and put them on the walls also. These stories and

thoughts will serve to reinforce organizational identity and pride throughout the retreat, as they

will be referred to and visited during the rest of the week.

The emotionally charged feeling of cohesiveness and well being will be enhanced during the

informal one to one communication between the team members and BoD members.

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Announcing the new structure:

On second day of retreat, the Chief Executive Officer of OPD will introduce and explain the new

organizational structure to the whole team. The following salient features will be stressed

The change process has started from the top

There will be no redundancies.

New employee benefit structure will be announced.

Employee empowerment perspective of new organizational structure.

Comparison of old and new structure

Benefits of new structure and comparison with some competitors.

Job retentions will be strictly performance based. A clear and quarterly - stepped bench

marking of performance will be announced as minimal performance standard.

The employees performances will be evaluated six monthly to judge satisfactory

performance.

Details of an email account will be shared with employees, where they can log in and

send anonymous complains, suggestions, recommendations, ideas, and criticism,

anything directly to the Chief Executive to his personal address.

Copies of OPDs summarized human resource manual, new Organizational structure and

job descriptions will be distributed among all the team members.

In a free for all session following the announcement, all the questions and concerns of the team

will be responded by the CEO and Program Heads.

Spelling the details:

Each Program Head will have separate working sessions with their teams, discussing their new

job descriptions and roles. For the field teams the jobs almost remain the same with a major

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change in role and working strategy. The team members are given more empowerment and

responsibility keeping in line with the objective driven strategy of performance.

The rest of the retreat will focus on testing out the new roles, second line leadership exercises,

exercises aimed to develop critical perspective and most importantly team building exercises

within and between program teams. Each program will work out a detailed work plan achieving

program goals while working with the new structure. Each program will have capacity building

trainings, as part of their work plans, to help any skills issue.

Taking stock of the situation:

A post retreat motivational survey will be conducted, anonymously and results will be compared

with the pre retreat survey to assess the temperature of the situation. This will also help to high

light any ambiguous areas that need to be reinforced and clarified for the employees.

The members of OPDs Board of Directors will join the team on the last day of the retreat. All

the employees will write down their fears and expectations of the new structure, individually

and as a specific program team. The fears and expectations will be grouped separately;

commonalities will be identified and grouped together. All the participants will then take each

fear individually and discuss and finalize a methodology to counter it. Similarly each expectation

will be worked down to a methodology for realizing it, and these methodologies will be included

in the goals, objectives and work plans, in an effort to convert threats into opportunities. A new

organizational motto will be devised by the team members that will be made part of

organizational logo and displayed on organizational stationary, direction boards and all publicity

material. A compiled copy of all these documentation produced will be handed over to CEO as a

blue print for progress comparison.

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Level 2 Full throttle ahead:

Immediately after the retreat, at the start of a new month, new organizational structure will be

implemented, to its last detail, on ground. CEO and Program Heads have to adopt a pro-active

approach, helping and facilitating team members over difficult patches, smoothing worried

brows and soothing frustrated minds, without compromising performance standards. Close, two

way and informal communication with the team members will help keep the cohesiveness and

morale of the team.

Regular Feedback:

Program heads will give progress review to their teams monthly in performance review

meetings, appreciating areas of improvement while focusing the weaker areas and offer

guidance, advice or training as the situation requires.

Monthly Boosters:

Regular monthly organizational meeting will be arranged headed by CEO to review the situation

against the blue print Gantt chart, finalized after the retreat. All the programs will nominate one

member of their team for Best Employee of the Month and give the reasons for nomination

also. Every member of the organization will vote anonymously to choose employee of the

month. The successful employee will be given a bonus.

These steps will enhance employees trust and confidence in the organization and strengthen

organizational commitment. Many years of research and evidence has proved that the single

recipe for a successful change management is enhancing organizational commitment and

identity, as it creates employees ownership of the organization and a motivation for its success

under all circumstances. The success of the organization is viewed as personal success and

reward by the employees.

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Stage Four Assessment:

A comprehensive survey will be conducted to cover the following aspects:

Employee motivation

Job satisfaction

Organizational identity

The results will be compiled in the final report of the consultant.

Duration of Consultancy:The duration of consultancy for implementation of OPDs new organizational structure will be

six months, with first three months of frequent onsite work.

Consultant will participate in monthly program meetings in the last three months to identify and

facilitate any problematic areas but will be available for any capacity building or other issue

when needed.

Deliverables:

Initial review report:

It will consist of the baseline situation of OPD, including baseline measures of employee

motivation, job satisfaction and organizational identity. It will also have a snap shot of

OPDs performance of last one year in different program areas.

First Quarterly progress report:

The report will be submitted after the organizational retreat and will include process and

progress of first two stages of structure implementation i.e. Governance and

Management. It will also have detailed report of organizational retreat and will be

accompanied by the finalized copies of the following:

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o Revised Standard Operating Procedures (SOPs) of OPD

o Revised job description of the new organizational structure

o Finalized work plans of different programs.

o Detailed report of Organizational retreat

Final report:

Final report will be submitted by the end of six months and will include a comparative

review of OPDs situation with the baselines conducted at the start of the consultancy

regarding:

Organizations performance

Employee motivation

Job satisfaction

Organizational identity

The report will also include comprehensive recommendations for future course of action

in the light of progress made regarding the process of structural change implementation.

Follow up support:Free of cost, trouble shooting support regarding any procedural, capacity building or training

issue will be provided by the consultant for six month, after the completion of consultancy.

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Consultancy Plan

Consultancy planImplementation of OPD's New Organizational Structure

Main Benchmarks Time Line in Months

1 2 3 4 5 6

Getting on the same page with OPD's Leadership (BoD and CEO)

Preparation of basic documents for starting the implementation

Initial review report

Consultative meetings with OPD's leadership

Management Retreat

Implementation of new management structure

Finalization of Standard Operating Proceduers (SOPs) and Job

descriptions

Week long Organizational retreat

First quarterly report

Implementation of new structure at the field level

Capacity building support

Final report

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Annex 1Organizational structure Old

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Annex 2

Organizational Structure New

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References

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Management

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De Moura, G.R., Abrams, D., Retter, C., Gunnarsdottir, S., Ando, K. (2009). Identification as an

Organizational anchor: How identification and job satisfaction combine to predict

turnover intention.European Journal of Social Psychology, 39, 540557.doi:

10.1002/ejsp.553

Gilley, A., Dixon, P., Gilley, J.W. (2008). Characteristics of Leadership Effectiveness:

Implementing Change and Driving Innovation in Organizations.Human resource

development quarterly, 19(2), 153 169. doi:10.1002/hrdq.1232

Lippit, G. L., This, L. (1979). Implementing the organizational renewal process (ITORP).

Training and Development Journal, 18-25

Raps, A. (2004). Implementing strategy. Strategic finance, 49-53

Reissner, S. C. (2010). Change, meaning and identity at the workplace. Journal of

Organizational Change Management, 23(3), 287-299. doi: 10.1108/09534811011049617

Waldersee, R., Griffiths, A. (2004). Implementing change: matching implementation methods

and change type. The Leadership & Organization Development Journal, 25(5), 424-434.

doi: 10.1108/01437730410544746

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