APE X B U S I N E S S A N D M A N A G E M E N T C O N S U L T A N T S L T D

Change Management

The Role of Mangers in Managing change | 9/20/2012

The Role of the Manager in Managing Organizational Change

Hector Chapa Sikazwe

2012

Change Management The Role of the Manager in Managing Organizational Change Hector Chapa Sikazwe, 2012

Keywords Change Management, Team leaders, employee involvement, Improvement, business culture, Nissan, Apple, processes, Management improvement, choices, Workflow management

The Role of Mangers in Managing change | 9/20/2012

Change Management

Table of Contents
Keywords ....................................................................................................................................................... 2 Introduction.................................................................................................................................................... 4 Reasons for implementation Change management ....................................................................................... 5 What is involved in Change Management? .................................................................................................... 7 Change Elements ...................................................................................................................................... 10 Why do organizations need to change?.................................................................................................... 12 Good organizational change ..................................................................................................................... 15 Culture in Context in change management .................................................................................................. 16 Nature of Change ......................................................................................................................................... 16 The role of Team leaders .............................................................................................................................. 18 Team leaders as examples ........................................................................................................................ 18 Team leaders being knowledgeable ......................................................................................................... 18 Team leaders as people conscious............................................................................................................ 18 Team leaders drive change ....................................................................................................................... 19 Team leaders Engaging Others and Sustaining Change ............................................................................ 20 Team leaders should have special qualities .............................................................................................. 20 Special considerations of Change Management Best Practice ..................................................................... 21 Changes at Nissan ..................................................................................................................................... 21
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Changes at Apple ...................................................................................................................................... 22 Sue Ryder Care ......................................................................................................................................... 23 Conclusion .................................................................................................................................................... 24 References and Bibliography ........................................................................................................................ 25

Introduction
With a gloomy outlook ahead for the UK and much of the global economy, many wise organizations are battening down the hatches, implementing cut backs and rationalizations. Downsizing is become the first remedial step that most organizations are using. This has increased the number of people that are out of employment and the UK economy has been affected negatively. Due to the growth of technology, modern organizational change is largely motivated by exterior innovations rather than internal moves. When these developments occur, the organizations that adapt quickest create a competitive advantage for themselves, while the companies that refuse to change get left behind. As organizations face up to these changes, they need to adapt to shifts in technology and global competition. Managers are likely to be part of many change initiatives, either as initiators or implementers. This article considers how managers can make the strongest contribution to the program without being the problem to the exercise. Change management as a discipline has grown tremendously over the last five years. Between the 2003 benchmarking study and the 2005 benchmarking study, the percentage of participants using a
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structured approach to manage change grew from 34% to 55%. In basic definition, Change management is the process, tools and techniques to manage the peopleside of change to achieve the required business outcome. Change Management can ensure standardized methods, processes and procedures which are used for all changes, facilitate efficient and prompt handling of all changes, and maintain the proper balance between the need for change and the potential detrimental impact of changes. Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.

Reasons for implementation Change management

Below are several reasons change management has become so important to organizations in recent years: (a) More and frequent changes It is easy to note that change is occurring at an incredible pace in organizations today. At Apex, we believe that Organizations that choose to remain the same (unmoved) suffer irreparable damage to their brand image and operations. The sheer quantity of changes is increasing at immeasurable pace that it is hard to even document the rate of change. With such large amounts of change happening, organizations need a better and more structured way to manage the individuals in the organization impacted by all of these changes and having an informed manager eases the task.

(b) Value system of empowerment - Empowerment means to enhance the capacity of an individual or group to make purposive choices and to transform those choices into desired actions and outcomes. It was first given prominence by the World Bank in its World
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Development Report, 20002001. It has since figured among the objectives of more than 100 Bank lending projects. Despite increased investment in empowerment, however, the concept has remained loosely defined in project activities, and there are few instruments or indicators for monitoring empowerment processes and outcomes. According to Gallup Research, organizations utilize less than 20% of th eir employees potential. To develop employee potential requires an organizational culture that inspires employees to learn, grow and give their very best. In such a culture innovations which require new employee behaviors be adopted can take root. Employees choose to go the extra mile expending their

discretionary energy for the sake of the organization. Apex believe that employees choose to invest themselves in the organization rather than be available to the highest bidder when they feel valued and empowered to play the role they initially were employed to perform. For most organizations developing this untapped employee potential is their key competitive advantage for competing in the marketplace or retaining top talent. Over the last fifty years, value systems have shifted in many organizations. Old values of control and predictability have been replaced by new values to push decision making, authority and responsibility down into the organization. While this shift has delivered many benefits, it has also made top-down changes more difficult and increased the resistance they face. Organizations with empowered workforces need to manage the human side of change more effectively than they did in the very hierarchical structure of the past.

(c) Competitive advantage At Apex, we recognize that many sources of competitive advantage have eroded as information moves more quickly and across the globe in seconds.
The Role of Mangers in Managing change | 9/20/2012

Investopedia defines competitive advantage as an advantage that a firm has over its competitors, allowing it to generate greater sales or margins and/or retain more customers than its competition. There can be many types of competitive advantages including the firm's cost structure, product offerings, distribution network and customer support. Competitive advantages give a company an edge over its rivals and an ability to generate greater value for the firm and its shareholders.

The more sustainable the competitive advantage, the more difficult it is for competitors to neutralize the advantage. There are two main types of competitive advantages:

(i) (ii)

Comparative advantage and Differential advantage.

Comparative advantage, or cost advantage, is a firm's ability to produce a good or service at a lower cost than its competitors, which gives the firm the ability to sell its goods or services at a lower price than its competition or to generate a larger margin on sales. A differential advantage is created when a firm's products or services differ from its competitors and are seen as better than a competitor's products by customers. We believe that in upcoming years, speed, tenacity and agility will be a central differentiator in the market place. Organizations that do not use change management are not able to build their internal competency to quickly and effectively implement change. Strong change management competencies within an organization are a key source of competitive advantage in coming years.

What is involved in Change Management?

Change involves moving an organization from its current state, through a transition phase, to a
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desired future state. Axelrod (2000) explained that Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. At Apex, our view is that if an organization forces change on its employees, normally resistance-related problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before embarking on change management in organizations, there are basic changes that must be addressed candidly: (i) (ii) What do we want to achieve with this change? Why and how will we know that the change has been achieved?

(iii) (iv) (v)

Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and What parts of the change do we need help with?

These aspects also relate strongly to the management of personal as well as organizational change. However, it is rarely that neat and tidy and the success rates are startlingly low. Research indicates that up to 90% of change initiatives fail to achieve their objectives in most attempts due to the program failing even before it is implemented due to poor knowledge of implementing the required change. It is important that organizations do not sell change to employees as a way of accelerating agreement and implementation. Selling change to employees is not a sustainable strategy for success, unless the organizations aim is to be bitten on the bum at some time in the future when you least expect it. When employees listen to a senior management high-up selling them change, they appear to accede, but quietly resist. Instead, change needs to be understood and managed in a way that
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employees can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence. The employee does not have a responsibility to manage change. The employee's responsibility is to do their best and this can be different for every employee and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, level of education etc). Apex understands that responsibility for managing change lays with management and executives of the organization. Managers must manage the change in a way that employees can cope with it . The manager has a responsibility to facilitate and enable change, and all that is implied within that

statement. The Manager must especially understand the parameters of change initiative and the situation from an objective standpoint (to 'step back', and be non-judgmental), and then to help the employees to understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. As consultants, we understand that increasingly the manager's role has become to interpret, communicate and enable and not to instruct or impose their will, which nobody really responds to well. Change must never be forced on employees but managed jealously by those affected. When employees are confronted with the need or opportunity to change, especially when it's forced on them as they see it, by senior management, they can become emotional and resist change. This can also happen to managers who try to manage the change. Diffusing the emotional feelings, taking a step back, encouraging objectivity, is important to enabling sensible and constructive dialogue. To this end, managers and trainers can find it helpful to use analogies to assist themselves and other staff to look at change in a more detached way.
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Therefore, the managers role is to (a) Check that employees affected by the change agree with it, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. (b) Use face-to-face communications to handle sensitive aspects of organizational change management. (c) Hold regular evaluation meetings and updates are important for recognizing bottlenecks (d) Ad hoc remedial solutions are important Annual performance plans, budgets, and

(e) Performance reports document plans for and progress toward change goals. (f) Create Individual performance plans (g) Rate leaders and managers on their implementation of change initiatives. (h) Consistently provide Newsletters, intranet, and other agency media (i) Show efforts to share a vision for change. (j) Show that the agency has a strategy and plan for communication of change. Change is now a constant fact of business and organizational life in most commercial and public sector organizations. In fact, for many organizations, change programs merge into one other with regularity, such that a business seems to be undergoing initiative after change initiative with little positive results. Managers are ever so important for change management to be effective.

Change Elements
What organizations can change fall into the following broad areas: (a) Mission, Vision, & Strategy : Organizations should continually modify its vision for the
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future (what the organization should look like), and its competitive strategy regularly. (b) Technology: Organizations can change their technology to do things easier, more efficient and efficacious in order to increase speed in delivery whilst lowering costs. (c) Human-Behavioral Changes: Training can be provided to managers and employees to provide new knowledge and skills, or people can be replaced or downsized. The employment of coaches and trainers with new ways of doing things can change the organizational culture positively.

(d) Task-Job Design: The way work is performed in an organization can be changed with new

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procedures and methods for performing work. Workflow management and process reengineering are important aspects of change in organizations. (e) Organizational Structure: Organizations can change the way they are structured in order to be more responsive to their external environment. Again to be more responsive to the marketplace, this also includes where decisions should be made in the organization (centralized or decentralized).Most modern organizations have embraced a flatter organizational structure where decision making responsibility has descended to lower ranks where it really matters most. (f) Organizational Culture: Organizations can attempt to change their culture, including management and leadership styles, values and beliefs. Of all the elements subject to change, organizations culture change is by far the most complex to undertake especially if the organization is composed of older and well-set employees in their ways of doing things. Part of the problem with any change is that there is a vast range of elements for managers to consider and these often overlap and interact. This article considers what Apex believes are
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important elements where line managers can make an impact: (a) Understanding the context for change: why is change needed? (b) Assessing the importance of organizational culture (c) Motivation and support of employees (d) Engaging others and sustaining change (e) Provide adequate resources to support the change (f) Take visible actions to support new ways of working (g) Understand there is a need for a change process and

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(h) facilitate the change management process by monitoring and addressing problems in the Transition process (i) Hold people accountable for performance results and meeting their commitments to the change process (j) Focus on performance and progress against change milestones. Sustaining success depends on an organizations ability to adapt to a changing environment whether its an external change, such as a transformative technology or a changing economy, or an internal one, such as a restructuring or key process overhaul.

Why do organizations need to change?

Apex enthuse that Organizations that adapt and become amoebic to changes in their business environment have a much better chance at achieving their mission and performing well. When innovative organizations do adapt, they usually alter their strategies, but rarely do they change their organizational structure even when that structure no longer fits the mission.
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Research

through years has shown that sometimes organizations are forced to undertake change due to: (a) Crisis: When an organization is going through crisis, say financial shake up, exodus of key personnel or introduction of complex IT solution might encourage an organization to seek change. A drop in market share values and a rise of a formidable competitor might force change and good managers are able to recognize when change is required or imminent. (b) Performance Gaps: The organization's goals and objectives are not being met or other organizational needs are not being satisfied. Changes are required to close these gaps. Continuous research and evaluation of the market to seek new niches will instill the need for change to be implemented with new missions and goals.

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(c) New Technology: Identification of new technology and more efficient and economical methods to perform work might be required. For instance, the use of a workflow system or communication enterprise system might evoke change. (d) Opportunities: As a result of research, opportunities are identified in the market place that the organization may need to pursue in order to increase its competitiveness and this would normally require substantial changes to be effected. (e) Internal & External Pressure: Management and employees, particularly those in organized unions can exert pressure for change to be required. The desire for employees to effect required change that they could have noted had been introduced in other organizations similar to their own might cause internal pressures that could become investable to be ignored. External pressures come from many areas, including customers, competition, changing government regulations, shareholders, financial markets, and other factors in the organization's external environment. (f) Mergers & Acquisitions: When two organizations with two different organizational
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cultures come together, there is friction and change become inevitable. Mergers and acquisitions create change in a number of areas often negatively impacting employees when two organizations are merged and employees in duel functions are made redundant or forced to perform different roles than those they are accustomed to. (g) Change for the Sake of Change: when new senior managers are appointed or new CEOs take over an organization, there is the desire to seek change even when it is not necessary. This type of change can impact an organization negatively as change costs the organization a lot time, resources and innovative employees who might become dismayed or disgruntled and thereby perform worse off than before.

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Apex recognizes that any organizational change must start off with a clear view on what element is driving change. This means that organizations must understand the strategic imperative for change, how change is required and the shape of tangibles such as processes that need to change. Managers need to understand the culture and power of stakeholders to discern what changes need to be made for a strategy to succeed. Some driving factors are as follows: (a) Productivity declines as people become more consumed with the change being introduced. (b) Passive resistance festers. (c) Active resistance emerges and sabotages the change. (d) Valued employees leave the organization, a very costly proposition in terms of the lost contribution and the cost to replace them. (e) Employees become disinterested in the current state and the future state. (f) Employees begin arguing about change and the direction of the company. (g) People are left to wonder why the change is happening. (h) More people begin taking sick days or not showing up for work.
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(i) People find work-around to avoid implementing the new way of doing things. (j) Employees revert back to the old way of doing things (k) Changes are not fully implemented. (l) Changes are scrapped and cancelled due to the lack of support throughout the organization. (m) Divides are created in the organization between 'us' and 'them'. (n) The organization builds a history of failed and painful changes. (o) Many types of risk are created - risk to the project, to the organization, to the employees involved and to the individuals supporting or chartering the change.

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Good organizational change

When a good manager is considering the introduction of change, the manager inevitably recognizes the need to marry both the technical and the personal aspects of change. These two aspects of change when managed properly can bring about a reward in the organization. The technical aspects include: (a) the organizational processes (b) organizational structure, (c) systems of the organization (d) Knowledge and skills The people and cultural aspects involve; (a) organizational culture (b) group dynamics and sub-cultures (c) Working practices of the organization.
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Best Practices in Organization Development and Change is a state-of-the-art resource that presents the most important ideas and effective strategies from experts and top companies in the field. Though comprehensive in scope, Apex views that the most important organization development or human resource development (OD/HRD) topics--organization development and change, leadership development, recruitment and retention, performance management, and coaching and mentoring-and offers a practical framework for design, implementation, and evaluation. Apex explains that there is a tendency to over-emphasize the tangible aspects of change and pay insufficient attention to the people dimension.

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Culture in Context in change management

Black and Hal (2002) noted that Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The concept of organizational change management is a familiar one in most businesses today. Incidentally, how businesses manage change (and how successful they are at it) varies enormously depending on the (a) (b) (c) Nature of the business, The nature of the change and The people involved.

The key part of this depends on how far people within it understand the change process. Consideration must be given to change sensitive features of the organization, for example what is
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the existing capability for change? What time-scales are you operating to which will cause most problems? What resources do you have?

Nature of Change
Change is both an institutional journey and yet a very personal one. It is important to note that people spend many hours each week at work, so much that many think of their colleagues as a second family. Individuals (or teams of individuals) need to know: (a) how their work will change, (b) what is expected of them during and after the change program,

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(c) how they will be measured, and (d) What success or failure will mean for them and those around them. The nature of change management is really meant to be seen in three specific stages: (a) Identifying a problem (b) Providing the solution and (c) Adopting the solution

The first stage is recognising or identifying the status issues. A vibrant manager does not shy away from recognising that there is a Problem in the organisation. To identify a problem means that management or employees recognise that there is something wrong. The problem is then defined, given shape and the need for change is communicated fluently.

The second stage is to seek a culpable Solution. This is the stage when the actions an organisation take to address the problem either wrapped in the term initiative or program is revealed to the rest
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of the organisation stake holders.

The explanation of how come the problem exists is

weighed. The assumption is that there is a solution to each and every problem. The assumption that exists is that the solution, properly applied, will solve the recognised problem.

Lastly, the Adoption stage takes place. This is where the acceptance of the solution by the entire workforce. During this stage of change management, the change process is adopted as employees are assumed to discontinue old ways of working in favour of new approaches. A well-executed adoption process will ensure the solution is applied properly in order to solve the problem and raise performance.

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The role of Team leaders

Team leaders as examples
Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Highly visible rewards, such as promotion, recognition, and bonuses, should be provided as dramatic reinforcement for embracing change. Sanction or removal of people standing in the way of change will reinforce the institutions commitment. No change program goes completely according to plan 1. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts.

Team leaders being knowledgeable

Effectively managing change requires continual reassessment of its impact and the organizations willingness and ability to adopt the next wave of transformation. There is time that resistance to change will take place and dealing with this aspect of change is part of change management challenges. Visionary leaders understand this as one of the key elements of managing change.

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Team leaders as people conscious

Most leaders contemplating change know that people matter. According to Galpin, (1996), It is all too tempting, however, to dwell on the plans and processes, which dont talk back and dont respond emotionally, rather than face up to the more difficult and more critical human issues. But mastering the soft side of change management neednt be a myst ery and as such must be addressed openly. These then help clarify the change management approach which is right for your context, and you can flex your approach accordingly. For example a change which involves shutting down a plant in
1

http://www.strategy-business.com/article/rr00006?pg=3

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a financial crisis is likely to be very short term and will require a much less facilitative and more directive approach than a change involving a long-term shift towards becoming a customerfocused organization.

Team leaders drive change

Team Leaders play an essential and pivotal role in change management. They are expected to set an example, energies others, monitor, review and reward progress. Conversely, Team Leaders can hold back change, water down its impact or divert attention to other matters. According to Kotter (1996), Team leaders can effectively lead change management. It is

important, therefore, to understand that a Team Leaders personal motivations, reactions to change and the required behavioral changes must be incomparable in quality. Team leaders must be aware of their own leadership style and how this may help or hinder change is extremely valuable as pivotal consideration when management change management. It is also helpful to understand where each individual is positioned on the change curve, where emotions can fluctuate widely according to ones reactions to change, for example, as a Team Leader:
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(a) Are Team leaders in denial about the change and just continuing on as normal? (b) Do Team leaders feel angry or upset about the potential changes (c) Have Team leaders come to terms with the change? (d) Are Team leaders experimenting with what change means? (e) Have Team leaders fully accepted the change and integrated this in to their working practices? In addition, it is helpful to be conscious that where Team leaders are on the change curve may be ahead of their team members. They may be at the acceptance phase of change and a team may still

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be in denial, for example: Managers can give much needed insight and support to individuals and teams as they wrestle with these all-important emotions which are part and parcel of change. It is important to understand what will help their organization to change, and what will hold it back, thinking through the various drivers and barriers to change. The objective of any change agent is to minimize or neutralize the barriers to change and promote and augment the drivers of change. Team leaders Engaging Others and Sustaining Change Scott, and Dennis (1995) insisted that maintaining engagement of employees with the change is vital, yet by no means easy. Change management carried out top down can become a matter of cynical manipulation, with the result that employees can feel disconnected and uninvolved in the change process and as such become less involved therefore becoming liabilities.

Team leaders should have special qualities

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As others like Smith (1996) have indicated, Team leaders must particularly work on: (a) Resistance to change: the need to understand and recognize what is causing resistance to changes in attitudes and behavior by individuals and how to support people through it and promote new, changed behaviors and approaches. (b) Power: the need to identify and shape the political dynamics to support the change, rather than block it. (c) Sustaining change: the need to design and implement organizational arrangements to ensure that change is maintained after initial enthusiasm has worn off.

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Change will only be successful if it becomes self-sustaining and spreads to all parts of the organisation. This can by no means be taken for granted: often attention switches to new projects, new people take over without the background and funding stop.

Special considerations of Change Management Best Practice

Its paramount that when Team leaders are considering what type of change management system to be employed, Organisations must carefully outline the type of change management system they want to implement. Should it be Top down? Tackling risk-aversion? Fast? Slow? From operational experience, there is no one single best way of managing organizational change, since much depends on the context of the organisation. Below is a basic a range of organisations Apex has chosen to illustrate some key strands of change management. Often a big name is credited with a well -publicized change, but its continuation and widespread success is down to the development of a widely dispersed group of leaders:
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Changes at Nissan
When faced with implementation of organizational change to revive Nissan from 1990 onwards, the new CEO Carlos Ghosn2 faced insurmountable challenges that did not involve cost cutting or the loss of jobs to achieve improvements. Instead, Goshn expanded and deepened solely on existing employee capabilities and enhanced knowledge and communication base of the organisation. At first he brought in a small team from his old company, Renault, to coach and encourage change across business functions, and as such did not force change on employees in a

http://investing.businessweek.com/research/stocks/people/person.asp?personId=752502&ticker=NSANY

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top-down, unexplained style. This proved to be extremely helpful and he was able to report success whim a noticeable period.

Changes at Apple
Apple is an easily recognizable organization that has seen long term success due to the application of change management technics that have seen the organization stand tall amongst her competitors. But what has made Apple handle considerable change with long term success? Steve Jobs 3 tends to get all the credit, but success has been achieved through building into the culture learning from past successes and failures and embedding a strongly innovative culture. The company has welldeveloped skills in matching awareness of consumer trends with a well-diversified product mix and successful marketing, coupled with sound management of its supply chain. Apple's revolutionary products, which include the iPod, iPhone and iPad, are now seen as dictating the evolution of modern technology. Pragmatically, Steve Jobs instigated Apple's success in the 1970s, and he is credited with revitalizing the company in the 1990s. Using a new management team, he
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altered stock options and a self-imposed annual salary of $1 a year, Jobs put Apple back on track. His ingenious products such as the iMac, effective branding campaigns, and stylish designs caught the attention of consumers once again. Change management was implemented by developing an organizational culture (DNA) that consisted on competitor awareness and employee product knowledge couple with regular training.

http://www.biography.com/people/steve-jobs-9354805

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Sue Ryder Care

Sue Ryder4 is a long-established, national charity providing health and social care services in local communities. Financial crisis and a changing need for more local care provision weighed heavily on the new CEO. This organisation used in-house to understand more about the necessary change and to gain commitment, the organisation started by adopting a key principle of active listening, for example kicking off with a staff conference to discuss the realities. A new leadership team was brought in and some staff left, but most staff were committed to radical change as a result of the extensive listening and consultation. New skills and approaches have helped present a whole new image and practice, visible through the local organization. The application of 360 degrees peer consultation developed that saw employee involvement in the change that was required to be undertaken. This was employee driven with new solid teams built to strengthen improvement.

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http://www.sueryder.org/

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Conclusion
While there are numerous approaches and tools that can be used to improve the organization, all of them ultimately prescribe adjustments to one or more of the four parts of the organization ie Process, Systems, organizational structure and Job descriptions. Change typically results as a reaction to specific problems or opportunities the organization is facing based on internal or external stimuli. While the notion of 'becoming more competitive' or 'becoming closer to the customer' or 'becoming more efficient' can be the motivation to change, at some point these goals must be transformed into the specific impacts on processes, systems, organization structures or job roles. This is the process of defining 'the change'. Team leaders can and should take a strong role in change, guided by their confidence in the importance of its contribution. The management of change is undoubtedly complex, with no hardand-fast rules or precedent to absolutely rely upon. However, line managers can be leaders of change and support their organisation throughout the whole of the process. When employees listen
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to a senior management high-up selling them change, they appear to accede, but quietly resist. Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Due to the growth of

technology, modern organizational change is largely motivated by exterior innovations rather than internal moves. Team Leaders play an essential and pivotal role in change management. They are expected to set an example, energies others, monitor, review and reward progress

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References and Bibliography

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Galpin, Timothy J. (1996).The Human Side Of Change. San Francisco, California: Jossey-Bass Inc., Publishers, Heller, Robert. (1998) Managing Change. New York, New York: DK Publishing, Inc.,.
IBM (1980). A Management System for the Information Business. White Plains, New York: IBM. IBM Global Services (2003). "IBM and the IT Infrastructure Library" (PDF). Retrieved 2007-12-10.

Kanter, Rosabeth Moss, Barry A. Stein, and Todd D. Jick. (1992).The Challenge Of Organizational Change. New York, New York: The Free Press, Kanter, Rosabeth Moss. (1983).The Change Masters. New York, New York: Touchstone,

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Kanter, Rosabeth Moss. (1989) When Giants Learn To Dance. New York, New York: A Touchtone Book,. Kirkpatrick, Donald L. (1985).How To Manage Change Effectively. San Francisco, California: Jossey-Bass Inc., Publishers, Kotter, John P. (1996) Leading Change. Boston, Massachusetts: Harvard Business School Press, Kotter, John P. and Dan S. Cohen. (2002)The Heart Of Change. Boston, Massachusetts: Harvard Business School Press,. Lippitt, Gordon, Petter Langseth, and Jack Mossop. (1985).Implementing Organizational Change. San Francisco, California: Jossey-Bass Inc., Publishers,
Schiesser, Rick, (2002) . IT Systems Management. New Jersey, Prentice Hall. ISBN 0-13-087678-X

Scott, Cynthia D. and Dennis t. Jaffe. (1995).Managing Change At Work: Leading People Through Organizational Transitions. Menlo Park, California: Crisp Publications, Inc., Skarke, Gary, Butch Holland, Bill Rogers, and Diane Landon. (1995).The Change Management Toolkit: A Step-By-Step Methodology For Successfully Implementing Dramatic Organizational Change. Second Edition. Houston, Texas: WinHope Press, Smith, Douglas K. (1996).Taking Charge Of Change: 10 Principles For Managing People And Performance. Reading, Massachusetts: Addison-Wesley Publishing Company.

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