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Planned change and organizational success
Author(s) -
Nutt Paul C.
Publication year - 1993
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.4240020503
Subject(s) - planned change , interdependence , process management , plan (archaeology) , organizational change , process (computing) , business , change management (itsm) , operations management , knowledge management , computer science , public relations , marketing , political science , economics , archaeology , lean manufacturing , law , history , operating system
Planning identifies activities that create possibilities and change indicates the steps taken to implement a preferred plan. Recognizing the interdependency of of planning and changes is essential. In successful organizations, these activities are merged into a process that is managed by someone with authority. This paper discusses the benefits of ‘planned change’ and the difficulties that arise during planned change. Cases are used to illustrate essential steps in a successful planned change effort.