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ERIC Number: ED394564
Record Type: Non-Journal
Publication Date: 1996-Feb
Pages: 8
Abstractor: N/A
Reference Count: N/A
Exploiting Instability: A Model for Managing Organizational Change.
Frank, Debra; Rocks, William
In response to decreased levels of funding and declining enrollments, increased competition, and major technological advances, Allegany Community College, in Maryland, has developed a model for managing organizational change. The model incorporates the following four components for effective transition and change: conceptualization; communication; commitment; and control systems. Conceptualization involves understanding that the different parts of the organization are integrated into a whole and recognizing that change perceived as negative for one area may actually be positive for the college. Cross-college representation on most committees and task forces provides individuals with the opportunity to view change from others' perspectives. The second component, active, two-way communication, is a powerful adjunct to traditional communication and can help make change happen. Effective communication is a prerequisite to changing attitudes and behavior and vital to fundamental organizational change. The third component, the commitment of all personnel to strategic planning and their input in that process, is an integral part of organizational growth and development. Any hope of commitment to change, however, must begin with frank discussion of possible causes of resistance and change. Finally, management systems and support services that are dedicated to managing change and monitoring progress in the change process must be created. Organizational leaders should be sensitive to managing change and deploying resources and expertise to assist in transitions. (TGI)
Publication Type: Reports - Descriptive; Speeches/Meeting Papers
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A