Is performance management merely a means for control

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Managing and Organising

Critically illustrate how empirical research can aid the management of change

While there a vast amount of literature of the importance of change and suggesting ways to approach it, there is very little empirical evidence to support the different theories (Guimaraes and Armstrong, 1998). In this assignment the research of a number of key authors will be reviewed in order to establish the usefulness of the information in understanding the management of change. Three key areas will be critically analysed; Culture and Commitment, Leadership and Downsizing. The objective is to illustrate whether empirical research can aid the management of change or not.

Change Management has been defined as "the process of continually renewing an organisation's direction, structure and capabilities to serve the ever-changing needs of external and internal customers" (Moran and Brightman, 2001:111). The need for change is often unpredictable and so it tends to be reactive and often triggered by a situation of organisational crisis (Burnes, 2004). Balogun and Hope Haileys (2004) report a failure rate of 70% of all change programmes initiated; this suggests that the theory written on change management does not help the management when implementing a change initiative.