Proposing a New Model for Organizational Change Management

By Ramsey Awad, Sue Sherratt and Marcus Jefferies.

Published by Change Management: An International Journal

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Article: Print $US10.00
Article: Electronic $US5.00

To remain competitive and relevant it is necessary for organizations to undergo constant change, yet two-thirds of all organizational change initiatives fail. This paper proposes the novel application of an Adult Mentoring Model which has been revised and extended to address this issue. The Adult Mentoring Model aims to create an environment that is both challenging and supportive for the effective mentoring of an individual. This paper proposes to extend this model by introducing a number of strategically aligned components that can deliver organizational change. The challenges are provided by the following four linked hierarchically-applied components: the case for change; key performance indicators and targets; data collection and reporting; and performance management and governance. To balance these challenges the following four components provide support during change: business process redesign; knowledge management; training and development; and reward and recognition. Maintaining a balance between sufficient support and adequate challenge provides a valuable structural framework for implementing organizational change. This paper’s revised mentoring model potentially provides a more practical and flexible solution to deliver successful change.

Keywords: Change Management, Model, Organization, Mentoring

Change Management: An International Journal, Volume 12, Issue 3, pp.17-28. Article: Print (Spiral Bound). Article: Electronic (PDF File; 432.809KB).

Ramsey Awad

Senior Lecturer, The School of Architecture & Built Environment, The University of Newcastle, Newcastle, NSW, Australia

Ramsey is currently a Senior Lecturer in the School of Architecture and Built Environment at The University of Newcastle with Bachelor degrees in Science (Architecture), Architecture and Construction Management. In 2007 he was Executive Director with Ernst & Young’s Government Advisory Practice delivering advisory projects specialising in government, health and major infrastructure. In 2004, Ramsey was appointed as Deputy Director, Health Service Performance Improvement Branch, NSW Health, responsible for managing system-wide improvement in the performance of NSW Health through the development and implementation of major initiatives focusing on Patient Centred Care. Ramsey was also appointed in a dual capacity as Deputy Director of the Clinical Services Redesign Program leading the development and implementation of NSW Health’s most critical performance programs driving major structural reforms in the provision of clinical services. Prior to this, Ramsey was the Development Manager for the Newcastle Strategy Program managing $500M in capital investment in new hospitals in the Newcastle region. Between 1998 and 2001 he was a Senior Project and Construction Manager for the Department of Public Works & Services, delivering high risk government projects in Sydney and Newcastle, including the Circular Quay Ferry Terminal Project, New Walsh Bay Theatre and the Hunter Health portfolio.

Sue Sherratt

The University of Queensland, Australia

Marcus Jefferies

The University of Newcastle, Australia

Marcus is a Lecturer in the School of Architecture and Built Environment and currently is the Course Coordinator for subjects such as Construction Procurement & Tendering; Contract Administration; and Project Procurement & Risk Management. His main areas of research are project management, sustainable procurement systems, and construction management education, particularly problem-based learning. He has published over 60 peer-reviewed papers relating to these areas, especially procurement, and has completed a Research Master’s Degree at Newcastle that focused on risk and success factors in the Build-Own-Operate-Transfer (BOOT) procurement approach. He completed an Australian Research Council (ARC) Linkage Project that investigated the high bidding costs of social infrastructure Public Private Partnerships (PPPs) with industry partners that included various private sector contractors such as Leightons, Thiess and Baulderstones. He is currently a Chief Investigator on a similar ARC-LP focusing on similar issues with research partners including QUT, University of Hong Kong and the various Australian State Treasury Departments. He is also a regular contributor to CIB Working Commission W92 'Procurement Systems', CIB Task Group TG72 'Public Private Partnerships' and is a journal manuscript reviewer for Construction, Management and Economics (CME) and Engineering, Construction and Architectural Management (ECAM). Prior to entering academia he worked in the construction industry as a Senior Site Engineer on the new Chek Lap Kok Airport in Hong Kong and as a Project Manager for various Construction Contractors and Developers in the UK.