A Change Management Challenge for Mongolia

By Shurchuluu Pagvajav-un.

Published by The Organization Collection

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

It is important for Mongolian organisations to adopt a different business model and implement more modern ways of working. Private ownership within the free enterprise system demand a better, more strategic approach with a strong focus on the marketplace.Productivity growth is an important vehicle for achieving Mongolia's economic and social goals.
The basis for any change program has been to provide organisations with a clear vision and strategic direction. It is the task of the change management program to deliver the organisations's vision and ensure that its goals are realised. Only once the organisation and its management understand where the organisation is going can the key strategic leverage areas be identified and appropriate goals be formulated. The change management programs were built on a parallel structure comprising a steering council, change management group and task forces. The steering council provides sponsorship and resources, the change management group orchestrates the program delivery and the task forces tackle specific improvement
initiatives such as adopting new organization structures, introducing new technology or reengineering key processes. Each key leverage area identified during the strategy formulation phase would be the responsibility of a task force headed up by a member of the change management group. In addition to the leverage areas, task forces would also be established in the areas of measurement, communication and planning. Specific improvement tools and techniques would be applied as appropriate. However, since change takes place in the affective domain, considerable attention was given to the social issues of cultural shift, motivation and organisational climate. Both the hearts and minds needed to be engaged. Results and benefits from our efforts towards implementing the change management programs have been reviewed with particular reference to productivity and performance, organisational climate changes and contribution to macroeconomic objectives.

Keywords: Change, Change Management Program/Initiative, Business Model, Productivity Growth, Steering Council, Change Management Group, Task Force, Affective Domain

The International Journal of Knowledge, Culture and Change Management, Volume 7, Issue 8, pp.77-86. Article: Print (Spiral Bound). Article: Electronic (PDF File; 793.311KB).

Prof Shurchuluu Pagvajav-un

Chairman & CEO, National Productivity and Development Center, Ministry of Industry and Trade, Ulaanbaatar, Mongolia

Born in 1949 in Mongolia. Dr.Sc, Prof. Member of Mongolian Academy of Sciences, member of Mongolian Engineering Academy, member of World Academy of Productivity Science, Fellow of Asian Productivity Organization (APO) from 1992, Chairman of APO (1997/1998), founder of National Productivity and Development Center Mongolia, and editor-in-chief of the national magazine Productivity News. Work experiences: In Ministry, Government Cabinet Secretariat, Council for Mutual Economic Assistance (COMCON), Mongolian Academy of Sciences, and as visiting professor. Recognition: State Order "Polar Star", APO National Award, The Walter Aigner Award of World Confederation of Productivity Science. Main scientific interests are in economics, management and productivity science.


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