Understanding the cost of change Function: A basis for using an effective small step change strategy

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contributor.author Pinto,Peter A. en_US
contributor.author Khumawala, Basheer M en_US
date.accessioned 2009-11-25T13:09:20Z en_US
date.available 2009-11-25T13:09:20Z en_US
date.issued 2005 en_US
identifier.citation Journal of Business and Economics, 2005, Vol. 11, Pages 3-14. en_US
identifier.uri http://hdl.handle.net/10576/8106 en_US
description.abstract This paper develops the cost of change function under the Continuous Improvement (CI) paradigm advocated by quality gurus such as Deming, Taguchi, and Shingo. CI is considered to be focusing on "frame bending" or minor changes while Organizational Change (OC) is considered to be focusing on "frame breaking " or major changes. The cost of change function is modified to be a discrete function incorporating a "monitoring" cost component and a "doing" cost element, which leads to a better understanding of the multiple tradeoffs: a) between the number of smaller steps to be taken to achieve the desired or planned change and the total cost of change, and b) between the total cost of change and the time needed to achieve the desired change. It is proposed to seek validation of the modified cost of change function by interviewing senior management personnel, who have project management and/or change management experience, such as managing six-sigma projects. en_US
language.iso en en_US
publisher Qatar University en_US
subject Business en_US
title Understanding the cost of change Function: A basis for using an effective small step change strategy en_US
type Article en_US
identifier.pagination 3-14 en_US
identifier.volume 11 en_US


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