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

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

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dc.contributor.author Pinto,Peter A. en_US
dc.contributor.author Khumawala, Basheer M en_US
dc.date.accessioned 2009-11-25T13:09:20Z
dc.date.available 2009-11-25T13:09:20Z
dc.date.issued 2005 en_US
dc.identifier.citation Journal of Business and Economics, 2005, Vol. 11, Pages 3-14. en_US
dc.identifier.uri http://hdl.handle.net/10576/8106
dc.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
dc.language.iso en en_US
dc.publisher Qatar University en_US
dc.subject Business en_US
dc.title Understanding the cost of change Function: A basis for using an effective small step change strategy en_US
dc.type Article en_US
dc.identifier.pagination 3-14 en_US
dc.identifier.volume 11 en_US

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