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Change management is an approach to shifting/transitioning individuals , teams , and organizations from a current state to a desired future state. It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment or individuals in their personal lives. [ citation needed ] In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved. [ 1 ] Change management uses basic structures and tools to control any organizational change effort. The goal is to maximize benefits and minimize the change impacts on workers and avoid distractions. [ 2 ]
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William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician , professor , author , lecturer and consultant . He is perhaps best known for the "Plan-Do-Check-Act" cycle popularly named after him. In Japan , from 1950 onwards, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets) [ 1 ] through various methods, including the application of statistical methods. Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage.
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was an Austrian -born American management consultant , educator , and author , whose writings contributed to the philosophical and practical foundations of the modern business corporation . He was also a leader in the development of management education, and he invented the concept known as management by objectives . [ 1 ] [ edit ] Introduction Drucker's books, scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. [ 2 ] He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice.
There are so many tools and approaches that it can sometimes be difficult to see the bigger picture that guides the selection of different approaches, and how they interlink in practice. In particular there is a need to appreciate the concepts of complicated and complex in order to fully understand the context and landscape which leads to the choice of appropriate interventions that will address the issues of sustainability. An introduction to this topic is available as a posting - Complicated or complex - knowing the difference is important for program development, implementation and evaluation .