This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus on facilitating learning, not imposing training." (Chapman, p. 1) It is conceivable that an appeal to this approach might have spared much of the uncertainty that permeated Cutting Edge Paper during and after the changeover in ownership.
Another recommendation is for the opening of dialogue during the process of transformation so that leadership can become more attuned to the needs of personnel. It is conceivable that during this transformation and Cutting Edge Paper, some ambiguity might have been reduced if leadership had worked harder to attain a sense of the insecurities and uncertainties faced by personnel in moving forward. As the text by Waddell et al. (2011) indicates, "in all probability managers have their own intuitive approaches to bringing about change -- the change models they carry inside their heads. A personal theory of change would therefore include any assumptions, biases and paradigms that influence their beliefs about what should change and how change should occur. However, in order to successfully implement change, managers should at least be cognisant of various perspectives on change and the thinking that underpins them." (Wadell et al., p. 3)
The recommendation here above is a pertinent...
Ultimately, because employees at the most basic levels of a company will likely experience the implications of change most directly, their contentment and clarity will play a determinant role in the success for failure of a change process.
Chapman, A. (2009). Organizational Change, Training and Learning. BusinessBalls.com.
Corley, K.G. & Gioia, D.A. (2004). Identity Ambiguity and Change in the Wake of a Corporate Spin-off. Administrative Science Quarterly, 49(2).
Eisenberg, E.M. (1984). Ambiguity as Strategy in Organizational Communication. Communication Monographs, 51, 227-242.
Eustis, J. & McMillan, G. (1997). Technology Initiatives and Organizational Changge: Higher Education in a Networked World. CAUSE '97.
Huber, G.P. & Glick, W.H. (1995). Organizational Change and Redesign: Ideas and Insights for Improving Performance. Oxford University Press.
Malhotra, Y. (1993). Role of Information Technology in Managing Organizational Change and Organizational Interdependence. Brint.com.
McNamara, C. (2010). Organizational Change and Development. Free Management Library.
MindTools. (2010). Kotter's 8-Step Change Model. Mindtools.com.
Randall, J. & Proctor, S. (2008). Ambiguity and ambivalence: Senior managers' accounts of organizational change in a restructured government department. Journal of Organizational Change Management, 21(6), 686-700.
Teram, E. (2010). Organizational Change Within Morally Ambiguous Contexts: A Case Study of Conflicting Postmerger Discourses. Journal of Applied Behavioral Science, 46(1), 38-54.
Waddell, D.M.; Cummings, T.G. & Worley, C.G. (2011). Organisational Change:
Development and Transformation (4th ed). Melbourne,…
Change Plan Effectiveness of the organizational change There are various questions that the leaders of the organization have to ask themselves such as what happened after the changes? Were the expected results got? What were results got that were unexpected? Did the performance of the organization improve? Did the performance decline? Do any adjustments need to occur? The changes that have been implemented should be reflected on the performance of the organization.
Organizational Change Brief Summary of Prior Work At IHRC there have been two elopement breaches, and this has resulted in a change in the elopement policy. Although the incidents were reported to the authorities in a timely manner, at issue is how IHRC can prevent another elopement incident from occurring in the future. There are currently two issues to be addressed in the organization's plan. The first is to prevent elopements and
Organizational Change and Stress Management How Change Agents Can Contribute to Change Resistance According to Hussey (2000), as far as effective management is concerned, change remains a critical aspect. It can be noted that through their actions or inactions, change agents in most cases end up contributing towards the very occurrence of resistance (Ford et al. 2008). To begin with, by breaking agreements before or during the change process, change agents make
The "bookends" of the model being organization work settings and members is accurate and pragmatic as well. In the authors' analysis of the conceptual models for understanding organizational change in chapter 8 illustrates the depth of his expertise in the academic field and his pragmatism at translating theory into results. It must have been the most challenging chapter of the book to write as it moves quickly between the theoretical
Organizational Change and Development This is an article on various aspects of change with special emphasis on the factors for change and subsequent OD activities. It has 11 sources. Change is invariable in any management setting though it is concerned with the whole organization or only certain key management roles. Even though change in any form is one of the most contentious issues to deal with, it must be said that change
Organizational Change Change anywhere is never easy, in fact most people in an organization usually have a difficult adjustment when it comes to that. However, it is a process that cannot be avoided, it must happen. An organization may have no other choice but to change. When this occurs, it is important to make sure that the employees are all on the same page and that this change is good and