...Advantages and disadvantages of organisational change Organisational change is usually good for any organisation because it can bring the fresh idea for the organisation. However, it also can be a challenge in any organisation if the strategy is not implemented properly. It will bring either the positive or negative effect to any organisation if use the change. Next we will discuss some advantages and disadvantages that can affect an organization. 6.1 Advantages of organisational change 6.1.1 Improved organisational performance The first advantage is improved organisational performance. (D’Netto et al, 2000) It can help the organisation to perform better. It may become higher productivity through use the advance in technology, training and other else. Besides that, the employees have more knowledge and pool of information about how to use machine or efficient use of the resources. For the example, the Toyota Company implement a concept which is JIT (Just in Time) to reduce the cost and promote the benefit of product (Likert, 2004). It is also the oldest and first way by Toyota and still uses it now. After that, Toyota add automation concept into management. They realize that Toyota way is also the most important change in Toyota’s management. So, they implement TPS which is Toyota Production System become philosophy of production management. 6.1.2 Flexibility The second advantage is flexibility (Mullins, 2010). That is because change can be implemented without heavy...
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...Organisational Commitment Richard McBain (2005) looks to define organisational commitment and concludes that although there is “no single definition of commitment”, he refers to Allen & Meyer’s (1990) three-component model and offers an explanation of those terms: 1. Affective commitment, “which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’ component “refers to the commitment based on the costs that employees associate with leaving the organization” Richard McBain (2005) also explores Swailes (2002) argument that measures of organisation commitment often seem to focus on the reasons for commitment, or its outcomes, rather than on the commitment itself. He also goes on to explore the research by Malhotra and Mukherjee (2003) where they test the importance of job satisfaction and organisational commitment on service quality and explore how commitment may influence the willingness of customer-contact employees to engage in discretionary efforts may reflect in the service quality they deliver. He goes on to comment on one of the key findings from Malhotra and Mukherje (2003) research; that affective commitment was more important than job satisfaction in determining the service quality of customer contact employees. Richard McBain (2005) goes on to conclude that “Service organisations should, therefore, strive to develop...
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...the degree of the relationship between transformational leadership and its effect on the employee’s positive self-esteem and organisational commitment. The presentation of the most important observations and insights in this report are based on the information gathered from a questionnaire. The questionnaire was administered and completed by the chosen work group of employees constituting a sample of ninety three individuals. As prior research and analysis in this field was limited to a generic employee group it was decided to further contribute to this field by investigating the differences in responses between male and female respondents. A literature review was conducted to assess and present the relationship between transformational leadership and the effect on employee’s self-esteem and organisational commitment. The impact of transformational leadership on the sample group has been assessed through statistical analyses of the extracted data (from the survey). The interaction between the following constructs were investigated: * Transformational leadership on positive self-esteem Results determined a poor correlation * Transformational leadership on organisational commitment Results found a marginal impact * Positive self-esteem on organisational commitment Results found a medium correlation * Transformational leadership on organisational commitment, with the mediating effect of positive self-esteem Results determined the greatest impact from this...
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...views on organisational culture theory: the benefits of a multiparadigm approach The purpose of this essay is to outline the advantages and disadvantages of robust debate surrounding the field of organisational culture. To achieve this, this essay presents the benefits of robust debate which has led to multiple paradigms surrounding the field of organisational culture within organisational theory. It will then be demonstrated how the effect of multiple paradigms produces various, ever improving research approaches, and different research methods which contribute insights that refute, support or extend current knowledge (Lewis & Kelemen 2002). When examined, these techniques provide a context for change within management practice using a multiparadigm approach. It has been observed by many researchers that a single paradigm is inevitably limiting when attempting to uncover certain facets within organisations and can obscure others (Schultz and Hatch 1996). The apparent discourse within organisational culture theory has exemplified organisational theory to the extent that Mingers and Brocklesby (1997) praised organisational studies for exemplifying and encouraging multiparadigm interests within other fields of research (e.g. physics, biology). The benefits of a multiparadigm approach is argued to offer a midpoint between the extremes of academic theory; this has been achieved in organisational culture by constructing consistent representations of the effect organisational...
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...views on organisational culture theory: the benefits of a multiparadigm approach The purpose of this essay is to outline the advantages and disadvantages of robust debate surrounding the field of organisational culture. To achieve this, this essay presents the benefits of robust debate which has led to multiple paradigms surrounding the field of organisational culture within organisational theory. It will then be demonstrated how the effect of multiple paradigms produces various, ever improving research approaches, and different research methods which contribute insights that refute, support or extend current knowledge (Lewis & Kelemen 2002). When examined, these techniques provide a context for change within management practice using a multiparadigm approach. It has been observed by many researchers that a single paradigm is inevitably limiting when attempting to uncover certain facets within organisations and can obscure others (Schultz and Hatch 1996). The apparent discourse within organisational culture theory has exemplified organisational theory to the extent that Mingers and Brocklesby (1997) praised organisational studies for exemplifying and encouraging multiparadigm interests within other fields of research (e.g. physics, biology). The benefits of a multiparadigm approach is argued to offer a midpoint between the extremes of academic theory; this has been achieved in organisational culture by constructing consistent representations of the effect organisational...
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...Change Management Organisations Title: Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don’t want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change’ may be used under different terms. Eg. When a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behavior. Leaders have to make sure that such individual behavioral change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems...
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...To what extent are people subordinated to systems and organisations in the 21st century? The purpose of the ensuing study is to critically evaluate the role played by individuals in organisations in the 21st century. The author aims to conclude the analysis with a logical and coherent explanation to the roles individuals play in organisation. Hence, for the purpose of this study, organisational life is dissected with the help of three distinct dimensions; effects of national culture on organisational culture, power and politics within organisations and psychological ownership. The study bases strong emphasis to the formulation of organisational culture and how it differs from national culture, it then moves on to specifically outline the culture of male dominated organisations and aims to address the issue of why there exists a culture of gender bias within organisations, and finally, with the help of psychological theories, the study aims to establish the outcomes of individual psychological emotions towards an organisation. With the help of the above, the study aims to reach a rationale on better understanding people and organisations by outlining the culture systems and roles played by the former in the latter. Kroebar & Kluckholm defined culture as: ‘a set of patterns, explicit and implicit, of behaviour acquired and transmitted by symbol, constituting the distinctive achievement of human groups, including their embodiment in artefacts; the essential core...
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...Change Management Organisations Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting...
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...Literature Review Introduction Through the inter-connection between change management, knowledge management and people management, the author believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees)...
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...[pic] Organisational Change Management in Stanley Works Introduction The change process of management in an organisation is not an easy task to implement and execute; especially, if the employee’s are already immune to the company’s existing organisational culture, practices, policies and standards. Waddell/Cummings & Worley (2011) cited in Lewin’s Change Process (2001) suggested that an evolutionary three phase theory would motivate people and cultivate newly acquired patterns of behaviour (Waddell/Cummings & Worley 2011). In addition, if the organisation is operating in diverse locations globally - the transition of change ideology to a state of equilibrium will be compounding. In this connection, the incumbent paper will discuss change of management implemented in Stanley Works Business Structure. The document will also contrast types of change adopted by Stanley works Australia (Andrews et al 2011 (p.1-7). representative of maintaining global competiveness and sustainability. The parent entity perspective will be highlighted and criticised as academic discussion to determine a structured adaptation of the four major components of the organisation; people, process, structure and technology utilised during transition. To improve the company’s ‘strength through structure’ the company’s performance would benefit from investing in collective intelligence, capability, competence and values, and in particular the adoption of a better marketing approach and methodologies...
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...CHAPTER 2 ORGANISATIONAL CULTURE Chapter 1 explored the background to and the motivation for this study, with specific reference to organisational culture and organisational commitment as the main constructs. In this chapter the concept “organisational culture” is explored in more detail. This chapter’s main focus areas include the following theoretical aspects of the concept organisational culture: background, definition, model, dimensions, development, change and management of culture. 2.1 THEORETICAL BACKGROUND TO THE CONCEPT ORGANISATIONAL CULTURE Social scientists have explored the notion of organisational culture as a perspective in organisational theory over the past decades. Brown (1998, p 2) states that “current interests in organisational culture stems from at least four different sources: climate research, national cultures, human resource management and from conviction approaches which emphasise the rational and structural nature of the organisation to be unable to offer a full explanation of organisational behaviour”. Research findings by means of organisational climate surveys that were conducted in the 1970s suggest that organisational culture seems to be a sophisticated approach to understand the beliefs and attitudes of individual members about their respective organisations (Brown, 1998). The origin of organisational culture from a national culture point of view is based, among others, on the work of Deal and Kennedy (1982). According to this view organisational culture...
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...(1.0) Introduction. Managing organisational change one believes is like running a household. There is going to be the members of the family who will resist the change and those who will embrace the change. It is said that managing organisational change involves processes and tools for managing the people within the organisational. It was necessary for Corus to have change management employed as there was the need for becoming more competitive and to reduce or even close the gaps between European competitors and themselves. This deemed to be the main reason behind Corus’s change. However, as you read along one goes in to more debt on organisational change and managing organisational change. (2.1) Why organisations change? When it comes to organizational change there are two main categories by which change transpire. These are internal reasons for change and external reasons for change. (1.1.1) Internal reasons for change. Internal triggers can often be seen as changes in response to influences in the organization’s environment. Table (1) Showing Internal Triggers of Change. Formation or disbandment of a labour union inside the company | Appointment of a new CEO or other top executive | Changing the administrative structures | Job redesign affecting many employees | Factory redesign or office layout | New IT equipment | New marketing strategy | Outsourcing | Layoffs | More resources to research and development department | ...
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...Introduction…………………………………………………………………………….......1 Organisational Development programs………………………………………………….2 Organisational Development Interventions…………………………………………...2-5 Reasons for Intervention…………………………………………………………………..6 Implementation of OD intervention……………………………………………………….6 What HRD Managers need to do to combat criticism…………………………………..6 OD intervention in General Motors – A case study…………………………………...7-8 Conclusion…………………………………………………………………………………8-9 References………………………………………………………………………………….10 Introduction In view of the increasing level of competition, technological advancement, the advent of the post economic effect of recession and many other challenges of the twenty first century; organisations have had to brace up in response to the challenge. In other to stay abreast; most organisations would normally use different approaches and strategies to have a competitive advantage. Those who are not able to cope with the pressure may run out of business, and those who have been able to soar higher have had to adopt a policy that proves productive to them. The decision makers in most organisations are always found brainstorming at each juncture with the aim of always “effecting change” even when this is capital intensive. Any organisation that is not able to respond to changes in the business climate may pay dearly for it. That is why organisational development interventions act as the crux of most meaningful changes. Though researches show that, it is a very...
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...whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS). Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction. Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment....
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...RESISTANCE TO ORGANISATIONAL CHANGE Introduction Resistance is a common reason for the failure of change initiatives. The subject is thus of extreme importance to management. This paper explores the contention by King and Anderson that a common theme in defining resistance is “a naïve and managerialist assumption that resistance is counter-productive – even irrational – behaviour which needs to be overcome” with an emphasis on organisational change. It begins by looking at organisational change and its managerialist perspective and then examines resistance in an organisational setting. It ends with suggestions on how resistance to change should be managed by organisations. What is organisational change? Organisational change can be described as the transformation of an organisation from a current state to another, desired state. In all definitions of change there is the emphasis on the alteration from one state to another (Goodman and Kurke 1982). This process can be either structured or unstructured and can be either incremental (an improvement on an existing state) or transformational (a total transformation to another state). Organisations themselves have been defined as “social arrangements for the controlled performance of collective goals” (Huczynski and Buchanan 1991) and Rogers (1962) defines change as an alteration in the structure and function of a social system. While no consensus exists as to why organisations change (Hughes 2010), it is generally accepted...
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