The paper 'Organizational Change Capacity in Dubai Government Sector" is a good example of a management case study. The complexities and dimensions of organisational capacity for change are challenging the growth capability of government sector organisations in Dubai, United Arab Emirates (Al-Khouri A 2012). A direct concern, therefore, is a need to explore the norm and attributes of organizational capacity for change existing in the government sector organisations and a statistical relationship between organisational capacity for change and organisational development. This research paper will generate actionable mechanisms on how to enhance the organisation’ s capacity for change in Dubai’ s local government based on an outline of the mainstream organizational literature on the organisational capacity for change and a survey of organisations in the sector.
The study will examine how government sector organizations can build sustainable change capacity and underlying relevant mechanisms or characteristics in building capacity for change. The study is guided by two research objectives: to identify the norm of organizational capacity for change, which exists and the attributes contributing to it especially for the local government sector, and to explore the relationships between organizational capacity for change and organisational development in the sector.
Corresponding research questions include: (i) what are the attributes that should be considered when enhancing the organisational capacity for change in the government sector in Dubai? And (ii) is there a statistical relationship between organizational capacity for change and significant organisational development in the entire government sector of Dubai? The study will use quantitative research methods) due to the descriptive and exploratory data needed to develop insight into organisation capacity for change and development. A quantitative approach will be the primary analysis method, where data will be collected directly using a questionnaire instrument to measure primary attributes.
Secondly, using statistical analysis of secondary data and company records, the research will examine the relationship between organizational capacity for change and organizational development by investigating trends over the past ten years that shows organizational performance results through multivariate analysis, the correlation and regression between the two variables and the subsequent attributes of capacity for change. The study will contribute to clarifying the conceptualization of the concept of organizational capacity for change in the existing literature.
Inconsistency with the research objectives, the study aims to underscore the attributes that could lead to a dynamic capacity for change, by looking at dynamic capabilities, areas of significant strength, and areas of improvement within the various government departments. The aspects explored are based on the premise those that sustainable change capacity is based on three primary attributes, namely: resources, learning, and infrastructure. The study will further present a discussion and reflection on the status of capacity for change in local government in Dubai, looking at what effects, if any, that the change capacity has had on existing capabilities, or on the development of new ones.
A framework for understanding the status of capacity for change, as it is manifested in local government is expected to be developed. Research paper: Organisational capacity for change and development Building capacity for change involves promoting the ability of an organisation to effectively navigate a range of changes in reaction to expectancy of the ever-changing market conditions, competitive pressure, social conditions, and market demand (Gravenhorst et al 2003). Organisational capacity for change calls for focused intervention at the understanding and acknowledgement of divergent approaches to change (micro), instituting a change that promotes the effective use of resources (meso), and lastly creating a culture that facilitates organisational change.
Therefore, creating capacity for change requires a systematic approach that enables the organisation to tap into the human resource’ s natural capacity to change and establishing it as a part of organisational life (Andriany & Djumahir 2013).
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