Essays on Change in Management of Employees Case Study

Download full paperFile format: .doc, available for editing

The paper "Change in Management of Employees" is a great example of a case study on management. The main aim of the paper is to look at how an aspect of change in the management of employees. There is the need to look at the strands, which can help expound further the change and transition from one approach to another. In short, the main theme here is the process and not change itself. It will be of interest to practitioners to analyze and understand how managers in organizations have engineered change. From either position and indeed from outside both positions, there has been the need to analyze the value of the change process compared to the comment.

It has been found out that the change process is of equal and even of more importance than the content itself. Other questions have raised debate from time to time. One of the questions is the mechanism that has been used so that there seems to be diversity between companies and from within companies and even between different sectors. Questions have been raised on how managers have come to learn about new models in the course of organization management.

In this regard, it is a surprise that many managers have never considered this is an issue that warranted much thought and attention. There has been a need to know the role that management consultants have in the process of change (Greenwood, & Anderson, 2009). From experience, senior managers have been known to ask three questions concerning the same: how to intervene, where to intervene, and how the change can be maintained. Change is a must at one time or another in all organizations.

Change is driven by either internal or external forces. Once a need for change has been realized, management procedures for the same need to be put in place by the relevant stakeholders. At all points in time, there are needs to define a proper plan for the realization of its sub-goals. Change brings many advantages to the organization in question. It can be argued that one of the advantages that will be realized is the development of new skills and products that will see the competitive edge of the company rising in practice.

Change methodologies allow managers or any stakeholders in question to effectively manage change by applying proven procedures in practice.

References

Andrew, P, & Richard, W 1993, Managing change for competitive success, Elsevier, Sydney.

Butler, P 2009, “Non-union employee representation: Exploring the riddle of managerial strategy”, Industrial Relations Journal, Vol 40, Issue 3, pp. 198-214.

Buttigieg, D, Deery, S, & Iverson, R 2008, “Union mobilization: A consideration of the factors affecting the willingness of union members to take industrial action”, British Journal of Industrial Relations, Vol 46, Issue 2, pp. 248-267.

David, K, C, Kelvin J, H, & William, J, T 1996, Managing the change process: A field book for change agents, consultants, team leaders, and reengineering managers, McGraw-Hill Professional, New York.

Deery, S, & Iverson, R 2005, “Labor-management cooperation: Antecedents and impact on organizational performance”, Industrial and Labor Relations Review, Vol 58, Issue 4, pp. 588-590.

Dundon, T, & Gollan, P 2007, “Re-conceptualizing voice in the non-union workplace”, The International Journal of Human Resource Management, Vol 18, Issue 7, pp. 1182-1198.

Gittel, J, H, & Bamber, G 2010, “High- and low-road strategies for competing on costs and their implications for employment relations: International studies in the airline industry”, The International Journal of Human Resource Management, Vol 23, pp. 54.

Greenwood, M, & Anderson, E 2009, “I used to be an employee but now I am a stakeholder: Implications of labeling employees as stakeholders”, Asia Pacific Journal of Human Resources, Vol 47, Issue 2, pp. 2-10.

John Storey (1992, Developments in the management of human resources: an analytical review,

Blackwell Publishing, Oxford

Visser, J 2006, “Union membership statistics in 24 countries”, Union Membership, Vol 38.

Wilkinson, A, Baileym J, & Mourell, M 2009, “Editor’s introduction: Australian industrial relations in transition”, Industrial Relations Journal, Vol 40 Issue 5, pp. 358-371.

Download full paperFile format: .doc, available for editing
Contact Us