Essays on Recent or Forthcoming Organisational Change Case Study

Download full paperFile format: .doc, available for editing

The paper 'Recent or Forthcoming Organisational Change' is a perfect example of a Management Case Study. Change management refers to a systematic process of dealing with both planned and unplanned change in the organization. (Law, 2006). Managers need to take special care when dealing with the major part of change management, which is dealing with the fear of or resistance to change in the workforce. (Law, 2006). The best strategy for dealing with resistance is usually one of communication, participation, encouragement, and support. (Law, 2006). Esuke et al (1993) assert that “ attempts to carry out programmatic continuing change through isolated efforts are likely to fail because of the effects of system context.

Organizations are systems, which mean that anything more than trivial and surface changes need to be seen as rooted in myriad features, and ultimately is an expression of the organization’ s character” . Consequently, the complex, intertwined nature of organizations makes change a difficult endeavor. (Esuke et al, 1993). The organization's character, or culture, therefore appears to be a critical element in determining whether change can occur. (Esuke et al, 1993). According to Kanter et al (1992) as cited by Esuke et al (1993), “ bottom-up” change is more likely to succeed in the long-term than “ top-down” efforts.

If we combine the concepts of organizational archetypes and the stickiness of existing practices, it appears that some types of organizations may be more conducive to change than others. (Esuke et al, 1993). In particular, highly bureaucratic organizations are more resistant to change than alternative structures. (Esuke et al, 1993). According to Kotter and Heskett (1992, pp. 44, 50) as cited by Esuke et al (1993), “ … nonadaptive cultures are usually very bureaucratic.

People are reactive, risk-averse, and not very creative. The information does not flow quickly and easily throughout the organization. a widespread emphasis on control dampens motivation and enthusiasm. In the firms with more adaptive cultures, the cultural ideal is that managers throughout the hierarchy should provide leadership to initiate change in strategies and tactics whenever necessary to satisfy the legitimate interest of not just stockholders, or customers, or employees, but all three” .

BIBLIOGRAPHY

Brignall S., Ballantine J. (1994). Performance Measurement in Service Business. International Journals of Service Industry Management. Vol. 7(1), pp 6-31. MCB University Press 0956-4233.

Cameron E., Green M. (2004). Making Sense of Change Management. Kogan Page London and Sterling.

Chang L. R., Garside P., Wait S., Morris Z. S. (2006). Policy Futures For UK Health. The Nuffield Trust For Research and Policy Studies In Health Services. Downloaded from http://books.google.com/books?vid=ISBN1846190037&id=ME4wtnKmmywC&pg=PA37&lpg=PA37&ots=POFk7Og6Jb&dq=business+environment+of+the+UK+health+Services&sig=Xlkvh6-qJ2D4p_P31oZC1e7j3vk#PPP1,M1.

Department of Health (2005). A workforce response to local delivery plans: A challenge for NHS Boards UK NHS

www.dh.gov.uk/publications

Esuke K. J., Lebas M. J., McNair C. J. (1993). Performance Meaurement in and international setting. Management Accounting Research. Vol. 4, pp 275-299.

Godwin N. (2000). Leadership and the UK Health Service. Health Policy. Vol. 51 Pp 49-60.

Law J. (2006).."Change Management" A Dictionary of Business and Management. Oxford University Press, 2006. Oxford Reference Online.

http://www.oxfordreference.com/views/ENTRY.html?subview=Main&entry=t18.e1099

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