Essays on Managing People in Times of Global Change Literature review

Download full paperFile format: .doc, available for editing

The paper "Managing People in Times of Global Change" Is a great example of a Management Literature Review. According to Gallivan et al (1994), incremental change, therefore, can be perceived to have a small impact on the organization. The incremental method entails partial modification and adjustment to the present products, procedures, norms, structures as well as knowledge while radical change implies remarkable improvements. It is for that matter that I will consider the radical approach since it will help bring the desired state by the Minister of Finance. This level of change is associated with the intensity as well as the degree of the implications change is expected to produce over the concerned individuals (Williams, 2010, p.

248). Radical change is best since it will help the organization in attaining its objectives easily compared to the incremental approach which takes a long time. The radical approach will ensure that the organization attains its objectives easily compared to an incremental approach, which takes more time, and in the end, one can easily veer off the track but in the radical approach one cannot easily veer off the track though it comes with various setbacks that require competent management team for its effective implementation.

Radical changes seriously change and have a great impact on the current situation, therefore, it will be resisted and feared by a majority of the employees (Nilsson, Tolis & Nellborn, 1999, p. 48). Advocates of the rapid change argue that when change is rapidly implemented it can aid employers to counterbalance as well as contrast employees resistant to change hence leaving little room to hindrance (Rogers, 2009, p. 64). Considering this perception, circumstances, which the probationary time of the change is short, will make easy to change to be able to pass it.

Yet over a short time frame, it is less certain that resisting forces could gather in order to contrast change effectively, in fact, individuals require more time before gathering while the change that has been proposed could impend personal interests and get detrimental implications over the status quo, therefore making them shift from the comfort zone. On the same point taking a different viewpoint, advocates of an incremental approach to change enforcement profess that taking a long time to introduce change would ensure that change a longer trial time frame which one can identify miscalculations, anomalies as well as amend accordingly (Stonehouse & Houston, 2013, p.

206). According to McGeorge & Zou (2012, p. 71), reengineering which is a result of a radical approach can be instrumental in bringing about rapid changes in an organization. Various explanations have considered the important rethinking as well as a radical redesign of a business process to get considerable improvements in quality, cost, speed, service, and cost.

Often, reengineering necessitates that mangers begin from scratch when thinking about how work ought to be done, how people and technology should interact as well as how work in the organization needs to be structured. Human resource issues are fundamental to these decisions. Firstly, reengineering necessitates that managers develop an environment that will instigate change in an organization (Lussier & Achua, 2001, p. 282). Secondly, reengineering attempts are dependent on an effective communication process as well as leadership. Thirdly, reengineering necessitates review as well as modification of administrative systems.

Selection, training, job descriptions, career planning, compensation, performance appraisal as well as labor relations are candidates for change to encourage reengineering efforts. Some of the efforts that can be implemented to improve the Republic of Tuva Tax Inspectorate.


Allen n.d, Launching new ventures: An entrepreneurial approach, Cengage Learning, Mason.

Bohlander, G & Snell, S 2010, Managing human resources, Cengage Learning, Mason.

Bragg, S 2011, Risk management: Foreign exchange, John Wiley & Sons, Hoboken.

Condey, S 2010, Handbook of human resource management in government, John Wiley & Sons,

New York.

Carysforth, C 2004, Certificate in administration level 3 student book. Heinemann, New York.

Grobler, P & Warnich, S 2006 Human resource management in South Africa, Thomson

Learning. London.

Lussier, R & Achua, C 2001, Management effectiveness: Developing leadership skills, Thomson

Learning, London.

Mathis, R & Jackson, J 2011, Human Resource Management: Essential perspectives, 6th ed

Essential perspectives, Cengage Learning, Mason.

McGeorge, D & Zou, P 2012, Construction management: New directions, John Wiley & Sons.


Morris, G 2006, In pursuit of leadership, Leadership Dynamics, London.

Nilsson, A., Tolis, C & Nellborn, C 1999, Perspectives on Business modeling: Understanding

and changing organisations, Springer, New York.

Paludi, M 2013, Psychology for business success (4 volumes), ABC-CLIO, Santa Barbara.

Petty, J., Palich, L & Moore, C 2009, Small business management: Launching & growing

entrepreneurial ventures, Cengage Learning, New York.

Preissl, B., Haucap, J & Curwen, P 2009, Telecommunication markets: Drivers and

impediments, Springer, London.

Robinson, J 2012, Bankruptcy of our nation (revised and expanded): Your financial survival

guide, New Leaf Publishing Group, New York.

Rogers, D 2009, Mayoral control of the New York City schools, Springer, New York.

Schneeman, A 2012, The Law of corporations and other business organizations, 6th ed. Cengage

Leaning, New York.

Stonehouse, G & Houston, B 2013, Business strategy, Routledge, London.

Thomsett, M 2013, Getting started in stock investing and trading, John Wiley & Sons, New


Williams, C 2010, Management, Cengage Learning, Belmont.

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