Essays on Organisational Change, Change Stress, and Conflict Negotiation in Organisations Case Study

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The paper "Organisational Change, Change Stress, and Conflict Negotiation in Organisations" is a delightful example of a case study on management. This case study is about Melinda and Deborah who are former colleagues at the Housing Industry Association’ s (HIA) office at Brisbane. The organization is quite big with offices all over Australia in major capitals. Melinda had worked in the organization for 2 years as the secretary to the executive director while Deborah was the office manager and has worked in the organization for 15 years. The executive director of the organization visits the Brisbane office and chairs a meeting in which he announces changes in management where he informs Melinda of her promotion as the executive support manager.

This effectively puts Deborah under Melinda. Over time the relationship between the two starts getting sour as Deborah’ s freedom is curtailed by the new management. Melinda is adamant that Deborah has to conduct herself just like anybody else in the organization. Deborah feels that she should at least be given the freedom of coming in late for work and leaving early plus other privileges since she has worked for the organization for 15 years.

The idea of Melinda being promoted while she was not considered while in fact, she has worked in the company 13 years more than Melinda, does not sit well with Deborah. She starts badmouthing Melinda within the Brisbane office. Melinda tries so much to make Deborah understand she is answerable to David for everything that happens in the Brisbane office and as such cannot allow inefficiency and time wastage as it will reflect poorly on her.

Both colleagues are stressed by the new roles and responsibilities. When everything seems not to work, Deborah asks to be transferred to another role and department where she would not be meeting Melinda. Case analysis Organizational change Change always has a huge implication on organizational effectiveness. Any management willing to implement change should at least analyze the likely impact change will cause within an organization (Certo, 2011). Change can be implemented successfully only if the management adopts a participatory approach to instituting change in the organization (Vijande, Sanchez, & Mieres, 2012). This way all the parties, employees and the management will be able to discuss how change is to be implemented and in fact identify the need to change such that everybody within the organization owns the process and the results that come out of the change process (Robbins, Judge, Millett, & Waters-Marsh, 2008). Val, Fuentes, & dobson (2012) list some of the expected resistance to change factors in the organization especially in the implementation stage as: Political and cultural deadlocks would include such issues as Departmental politics, deeprooted values, forgetfulness of the social dimension of change, leadership inaction.

In our particular case, these factors are all present as a source of conflict between Melinda and Deborah. The two are victims of inaction by the management to foresee the kind of conflict that would emerge from the promotion of Melinda. Resistance to change goes through defined stages and the management should take note of this development and realize where they went wrong. It starts with disbelief and then anger followed by acceptance.

References

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Val, M. P., Fuentes, C. M., & dobon, S. R. (2012). Participative management and its influence on organisational change. Management Decision, (50)10 , 1843-1860.

Vijande.M., Sanchez.J., & Mieres.G. (2012) Organizational learning, innovation and performance in KIBS. Journal of management and organaisation, (18)6, 870-904

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