Essays on Participative Management and Its Influence on Organizational Change Assignment

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The paper "Participative Management and Its Influence on Organizational Change" is a perfect example of a Management Assignment. Change management is a process through which organizations implement the desired changes to the organization structure and culture in line with the organization's strategy. Since change involves a diverse group of employees of different hierarchies and character, it is bound to cause conflicts. This paper studies the case of change management at HIA and how the resultant conflicts were handled by two employees. Q1 (i). What do you think caused Deborah to react in such a manner towards Melinda? Deborah’ s reactions might have been caused by fear and uncertainty that accompanies change especially when it is not implemented properly.

From the narrative provided, it can be deduced that the organization did not engage employees in designing the change program. Participation has been associated with positive outcomes in change management as it helps maintain the psychological contract between the employees and the organization during the change process. Breaking this contract might have caused her stress and this was her way of expressing her disgust (Waters-Marsh, et al.

2008). Participation would have identified her as one of the losers of the change process and this would have informed strategy in change implementation. Having Deborah identified as a source of resistance early would have helped design a change implementation process that would have ameliorated the impact of the change on her relationship with Melinda. Consequently, the design adopted would have been one that would reduce the power gap between Melinda and her to a minimum since power gaps are associated with change resistance (Waters-Marsh, et al. 2008). Another possible reason for her negative reaction is linked to communication.

Internal communication is essential to a successful change process. It is clear this did not happen at the design stage of the change process as what employees got was equivalent to a circular. Literature is very clear on change-related communication as an integrated process, which is different from routine information circulation processes. Communication averts employee cynicism towards change and channels their energies towards the successful implementation of the process (Manning, and Robertson, 2004). Due to the uncertainty associated with change and the accompanying behavioral and psychological reactions, organization executives should be extra cautious in choosing the mode of communicating change.

The method of communication used should clearly inform employees of the implications of change and should put them in a frame that is receptive to change. Effective communication creates a sense of togetherness among employees and enhances employee loyalty (Manning, and Robertson, 2004). A relational approach to communication arouses employee loyalty and makes them be more responsible corporate citizens. This improves employee commitment and satisfaction with change. It is clear that the above communication process did not happen, and this might have caused the negative reactions demonstrated by Deborah towards her supervisor. Q1(ii) Do you think these reactions were justified It is hard to classify her reactions as appropriate as they are rooted in maintaining the status quo, which might be harmful to the organization's long-term strategy informed by the prevailing macroeconomic climate.

However, one can always try to analyze the underlying problems promoting her reactions. To do this, the organizational shortcomings need to be identified (Manning, and Robertson, 2004).



Waters-Marsh, T. et al. (2008). Organizational behavior. (Sixth edition). Frenchs Forest NSW: Pearson Education Australia. ISBN: 9781442528550.

Manning, T. and Robertson, B., (2004). Influencing, negotiating skills and conflict-handling: some additional research and reflections. Industrial and Commercial Training. 36 (3): 104–109.

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Pardo-del-Val, M., Martı´nez-Fuentes, C. and Roig-Dobon, S., (2012). Participative management and its influence on organizational change. Management Decision. 50(10): 1843-1860.

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