Essays on Critical Evaluation of an Organizational Change Process Report

Tags: Evaluation
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The paper "Critical Evaluation of an Organizational Change Process" is a great example of a report on management. Multinational organizations are facing changing environmental dynamics in the market. As such, this increases the overall competition levels in the respective domestic and foreign markets. This has been further by the developing technology dynamics that have allowed for the venturing and establishment of organizations both on the online and physical platforms. Therefore, based on this analysis, organizations have resolved to execute changes in their management structures to ensure that they retain their overall market relevance and competitiveness.

In this case, one f the adopted strategic measures is the development of strategic, strong, and future-oriented organizational vision statements. An organizational vision statement is an expression outlining the future expectations of organizations. The statements are adopted s a guiding framework for both the internal stakeholders through guiding their operations. On the other hand, a vision statement offers expectation criteria for external stakeholders such as consumers and investors through developing a mind map on issues to expect from an organization. This essay develops a unique argument that organizational vision statements are used and defined as products for social construction.

As such, the essay develops a critical analysis and review of the usefulness and advantages of defining the visions as products of social construction. Reduce Resistance An organizational change process is influenced by two agent groups. On one hand are the internal change agents. These are the respective employees and organizational managers tasked with the mandate of executing change. On the other hand, are the external change agents who comprise the external organizational stakeholders namely the clients, suppliers, investors, and other regulators.

In order for the organization's change process to succeed it is imperative that the stakeholder's focus is harmonized through the development of an informative organizational vision. The process of change through an eminent and crucial organizational improvement process faces a wide range of challenges. In this case, as Dulewicz and Herbert (2000), while focusing on leadership development discussed, the fundamental and most common challenge to change application is resistance from all stakeholders both internal and external. In this regard, the resistance process is based on the need and human nature to desire for the retention of a status quo.

A review of the change resistance process in organizations illustrates that this emanates from a series of causative factors. On one hand, is the concept of insecurity. In this case, the change process is surrounded and includes the risk of facing the unknown. For instance, changing organizational systems may lead to employees’ redundancy or effects on prices and quality of the products. Therefore, this fear of the unknown and the subsequently developed insecurity leads to increased organizational change process resistance.

In addition, the ad of great concern is the resistance to change due to misinformation. In this regard, Doyle (2001) while discussing the change in high volatile organizations established that most of the stakeholders in organizations reject and resist change due to misinformation and miscommunications. In this regard, misrepresentation of facts causes panic and thus objections to resistances, forming the need for a social structure based vision statement to overcome it.

References

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Czarniawska, B. (1988). To Coin a Phrase: On Organizational Talk, Organizational Control and Management Consulting, Stockholm: The Economic Research Institute.

Doyle, M. (2001). Dispersing change agency in high velocity change organisations: issues and implications, Leadership and Organizational Development, 22(7), pp. 321-9.

Dulewicz, V. & Herbert, P. (2000). Predicting advancement to senior management from competencies and personality data: a seven year follow up study, British Journal of Management, 10(1), pp. 13-23.

Farnham, A. (2002). Managers as change agents, Journal of Change Management, 1(1), pp. 21-9.

Hays, J., Rose-Quirie, A. & Allinson, C.W. (1998). Senior managers' perceptions of the competencies they require for effective performance: implications for training and development, Personnel Review, 29(1), pp. 92-106.

Senge, P. (2002), "Illuminating the blind spot: leadership in the context of emerging worlds", Retrieved from www.dialogueonleadership.org

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