The paper “ Uncertainty during Organizational Change - Types, Consequences, and Management Strategies” is a well-turned example of the literature review on management. Organizational change as a concept means the convergence of different trends that result in a paradigm shift within a given organization where the new order replaces the old order. It is as simple as changes happening in the respective operations of particular organizations. Management theorists explain the organizational change in different perspectives and derive arguments depending on the type of change (William et al. , 1995). The assertion that organizational change experiences irreconcilable differences in the western and eastern persecution is patently not true.
I disagree with this assertion asserted by theorists in management and beg to differ in this paper. The paper details how the western and eastern perceptions of organizational change merge and explain things similarly with one voice other than the contention that they are different. The paper looks into some of the similarities and correlations that exist between the two areas of concern regarding their perceptions of change. Giuseppe et al. (2000) define the concept of Organizational change as a concept in the management and Organizational studies field.
The description of the concept includes changes in experiences, beliefs, psychology, attitudes, and values of a particular organization. Another dimension defining the concept is, “ the changes in specific value collection and norm application that people and groups share in an organization setting and that are subject to controlling the way interactions happen between the members of the organization and the stakeholders of the organization” (William et al. , 1995). The concept may also apply as changes in ideas and beliefs about the description of goals that organization members should pursue and other respective changes in ideas about the appropriate standards of behavior in an organization setting in achieving the respective goals. In explaining organization change for both western and eastern concepts, there is no doubt that the two do not have any considerable differences in the context of need driven change.
In this view, it is apparent that the two conceptions are reconcilable as opposed to the theorists of their difference.
David, J. (2005). Employee Cynicism and Resistance to Organizational Change. Journal of Business and Psychology, Vol. 19, No. 4 (summer, 2005), pp. 429-459.
Elizabeth, H. et al. (2004). Uncertainty during Organizational Change: Types, Consequences, and Management Strategies. Journal of Business and Psychology, Vol. 18, No. 4 (Jun., 2004), pp. 507-532.
Giuseppe, L. et al (2000). A Grounded Model of Organizational Schema Change during Empowerment. Organization Science, Vol. 11, No. 2 (Mar. - Apr., 2000), pp. 235-257.
Michael, T. et al. (2003). Cascading Organizational Change. Organization Science, Vol. 14, No. 5 (Sep. - Oct., 2003), pp. 463-482.
Nancy, S. et al. (2002). Time to Change: Temporal Shifts as Enablers of Organizational Change. Organization Science, Vol. 13, No. 5 (Sep. - Oct., 2002), pp. 583-597.
William, P. et al. (1995). Modeling Internal Organizational Change. Annual Review of Sociology, Vol. 21, (1995), pp. 217-236.