Discuss about the Antecedents and Consequences of Negative.
One of the major challenges facing modern-day organizations is change management. These changes include globalization, acquisition of modern digital technologies and virtual connectivity, embracing new human resources information management systems among others. Change management is a discipline that enables the individual to transit smoothly and successfully to be able to adopt the new change (Lewis, 2016). While many of these changes usually bring about positive impacts to the company, most of the individuals do not easily embrace them because most of the people are status quo biased (Bolman, 2017). As a result, therefore, it becomes imperative to develop change management strategies. This paper reviews three articles concerning the subject and later critiques them.
The article goes by the name “Dominant, Emergent, and residual culture: the dynamics of organizational change.” It was published by Jane Bryson. The primary aim of the article was to was to “introduce a practical conceptual tool for analyzing the dynamics of cultural change in organizations.” In her article, Jane found that “the analysis framework identifies the paradoxes and potential tension of how ongoing development of the organization.” She says that that finding has been able to question as well as clarify in cases where choices need to be made (Kerzner, 2017). The paper was able to give an accessible and reflective approach and framework that brings about viewing an organization in different perspectives, i.e., the evolutionary, dynamic, contextual as well as nuanced organizational view (Buchanan, 2015). In the paper, the idea of Raymond Williams showed that the idea of a wider audience of an organization could be adapted to improve the accessibility of complex accounts of organization and culture.
The author of the article has taken much time to garner enough evidence to support the arguments in the paper. The methodology used, the relevant illustrations as well as the comprehensive analysis was up-to-date and made the paper more appealing, understandable and tangible (Grosser, 2016). The concept of the article, analyzing the cultural change in an organization is very imperative and usable in the modern day organizations because the problem tackled in the paper applies to the contemporary organizations. As a result, therefore, the article has contributed a lot in the shaping of the organizations that operate today (Kezar, 2016). Its insight can enable scholars, as well as other interested researchers, invest more in the subject for showing its importance as well as a flawless exploration of the same. While the paper has proven very imperative in the organization, it still has flaws that ought to be corrected. For instance, it looks ag organizational change in only the cultural perspective giving a blind eye to the political, economic and technical perspective. Therefore, it acts as an eye opener and not a complete research paper.
The title of the paper is “A theory of the effects of advanced information technologies on organizational design, intelligence and decision making.” It was written by George P. Huber from the University of Texas at Austin. The paper was aimed at “setting forth a theory of the effects that computer-assisted and design-aiding technologies have on organizational design, intelligence and decision making” (Ullrich, 2016). The paper focused on changes that are technology oriented that influence quality and timelines rather than those that affect the production of commodities (Meyer, 2016). The author found that there are two characteristics of information technologies that affect an organization. These are basic characteristics relating to the capacity of data storage, transmission as well as processing capacity and advanced characteristics properties which involve advanced technologies. The author concluded that organizational design, intelligence, and decision making is dependent on the exchange of information amongst the organization stakeholders. Organizational intelligence dictates the nature and the speed of decision making.
The article covers fundamental aspects of organizational change. Many organizations are suffering from none to help as a result of poor strategies in managing and understanding organizational change as a result of lack of enough knowledge (Kiefer, 2015). This paper has handled the critical aspect of organizational change because individuals ought to get an explanation on how information technologies affect the design, intelligence, and decision-making process. Wisely, the author has gathered enough evidence from other research papers, articles, and journals in the zeal of supporting the facts and arguments therein. The subject covered was imperative and relevant to modern day organizations because it focuses on the use of fast-growing digital technologies and virtual connectivity (Dyer, 2015).The only evident flaw of this paper is ignoring the productivity part of the organizational change which is the main aspect that keeps an organization moving by providing profits and necessary finance to run and manage an organization.
The article is titled internal journal of project management and its main aim was showing “that the integration of project management and organizational change is now a necessity.” It was written by Henry A. Hornstein. The author argues that use of projects in an organization brings about major changes that often lead to success (Buck, 2015). He further argues for the importance of “culture, self-management, people management as well as self-discipline, participatory decision making, customer focus and less bureaucracy.” The paper found that regardless of the increase in the efforts of identification of more social and psychological frameworks to project success, strategic change implementation has proven a real business problem which can hardly be focused by solely focusing on the project. He says that organizational change management is continuing to have a small representation the literature of project management (Betancourt, 2015). The paper concluded that “change is an inevitable consequence of project implementations” and that the change management affects the success of the project. As a result, it suggested that the competition between change and project managers is not productive and thus acts as a stumbling block towards the success of the project.
The author has covered a very vital topic that universally cuts across all organizations in the contemporary world. The fact that integration of organizational change and project management is very critical is an indisputable fact (Avey, 2015). One of the major reasons as to why most of the organizations are failing in the modern world is not establishing the importance of the integration. It is a key necessity in every organization because it provides a platform for organizational success (Cameron, 2015). The author has adequately supported the arguments in the paper with tangible evidence that is in a position to hold water. The author has reviewed several articles on the same subject, and the insight so acquired has shone light into the organization management world and given limelight and curiosity of further research to researchers as well as business scholars. Even though the paper is apparently comprehensive, it does not give clear guidelines on how to develop a framework or the approach to use to integrate both the project management and change management teams to bring about success. Such guidelines could have prompted immediate action from the organization’s organizational level.
Conclusion
From the literature review conducted above, it was evident that there are varying causes of organizational change. Similarly, there are some solutions as far as organizational change is concerned. The authors have shown the importance of change management for the success of an organization which is true. It has been found that organizational change is quite healthy in an organization because it promotes growth and diversification. However, organizations ought to develop workable strategies for managing the change to be able to benefit from it.
References
Avey, J., 2015. Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. The journal of applied behavioral science, 4(9), pp.52-67.
Betancourt, J., 2015. Organizational change management for health equity. Perspectives from the Disparities Leadership Programs, 6(4), pp.79-94.
Bolman, L., 2017. Reframing organizations. Artistry, choice, and leadership, 4(76), pp.56-78.
Buchanan, D., 2015. No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews, 45(9), pp.60-70.
Buck, T., 2015. Long-term orientation and international joint venture strategies in modern China. International Business Review, 5(8), pp.65-89.
Cameron, E., 2015. Making sense of change management. A complete guide to the models, tools, and techniques of organizational change, 65(9), pp.68-83.
Cook, S., 2015. Change management excellence. Using the four bits of intelligence for a successful organizational change, 6(34), pp.60-84.
Dyer, L., 2015. Studying human resource strategy: An approach and an agenda. Industrial Relations. A Journal of Economy and Society, 7(4), pp.98-106.
Gioia, D., 2017. Identity, image, and issue interpretation: Sensemaking during a strategic change in academia. Administrative science quarterly, 5(8), pp.45-81.
Grosser, T., 2016. Employee Perceptions of Network Change Following an Organizational Change. In Academy of Management Proceedings, 9(5), pp.54-78.
Kerzner, H., 2017. A systems approach to planning, scheduling, and controlling. Project management, 3(6), pp.56-75.
Kezar, A., 2016. Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations. ASHE-ERIC Higher Education Report, 6(9), pp.45-62.
Kiefer, T., 2015. Feeling bad: Antecedents and consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 4(67), pp.58-76.
Kuipers, B., 2016. The management of change in public organizations. A literature review. Public administration, 56(89), pp.45-49.
Lewis, S., 2016. Appreciative inquiry for change management. Using AI to facilitate organizational development, 5(8), pp.45-69.
Meyer, J., 2016. Employee commitment and support for an organizational change: Test of the three?component model in two cultures. Journal of Occupational and Organizational Psychology, 5(8), pp.56-89.
Ullrich, J., 2016. Continuity and change in mergers and acquisitions: A social identity case study of a German industrial merger. Journal of Management Studies, 5(8), pp.73-79.
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