Question:
Aim: To develop a critical awareness of current factors affecting leading and managing people and to demonstrate how effective policies can add value to the business’ strategic goals.
Your Task:
Formulate a critical and constructive response to this manager in the form of a carefully considered e-mail (no more than 1,400 words) on ONE of the following topics (incorporating evidence-based argument to support your views and to advise what it all means):
- flexibility and the psychological contract;
- team-working;
- ethics and social responsibility;
- managing organisational change;
- managing a diverse workforce.
Solution:
Leading and Managing People
Introduction
The rationale for pursuing the leading and managing people course is based on its criticality as a fundamental attribute of a good manager. By pursuing the course, it would be ideal in assisting the learner in understanding the effectiveness of people management in supporting a broader goal of developing and sustaining organizations. This is since the course assists the learner in understanding the basic principles of employee behavior, an informed appreciation of the value of the human resource and the capacity of drawing the former and adding to the latter hence optimizing the employee performance within an entity. As noted by Sadikoglu and Zehir (2010), through a focus on the relationship between people management and organizational performance, it is possible to gain interesting insights regarding the complexities of people management in the changing environment. The areas of focus in the course include flexibility and the psychological contract, team-working, ethics and social responsibility, managing organizational change and managing the diverse workforce. In this report, managing change in an organization has been selected as the area of evaluation. According to Choi (2011), an organization change management is a framework established for facilitating management of issues linked to new business processes, changes in organizational structure or cultural differences of an enterprise.
Managing Change in an Organization
Literature Review and Background of the Topic
Adopting the definition of Oreg et al. (2011), organizational change is a process in which an entity shifts from their present state to some desired future state for increasing their effectiveness. This is mostly done to cope up well with all emerging changes in an entity environment. The types of change include developmental, transitional and transformational (Anderson & Anderson, 2010). Organizational change can consist of changes in areas of employee’s involvement, products or services, market served, interactions with customers or suppliers among others. This is evidenced by the contingency theory Battilana and Casciaro (2012) that hypothesize that the organizational structure plays a significant role in determining the effectiveness of employee management in their practice. According to Smith and Lewis (2011), in the modern practice, organizational change is critical to an organization and as such inevitable. This is prompted by existence of an increased competition and the need for having a strategic flexibility and adaptability of an organization. Additionally, Thomas et al. (2011) noted that the changes are found occurring across the spectrum and are inclusive of strategic, structural, operational, process and cultural changes. Hence, managing change in an organization by managers in the context of employee’s view remains one of the most significant factors. This is to all levels of management which is similar to the process criticality to employees in terms of embracing and surviving change. This is similar to Kubler-Ross Model (Smaldone & Uzzo, 2013) that demonstrates on five discrete stages illustrating a process in which people deal with tragedy and grief.
Critical change management theorists have reiterated the role of managers in change management. For instance, Sonenshein (2010) noted that managerial powers in change management are often circumvented through the adoption of euphemistic concepts such as leadership, governance, empowerment, communication, and motivation for a maximum performance of the employees. This can be supported by Appelbaum et al. (2012) who demonstrated Kotter’s 8 Steps of change and Lewin’s model of change noting that change flows from anxiety and denial, happiness, fear, threat, guilt and disillusionment, depression and hostility, gradual acceptance and moving forward.
Advantages and Disadvantages of the Topic According to Battilana and Casciaro (2012), the change management on employees involves multiple factors such as analysis of organizational……………………………………………………………………………………………………………………………..Kindly contact our team to receive guidance on this assessment in entirety tailored on your needs and satisfaction
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