Organizational Change and Development - Essay Example

 Organizational Change and Development Introduction Organizational change is at the heart of contemporary organization research. Numerous theories were developed, to ensure smooth and efficient implementation of organizational change frameworks. It is no secret that leaders and managers view organizational change in entirely different ways. More important is the complexity of organizational change and change management. Apparently, there is a need to explore the relevance of multiple organizational change perspectives in more detail. Argument The proposed research builds on the assumption that organizational change is the concept with no clear boundaries and draws on a number of traditions and social science disciplines (Hughes 2006). The complexity of the organizational change phenomenon justifies the presence of multiple change management perspectives. Interpretation of the issue That organizational change is interpreted in a number of ways is a well-known fact. Much has been written and said about the various perspectives on organizational change and change management. The organizational change process is extremely complex. Generally, organizations apply to change, with the goal to transform and, consequentially, adapt to environmental changes (Stacey 1995). Organizational change is always rational and intentional (Stacey 1995). Most organization theories explain and confirm the variability of organizational characteristics (Hannan & Freeman 1994). The multitude of organizational change perspectives can be interpreted from a number of viewpoints. The causes and anticipated consequences of organizational change greatly affect organization attitudes to change. Environmental variables and the disciplines on which organizational change frameworks build matter a lot. The issue in question should be interpreted through the prism of the organizations’ values, missions, and performance principles. Most probably, past experience will lead to the development of new change perspectives in organizations. All these factors warrant examination and have to be considered in more detail. These factors will facilitate structuring the essay around several important topics. Proposed plan I. Thesis. The complexity of the organizational change phenomenon justifies the presence of multiple change management perspectives. II. Organizational change perspectives – a view from the bottom: identifying the causes and drivers of organizational change. III. The process of organizational change – how and why different organizations implement change. IV. Organizational change resources – different perspectives on organizational change as a reflection of resource availabilities and constraints. V. Organizational change and outcomes – why organizations introduce change and what they seek to achieve. The proposed research assumes that the complexity of the organizational change phenomenon and primarily responsible for the multitude of perspectives on change in organizations. This is why each and every aspect of organizational change, from causes to anticipated consequences, should be considered. First, the essence and implications of the organizational change phenomenon should be clarified. Second, different perspectives on the causes and drivers of organizational change will need to be explained, followed by the analysis of the organizational change processes and anticipated outcomes. In many instances, the multiple theories of change reflect the diversity of modes and ways to shape our understanding of the world (Grieves 2010). Grieves (2010) lists several important perspectives on organizational change: structural-functional, multiple constituencies, organizational development perspective, and critical theory of change. The proposed essay will rely on these and other perspectives, to produce a coherent vision of the organizational reality. The researcher expects that the essay will highlight the most important organizational change perspectives and justify the multiple perspectives approach to organizational change (Palmer, Dunford & Akin 2008). The findings will have far-reaching practical implications for the development of new change management frameworks, the distribution of power within organizations, and the relationships between various organizational change approaches (Boonstra 1998). References/ Annotated Bibliography Barclay, JM & Scott, LJ 2006, ‘Transsexuals and workplace diversity: A case of change management’, Personnel Review, vol.35, no.4, pp.487-502. The purpose of the paper is to explore the complexities surrounding transgender issues in the workplace. The authors discuss and analyze the effects of transgender changes on trust and discrimination at work. The article presents gender transition as an example of organizational change, which can be extremely useful in the discussion of various change perspectives. Boonstra, JJ 1998, Power dynamics and organizational change, Psychology Press. This is a special issue of the European Journal of Work and Organizational Psychology and a unique compilation of works on organizational change and organizational change perspectives. The issue provides valuable information on change management and different perspectives on power and its relation to organizational change. Feldman, MS 2000, ‘Organizational routines as a source of continuous change’, Organization Science, vol.11, no.6, pp.611-629. The author of the article claims that organizational routines are relevant drivers of organizational change. These routines present a unique perspective on organizational change. A new model of organizational change is proposed, based on the internal dynamics of organizational routines. Grieves, J 2010, Organizational change: Themes and issues, Oxford University Press. The book provides a critical appreciation of the organizational change phenomenon, its theoretical and practical implications. The book highlights and discusses the most popular change management and organizational change perspectives. The book exemplifies a unique balance of theoretical and practical knowledge and can become a relevant source of knowledge about organizational change. Hannan, MT & Freeman, J 1984, ‘Structural inertia and organizational change’, American Sociological Review, vol.49, no.2, pp.149-164. The paper discusses a population ecology perspective on organizational change. The paper discusses and clarifies the concept of structural inertia and its implications for organizational change. This knowledge can help to understand the essence and value of multiple perspectives on organizational change. Palmer, I, Dunford, R & Akin, G 2008, Managing organizational change: A multiple perspectives approach, McGraw-Hill Irwin. The book provides managers with theoretical and practical understanding of organizational change. The goal of the book is to move beyond best practices and facilitate access to multiple perspectives on organizational change. The book recognizes the tensions among various organizational change perspectives and supports managers in their pursuit of organizational change knowledge. Stacey, RD 1995, ‘The science of complexity: An alternative perspective for strategic change processes’, Strategic Management Journal, vol.16, pp.477-495. The author discusses two perspectives on organizational change – strategic choice and ecology. The paper also develops and evaluates a different perspective – the complex adaptive systems approach. Read More