Secondary Assignment - Research Paper Example

? Secondary Research Assignment Lines, R. - Influence of participation in strategic change: resistance, organizationalcommitment and change goal achievement Thesis: Analyze the influence of participation in strategic change, resistance to change, organizational commitment and goal achievement. Hypothesis: Inclusiveness in the initiation and implementation of change leads to motivation towards goal achievement and reduction of resistance to change (Lines, 2004). How the hypothesis was tested: Historical reference and testing and evaluation of change existing theories. Summary: Change is inevitable for growth and development of an organization. This article outlines the aspects of change, the logistics of initiating and implementing the change. Lines (2004) outlines the benefits that accrue to people when they take part in a number of activities pertaining to change in organizational operations. These benefits include the enhancement in decision making with regard to the change variables. It also highlights timely responses required when change takes effect. In addition, the article highlights the effect of change processes in aspects of life like social environment. The claims of Lines in this article have been supported by renowned scholars; hence, they are reliable in practical application. Critical Evaluation The article failed to exhaust all variables of the change process. For instance, communication factor was not discussed, yet it is a critical variable in order for communication to take effect. The strategies of managing change were not highlighted; hence, the article did not give full information concerning aspect of change. The reason for choosing the three articles is because they contain information on the influence of participation on strategic management. The authors have written their ideas in a logical manner that makes a reader able to comprehend the concept easily. The reason for starting with article “Strategic change: The effects of founding and history” is because it analyzes the concept of participation on strategic management than the others article. The article “Understanding power: bringing about strategic change” comes second because the author has used simple language and arranged the concepts in a logical manner. “Public participation in corporate planning—strategic management in a Kibitzer's world” comes last because the author has failed to elaborate the major concepts necessary for a reader to understand the concept. Boeker, W. - Strategic change: The effects of founding and history Thesis: Analyze the initiation and implementation of strategic change within an organization. Hypothesis: Change is inevitable within an organization; hence, participation of all stakeholders in its implementation is crucial. How the hypothesis was tested: Testing theories were used to affirm the hypothesis. Summary: The participation of all stakeholders in initiation of change is relevant in the modern change scenario. This gives the readers appropriate information regarding importance of change, the effects and shortcomings of change. For instance, managers from different organizations were included; hence, the management got insight into many management issues concerning change. The participation in change processes is related to the organizational development and overall organizational goal achievements (Boeker, 2009). On the other hand, the participation in change is not related to the lack of co-operation from subjects of change. Positive effects of change occur as a result of the synchronization of planned change and the culture of the organization. Moreover, the personal goals of the people affected by change determine the success of any change initiative. The article also highlights that the incorporation of members of an organization in the general change processes leads to the achievement of the organizational objectives. This is because the effects of change are understood; hence, organizational change is supported by the very people whom change affects within the organization. This involvement of the workforce in creation of change within the organization leads to the acceptance of change among the stakeholders of organization. This involvement leads to synergy which enhances motivation and productivity in an organization. These are the benefits which accrue from full implementation of change in an organization. Critical Evaluation The article reveals that change is synchronized with the organizational social and ethical values before implementation. Some aspects of change are not readily acceptable; hence, the contribution of people in the creation and implementation results to acceptability of change in an organization. This article was selected because it offers insight into the effects of change and brief history of change. Hardy, C. - Understanding power: bringing about strategic change. Thesis: Establish how power contributes in fostering strategic change. Hypothesis: Power enhances participation in fostering of strategic change in organizations. How the hypothesis was tested: Research and theories on power were used for hypothesis testing. Summary: Change is subject to resistance by people who wish to stick to the status quo. Resistance to change is caused by lack of understanding of the negative and positive effects of change. The agents of change may also contribute to lack of advocacy for change. In addition, fear of the unknown among the members of society who object to change results in resistance to change. The performance of the workforce may not match the expected target results after change has occurred. Employee involvement in change creation and implementation leads to sound decision making with regard to the social, economic and political environments. Critical Evaluation Inclusiveness in strategic change creation and implementation serves as a cheap source of ideas because the contribution of many people is considered before a decision is made. This initiative also provides networking to the organization which enhances the implementation of the change within an enterprise. This owes to the fact that networking helps in acquisition of crucial information with regard to decision making. According to Hardy (2007), strategic change in an organization determines the going concern of an organization. Participation in the change process is favored in republics which practice democracy in governance as opposed to one-man rule scenario in some countries. This article was chose owing to the fact that it offers more information with regard to initiation and implementation of change. Dill, W. R. - Public participation in corporate planning—strategic management in a Kibitzer's world. Thesis: Find out how public participation in strategic management affects corporate planning. Hypothesis: Incorporation of the public in strategic management enhances informed corporate planning process. How the hypothesis was tested: This hypothesis was tested through researches carried out on the subject. Summary: The participation of stakeholders in the change process serves as a career growth and development opportunity because change causes restructuring and redesigning of jobs and tasks. This will result in the expansion of tasks performed by the employees and the increase of the tasks to be performed by each employee. This creates satisfaction among the employees because of career advancement, which leads to acquisition of more skills. This makes them more relevant and marketable in society. The organization’s management is required to respond positively to the contribution of the workforce concerning the change instituted. Management will succeed through adoption of the divergent ideas obtained from the employees. This will give the folk a sense of belonging to the organization and will promote the change. This eventually will make its implementation easy. This article has proved to be quite informative to the organizations and corporate world. This is because of the insight it gives into subjects with regard to the need for organizational change, the effects of change and the causes of resistance to change (Dill, 2006). This has enhanced growth and development in organizations where change has been embraced by the workforce and other stakeholders. This initiative has also led to the need for research on the variables of change in order to adopt an appropriate version of change. The workforce responds positively to call for change because they participate in the change process. This participation provides them with self-confidence and a feeling of control of their area of work. In addition, this offers them a chance to put into practice the ethical values of democracy and transparency. This also gives them a sense of autonomy in their work. This enhances management by employees and management by acceptance principles. Perceived increase in control, independence and in the opportunity to exercise democratic values at work (Dill, 2006). Participation in the change process convinces the subjects of change that change is inevitable and profitable. This enhances the implementation of change in leadership, mode of working, time of work, etiquette, and resource management and other aspects within an organization. The freedom to participate in the change process can result in difficulty in decision making in the change process and, hence, waste of time. In addition, management is tied to the core objectives of the organization; thus, it will not compromise these objectives in favor of the employees’ personal goals with regard to change. Critical Evaluation The article has not covered all aspects especially the social cultural factors which determine the effectiveness of change in the organization. Furthermore, there arises a conflict between the personal goals of the subjects of change and the overall objectives of the organization with regard to change. This article was selected because it highlights the effect of strategic change in corporate planning. This gives insight into the inclusivity in the corporate setting. These articles have been ranked in the order of their applicability and relevance to the participation of organization stakeholders in initiation and implementation of strategic change. References Boeker, W. (2009). ‘Strategic change: The effects of founding and history’, The Academy of Management Journal, 32(3), pp. 489-515. Dill, W. R. (2006). ‘Public participation in corporate planning—strategic management in Kibitzer's world’, Long Range Planning, 8(1), pp. 57 – 63. Hardy, C. (2007). ‘Understanding power: bringing about strategic change’, British Journal of Management, 7(1), pp. 3 - 16. Lines, R (2004) ‘Influence of participation in strategic change: resistance, organizational Commitment and change goal achievement’, Journal of Change Management, vol. 4, no.3, pp. 193-215 Read More