Department of Culture and Information in Sharjah - Essay Example

Business Table of Contents Section 3: Quantitative analysis 3 Survey analysis 4 Findings for Organization Department of Culture and Information inSharjah 4 Findings for Organization 2: The Knowledge and Human Development Authority 16 Section 4: Interpretation and Recommendations 29 Reference List 30 Section 3: Quantitative analysis The quantitative analysis was executed with the help of questionnaire that was distributed among the low and to level management of both the organizations i.e. Department of Culture and Information in Sharjah and The Knowledge and Human Development Authority (KHDA). The marketing department of both the organisations are targeted as they are aware of the benefits and disadvantages of changes. The questionnaires are sent through email via an online link so that it becomes easy for distribution and analysis. About 100 questionnaires were distributed, which contains 12 straight forward questions. The questions were prepared in such a manner that it can clearly depict whether changes are required in an organisation and whether the managers are well aware and responsive to those changes. It is observed that about 80 questionnaires were duly filled while the 20 questionnaires are not taken for the analysis; within these 14 questionnaires were not dully filled and 6 were missing. Hence, 80/100 = 80% of the sample is considered for the analysis (Hair and Money, 2011; Gulati, 2009). Convenience sampling is employed in this case as the respondents are chosen because of proximity and accessibility. Here, the respondents are chosen randomly and the emails are sent along with the online link, where they will get the questionnaires. The questionnaires are sent to those managers and employees, who can be easily reached and does not have to go through an intermediary. Survey analysis Both descriptive and statistical analysis has been done for determining whether changes are encouraged in both the organizations. The analysis is divided into segments: Organization 1 and Organization 2. 50 respondents were chosen from each organization. Findings for Organization 1: Department of Culture and Information in Sharjah Figure 1: Major changes (Source: Author’s creation) From the above figure, it can be stated that the respondents of Department of Culture and Information in Sharjah have encountered major changes in their organizations. Figure 2: Familiarity to change management (Source: Author’s creation) From the above figure, it is evident that the employee and the managers of the respondents of Department of Culture and Information in Sharjah are well aware of the term change management. Figure 3: Understanding of the managers (Source: Author’s creation) The figure states that the managers, who are aware of the term change management, have the ability to identify the need for changes, which will improve the productivity Department of Culture and Information in Sharjah. However, few of the employees have stated that managers have resisted the changes and have not cooperated with the expectations and suggestions of the employees. Through the interview the managers of Sharjah Department of Information and Culture has depicted that they are concerned with the productivity of the organisations and individuals and does not concentrate on rating the efforts of the employees as they do not receive any holiday except the Ramadan. Hence, if changes are needed for the betterment of the organisations, the managers are positive about it (Hesse-Biber, 2010). Figure 4: Changes implement better outcomes (Source: Author’s creation) According to the figure, it is quite evident that changes in Department of Culture and Information in Sharjah provide better outcomes that are related to its productivity and that of the individual employees. Figure 5: Knowledge of changes and decisions (Source: Author’s creation) The figure indicates that the managers of Department of Culture and Information in Sharjah assure that the information regarding to any changes are communicated to the employees. Figure 6: Personally benefitted from the changes (Source: Author’s creation) The respondents of Department of Culture and Information in Sharjah have communicated the fact that they are personally benefitted from the changes that have taken place in the organization. Figure 7: Need for refinement (Source: Author’s creation) The respondents of Department of Culture and Information in Sharjah have signified that the management needs modifications for improving productivity of the employees. Figure 8: Employee ready for changes (Source: Author’s creation) In the above figure, it is noticed that the respondents of Department of Culture and Information in Sharjah have signified that the employees are not ready for the organizational changes as they need rigorous training sessions. Learning through training needs time and hence it is not possible for the employees to adopt the changes without any prior warning. Figure 9: Organisations does not need changes (Source: Author’s creation) From the above figure, it is evident that the respondents of Department of Culture and Information in Sharjah are not confident whether changes are required in their organization as the responses are balanced between disagree and agree. Figure 2: Communication is essential (Source: Author’s creation) It can be depicted from the figure that communication plays an important role change management. Poor communication develops a sense of misunderstanding between the employees and managers; as a result the employees can resist changes, which come in form of decision from the managers. Figure 31: Well defined goals (Source: Author’s creation) From the above diagram, it can be determined that the respondents of Department of Culture and Information in Sharjah are not sure whether the organizations have well defined goals for undertaking any change in the management. Hence, it can be stated that the management does not have the ability to undertake sudden changes as they concentrate on accomplishing their daily schedule. Figure 4: Plan for staying in the company (Source: Author’s creation) The respondents of Department of Culture and Information in Sharjah have given the opinion that they have no plans for leaving the present organization as they are content with organizational policies. Hence, if changes are necessary the organizations should adopt it by providing proper training to the employees so that they are satisfied and well communicated with the change in decisions. Findings for Organization 2: The Knowledge and Human Development Authority Figure 13: Major changes (Source: Author’s creation) From the above figure, it can be stated that the respondents of The Knowledge and Human Development Authority have experienced changes to a great extent in operation. Figure 14: Familiarity to change management (Source: Author’s creation) The diagram ensures that the respondents of The Knowledge and Human Development Authority are well aware of change management. This ensures that familiarity with the concept develop an urge within the employees and managers to generate a need for positive changes, which is obviously good changes (Creswell, 2003; Crowther and Lancaster, 2012) . Figure 15: Understanding of the managers (Source: Author’s creation) From the above pie diagram it is evident that the respondents of The Knowledge and Human Development Authority have indicated towards the fact that the manager have understood that changes are needed for improving the productivity of the organisation and individual. Nevertheless, it is worth mentioning the managers have not resisted changes and cooperated with the employees regarding any major changes. Figure 16: Changes implement better outcomes (Source: Author’s creation) It is evident that changes in The Knowledge and Human Development Authority have provided better outcomes, which are related to its productivity. According to managers of KHDA changes are needed not for any artificial reason instead it is required for solving problems that arise during the course of operation. Hence, changes are implemented for producing positive outcomes. Figure 17: Knowledge of changes and decisions (Source: Author’s creation) From the above pi diagram it is evident that the managers of The Knowledge and Human Development Authority ensure that the decisions regarding any changes are communicated to the employees so that they can prepare their own schedule for work. Figure 18: Personally benefitted from the changes (Source: Author’s creation) The respondents of The Knowledge and Human Development Authority have revealed that are personally benefitted from changes, which have taken place in the past few years. Figure 19: Need for refinement (Source: Author’s creation) The respondents of The Knowledge and Human Development Authority have signified that the management needs changes in the organization in order to improve productivity of the employees. Figure 20: Employee ready for changes (Source: Author’s creation) It is observed that the respondents of The Knowledge and Human Development Authority have identified the employees are not ready for frequent changes in the organization. It is only possible after rigorous training sessions. Figure 21: Organisations does not need changes (Source: Author’s creation) The pie diagram is indicative of the fact that the respondents of The Knowledge and Human Development Authority are not at all confident for adopting any changes in organization. Figure 22: Communication is essential (Source: Author’s creation) The figure identified the fact that communication plays an important role in change management. It is essential to communicate information pertaining to the changes in the organisation so that the employees and staffs adopt it as soon as possible for better results. Figure 23: Well defined goals (Source: Author’s creation) It can be stated that respondents of The Knowledge and Human Development Authority are sure regarding the defined goals of the organization. Hence, the organization has the ability to adopt changes that are aligned with the organizational goals. Figure 24: Plan for staying in the company (Source: Author’s creation) The respondents of The Knowledge and Human Development Authority have explained that they are not planning for leaving the organizational policies. Statistical analysis The mean, median, mode, standard deviation and range of the values are obtained after running the results of the questionnaire in the statistical software, SPSS. The statistical values are presented in the table below: Figure 5: Statistical analysis (Source: Author’s creation) The mean value of the responses obtained from the respondents in the survey indicates towards the fact that they are not confident about the responses that they have given. Hence, it can be stated that they are neutral regarding the changes that can place in the organizations. The median reflects the mid value of the responses that are provided by the respondents. It is observed that majority of the respondents are positive towards the changes process, which can be undertaken by organization when required. Section 4: Interpretation and Recommendations The respondents of the survey who belong to two organizations have replied to the questions positively and have helped in completing the research with final results. The results of the questionnaire survey are interpreted henceforth. The managers of the organization have stated that changes are adopted when it is required and it does not take place for the sake of being hip; it is undertaken when there are problems and solutions are needed. The solutions come in form of strategies which are capable enough to change the present state of operation. The changes are also targeted for increasing the productivity of the organization and its employees. The low turnover rate in the organization signifies the fact that the employees and managers are satisfied with the company policy and have the ability to adapt to changes, which are taking place in organization. The main limitation of the study is that small sample size is considered for the questionnaire analysis because of the time constraint; large sample could have provided accurate results. Based on the results that are obtained from the survey analysis, it is recommended that both the organizations should concentrate on training the employees and managers for adopting the changes that are needed for its improved performance. Reference List Creswell, J. W., 2003. Research Design: Qualitative, Quantitative and Mixed Methods Approaches, 2/e. University of Nebraska, Lincoln: Sage. Crowther, D. and Lancaster, G., 2012. Research Methods, 2nd ed. London: Routledge. Gulati, P. M., 2009. Research Management: Fundamental & Applied Research, p. 45, Global India Publications Pvt. Ltd. Hair, J. F. and Money, A. H., 2011. Essentials of Business Research Methods, 2nd ed. New York: M. E. Sharpe. Inc. Hesse-Biber, S. N., 2010. Mixed Methods Research: Merging Theory With Practice, 3ed ed. New York: Guilford Publications. Read More