The Key Aspects of Managing Organization Change - Essay Example

Student’s Name Professor’s Name Subject Date МАNАGING ОRGАNIZАTIОN СHАNGЕ Abstract The research looks into the workplace problem on discrimination, bullying and harassment. It also reviews the published work on this topic emphasizing on the recommended changes to provide a solution for this workplace problem. The research draws upon the primary sources on the complete collection of the reviews of discrimination, bullying and harassment problems within the organization. The research also gives a full view of the extent of this organizational problem and its impact to the organization’s employees and the society at large. Further it gives recommended changes on how the solution to this problem could be achieved and the impact and viability of these recommended changes. Introductory Statement One of the most common organizational problems related to the workplace environment is discrimination, harassment and bulling. This particular problem is claimed to be growing tremendously more so in the workplace environment. Besides, discrimination, harassment and bullying cases are claimed to have resulted to issues for the victims, which could be avoided if proper investigation and procedures would have been adopted by the organization or employee. This paper therefore, seeks to review the discrimination, harassment and bulling workplace problem and evaluate the most ideal problem solving strategy to address this organizational problem. Executive summary Workplace discrimination is the unfavorable treatment of employees due to their personal characteristics; workplace harassment is the threatening or belittling of a particular targeted individual or group; whereas workplace bulling is the mistreatment of a targeted individual in the workplace (Johansson et al. 37). Evidence from reported discrimination, harassment and bullying cases in the organization workforce has shown that it has a negative outcome for the organization’s employees and the society at large. Hence, this particular problem that is common in organizations today also has some health, economic and social repercussions to the affected victims and the organization or their employer. The discrimination, harassment and bullying problem is associated with health problems to the victims as well as other health related risks. The social outcome of this problem negatively impacts to the children families and community of the victims. On the other hand, the economic outcome of this problem is claimed to affect the organization and the economy in general. Therefore, organization evidently has a critical role to play in the prevention of the discrimination, harassment and bullying problem. On the other hand, organization should be keen to ensure that the support cultural diversity in an effort to tackle the discrimination, harassment and bullying problems. In this case, the organization will ensure that the different ways of living of its employees are respected and it is also in line with the human right framework which values diversity within the organization workforce and nurturing the cultural diversity as well (Bain et al.701-716). Problem to be addressed Under the Discrimination Act, discrimination is the treatment which is unfavorable to another individual, which is likely to put them at a disadvantage on basis of their sexuality, body feature, status, religion, race or political conviction. Under the Act, workplace bullying is defined as aggressiveness which is recurrent and unwanted which could possibly cause physical and psychological harm due to the created psychological power imbalance between the targeted party and the bully (Myszkowski 679-684). Under the Discrimination Act workplace harassment is an unwelcomed conduct targeted on individuals from different age, sex, national origin, genetic formation and religion (Bain, Walker and Chan 701-719). Discrimination, bullying and harassment are workplace problems that have become quite rampant over the past few years. Evidently, a research finding conducted in the year 2015 where it was revealed that in that year there was an estimated 551,800 charges pressed over discrimination, bullying and harassment in the workplace among various organizations in Australia. In line with this, the research finding also revealed that an estimated AU$698.5 million was received as benefits to the victims of discrimination, bullying and harassment which is a significant rice considering that in the year 2010 in a similar research study this figure was estimated to be in AU$125.5 million (Waddock et al. 993-1012). The extent of discrimination, bullying and harassment is even worse considering that in the study it was estimated that approximately 78% of individuals who are victims of discrimination, bullying and harassment did not take any legal action against their perpetrators’ (Berg, Taatila and Volkmann 5-8). Discussion of main issue (Einarsen, Hoel, Zapf and Cooper 174), in their book Bullying and Harassment in the Workplace argue that the workplace problem on discrimination, harassment and bullying is rampant in organizations today due to the inability of this organizations and employees knowing where to draw a line between their legitimate work authority and workforce discrimination, bullying and harassment. In this case, they argue that the reasonable authority given to the organization and employees on controlling how work is done through workflow monitoring and provision of performance feedback has been overstepped (Zander et al. 16-18). They also argue that most of these organizations and employees have been unable to exercise reasonable management in directing control over their workforce. Thus, the argue that most of these organization and employees have the perception that legitimate managerial action constitute work bullying which often extends to workplace discrimination and harassment. A recent survey conducted by Workplace Bullying Institute (WBI) on employees in au revealed that an estimated 35% of the workers in organizations experience firsthand discrimination, bullying and harassment. On the other hand, these surveys also revealed that 15% of the organization employees witness the workplace problems. The survey also went further to reveal that an estimated 62% of bullies were men where as 58% of the victims of discrimination, bullying and harassment were women who were targeted. Additionally, this survey also revealed that 68% of the reported cases of discrimination, bullying and harassment were of the same gender. This revelation by this survey shows how discrimination, bullying and harassment have become rampant in organizations today. (Cauley 211) emphasize this claim by stating that discrimination, bullying and harassment have become more widespread in today’s modern world and they have now scaled beyond the school halls and found their way in the organization and workplaces. Moreover, he emphasizes that in today’s world discrimination, bullying and harassment have taken up different forms in the workplace. Cauley, also disputes the arguments that discrimination, bullying and harassment in most cases is unintentional (153). He emphasizes that most of the culprits committing discrimination, bullying and harassment in the workplace are fully aware of what they are doing. However, he is also quick to point out that in some cases discrimination, bullying and harassment is committed as a result of the organization and employees overstepping their authority over their employees. Solution One solution for this problem is creation of positive working culture within the organization (Johanssonet al. 43). A positive environment revolves around respect for other individuals within the organization’s workforce carrying themselves in a professional manner and observing courteous behaviour. A positive work environment will significantly reduce the workplace discrimination, bullying and harassment. Moreover, the managers, employees and supervisors are responsible for ensuring that they create a positive workplace environment through implementation and adoption of a culture that fosters a positive environment. The organization’s employees, managers and supervisors will also be keen to ensure that the positive organization environment and work culture revolves around respect, equity and diversity (RED) framework (Williams 17-32). In regards to the creation of a positive work culture the organization leadership and management should also ensure that it is committed to the implementation of a positive work culture within the organization. Further, the organization management and leadership should also clearly communicate on the acceptable behavior and work standards to be followed by the employees within the organization. Aside from this the organization management and leadership should clearly communicate its work expectation to the employees as well as carrying out regular conversations on constructive performance in order to ensure that the organization has the required support to foster the implementation of the positive culture within the organization (Zander et al.16-18). On the other hand, the organization management and leadership should also ensure that it actively encourage the organization staffs on the need for adopting a positive organization culture. The other solution for the discrimination, bullying and harassment workplace problem is the raising of awareness on the unacceptability of this problem within the organization and the dangers that it pose to the organization and the society at large (Čančer, Vesna, and Matjaž 67-81). In this case, the organization management and leadership should ensure that it challenges this problem in order to prevent it from becoming a norm within the organization. The organization management and leadership can then task the organization’s directorates on raising awareness through various ways which entail development strategies, training, and top-down management modelling of workplace behaviour and communication campaigns (Somerville, and Mirijamdotter n.d). In this case, the work anti- discrimination, bullying and harassment training should be tailored depending on the audiences within the organization. Ensuring that there is consultation and reporting contacts within the organization which address the discrimination, bullying and harassment workplace problem is another solution. This will ensure that the organization employees can make any consultation on this workplace problem to ensure that they fully understand the extent of this workplace problem (Somerville and Mirijamdotter n.d). Besides, this will also ensure that the organization is able to determine the useful preventative measures to take up considering that there is a reporting and consultation procedure of this workplace problem. On the other hand, the provision of consultation and reporting contacts within the organization will also foster the creation of a positive work environment as well as the engendering of commitment for the organization as a whole in solving this workplace problem. This solution can as well be conducted using the Workplace Health and Safety committee in the organization and their repetitive in order to ensure that it is effective in ensuring that consultation and reporting of discrimination, bullying and harassment cases within the organization can easily be made and followed up effectively (Čančer and Mulej 67-81). On the other hand, the organization can also carry out consultation through surveys and discussions where it can seek feedback from the organization’s employees on the extent of this problem and the parties involved in order to get the right information to enable it solve this problem and also know the policies and procedures that are best suited to be put in place (Vora 625-640). On the other hand, the organization could as well in corporate consultation in any ongoing risk management processes within the organization in order to ensure that this problem on discrimination, bullying and harassment is reported appropriately and through effective consultation the organization employees could be in a position to avoid it (Berg, Taatila and Volkmann 5-8). This will enable the organization to develop discrimination, bullying and harassment risk mitigation strategies. Putting in place effective and efficient reporting channels will ensure that the organization management and directorate as a whole are able to effectively understand the size of the problem, take action to address the reported issue, assess the success of this solution and other prevention measures of this problem, intervene early in addressing this problem to ensure that it is effectively and efficiently resolved and also provide prompt support and assistance to the victims of this workplace problem (Myszkowski et al. 674-684). The implementation of risk management framework within the organization to help in preventing this problem is another solution that will mitigate this problem. This risk management framework will contain a number of procedural steps which will be followed in order to prevent this –problem from escalating (Waddock and Sandra 997). The first step is the identification of the workplace discrimination, bullying and harassment risk. This will be followed by the next step which will be assessing the likelihood that these risks will cause illness or injury to the affected parties. The third measure will be implementation of risk control measures. The last step will be the reviewing and improvement of the effectiveness of these risk control measures. In line with this risk management process solution the first step will be related to resolving the work discrimination, bullying and harassment related matters through understanding the seriousness of this issue. The second step is related to looking for the appropriate option for resolving the discrimination, bullying and harassment problem. In this case, different strategies will be considered at each level in order to provide effective and efficient support to the resolution of this problem. This four tier risk management framework revolves around promoting a positive workplace environment and ensures that it offers effective resolution to the workplace issue (Capel and Celine 63-68). Recommendations and Discussion of Recommendations One recommendation that could be made in regards to the discrimination, bulling and harassment workplace problem is striking a balance between employer’s powers and worker’s rights. In this case, taking action on discrimination, bullying and harassment does not come easy a number of different interests take into account in particular this workplace problem. For instance, the harasser in most case is not the only party that is affected the victims and employers are also in most cases affected (Somerville and Mirijamdotter n.d). This problem also leads to unions getting involved that they could take sides and assist the harasser as well as the victim considering that not these parties are under the union’s protection. This leads to the employees power to become a subject of negotiation and despite the employer having significant amount of power in making the final decision the union plays a huge role in influencing this decision considering that that these employers would want to maintain a friendly relationship with the union (Vora 625-640). Therefore, the victims of discrimination, bulling and harassment might end up not being prioritized leading to the employer’s action taking up shape. Therefore, it is recommended that there is a balance between the worker’s powers and the worker’s right when solving this workplace problem (Waddock et al. 993-1012). There is a need for additional legislation in regards to this workplace problem. The current set on laws in regards to discrimination, bullying and harassment in the workplace does not provide a good amount of coverage on what is considered discrimination, bullying and harassment. On the other hand, it is also not clear of the relevant sanctions in this workplace problem (Berg, Taatila and Volkmann 5-8). Moreover, it is not clear how the employers should act in these situations within the organization considering that it is not well defined in context of the law since it is only categorized as an obligation not to be negligent. The definition of how to act are only defined in the non-legislative text which includes the government bodies ordinances. The employer is therefore forced to follow these ordinances in order to prevent them from being accused on negligence in the legal aspect. Thus, there is need for additional legislation in regards to this workplace problem (Johansson, Witell and Rönnbäck 32-45). Trials of Recommendations and Results The trials for the recommendation on the striking a balance between the employer’s power and workers’ rights are under way through the current rectification being made on the statue law on the recognition on non-discriminatory treatment and fairness to the victims of the discrimination, bullying and harassment problem within the organization (Giannopoulou, Gryszkiewicz and Barlatier 23-44). Some of the laws within the statue law are being amended in order to ensure that the workers do not end up being limited in protection in the current framework in the Discrimination Act framework within organizations. In this case, the regulation of the powers of these unions is being limited to ensure that the cases on discrimination, bullying and harassment are not interfered with (Williams 17-32). The result of this trial has shown a lot of promise in ensuring fairness and justice in the discrimination, bullying and harassment cases for the victims. However, these result also show that the impact of the unions in protecting the victims of this particular workplace problem might be jeopardized if this recommendation is pursued (Calma 35-50). The trials for the recommendation of additional laws in the Discrimination Act in context to the discrimination, bullying and harassment workplace problems are under way in australia. Despite this recommendation looking to clearly define the powers and obligations of the employers they also tend to help the employers to navigate easily through situation involving workplace discrimination, bullying and harassment (Zander et al. 16-18). This therefore reduces the time that the employers would use in negotiating with the unions enabling them to have a more stable ground in case they face discrimination, bullying and harassment charges. Additionally, this recommendation might also lead to the workplace becoming stale and the employer’s ability to act freely could diminish (Capel 63-83). Review and Measurements of Results The recommendation on striking a balance between the employers power and workers right seem to have stalled since it tends to contribute to a harder environment for navigation of the employer. For instance an action such as dismissal calls for a lot of time and effort in regards to talks and information with the employees who are affected and well as the union’s negotiation which represents the employees (Bain, Walker and Chan 701-719). This has led to situations where employers bribe the employees despite it being expensive, this has ensured that workplace morals are retained considering the minimal effect of this situation. The implementation of this recommendation on additional legislation appear to be stalling considering that the rule and regulation on the manner in which the employer is to act appears to be scattered and harder to find and their ability on freely deciding to act in a certain way is dependent fully on a buyout. Despite this leading to a lot of negotiations with the union the labour market parties tend to favour less legislation (Čančer and Mulej 67-81) Summary and Conclusions Evidently, discrimination, bulling and harassment is quite rampant in the organizations today and to some extent it could be attributed to the inability of the organization and employers in drawing the line between organization management and control and discrimination, bulling and harassment. However, it is evident that some of these organizations and employees commit these workplace offenses in the full knowledge of their action and its repercussion. Discrimination, bulling and harassment as a workplace problem has been blamed to be rampant due to effective legislation and the labour union being compromised by these organizations and employers which has resulted to them walking scot free despite committing this offenses. Hence, there is need for change where a balance has to be stricken between the employer’s power and workers’ right and adding legislative laws pertaining discrimination, bullying and harassment in order to deal with this organization problem. However, the extent of these changes needs to be addressed since they appear to be stalling they need to be adjusted to fit the workplace environment. Works cited Bain, Alan, Allan Walker, and Anissa Chan. "Self‐Organisation and Capacity Building: Sustaining the Change." Journal of Educational Administration 49.6 (2011): 701-719. Web. Berg, Holger, Vesa Taatila, and Christine Volkmann. "Fostering Creativity – A Holistic Framework for Teaching Creativity." Development and Learning in Organizations: An International Journal 26.6 (2012): 5-8. Web. Calma, Angelito. "Fixing Holes Where The Rain Gets In." Journal of International Education in Business 6.1 (2013): 35-50. Web. Capel, Celine. "Mindfulness, Indigenous Knowledge, Indigenous Innovations and Entrepreneurship." Journal of Research in Marketing and Entrepreneurship 16.1 (2014): 63-83. Web. Giannopoulou, Eleni, Lidia Gryszkiewicz, and Pierre-Jean Barlatier. "Creativity For Service Innovation: A Practice-Based Perspective." Managing Service Quality: An International Journal 24.1 (2014): 23-44. Web. Johansson, Elisabeth, Lars Witell, and Åsa Rönnbäck. "Using Interventions to Change The Quality Profile Of An Organisation." International Journal of Quality and Service Sciences 5.1 (2013): 32-45. Web. K. Vora, Manu. "Business Excellence through Sustainable Change Management." The TQM Journal 25.6 (2013): 625-640. Web. Myszkowski, Nils et al. "Managerial Creative Problem Solving And The Big Five Personality Traits." Journal of Management Development 34.6 (2015): 674-684. Web. Somerville, and Mirijamdotter. "Information Experiences In The Workplace: Foundation Of An Informed System Approach." Library of Information Science 08.03 (2014): n. pag. Print. Waddock, Sandra et al. "The Complexity Of Wicked Problems In Large Scale Change." Journal of Organizational Change Management 28.6 (2015): 993-1012. Web. Williams, Paul. "We Are All Boundary Spanners Now?." International Journal of Public Sector Management 26.1 (2013): 17-32. Web. Zander, L et al. "Team-Based Global Organization: The Future Of Global Organizing." Progress in International Business Reaserch: Ermerald Group Publishing Limited 32.3 (2015): 16-18. Web. Čančer, Vesna, and Matjaž Mulej. "Multi‐Criteria Decision Making In Creative Problem Solving." Kybernetes 42.1 (2013): 67-81. Web. Read More