Innovation and Change: Reflective Journal - Essay Example

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‘Exploring the implications of vision, appropriateness, and execution of organizational change’, The subject article investigated the various kinds of interactional after effects placed on the manager’s perceptions that were modified due to organisational change…
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Download file to see previous pages The major facets that were focused upon included the vision clarity and the appropriateness as well as the execution of a major organisational change. These facets were further analysed for the issues of job satisfaction, turnover expectations, and commitment to the organisation’s overall purposes as well as the introduction of role ambiguity. The study utilised data that was collected from the middle and upper tier management of a large manufacturer in the United States which was manufacturing consumer goods. The subject company was one of the Fortune 500 companies in the world and was involved in a major organisational change program. A survey based technique was used in which a total of 217 upper and middle level managers completed the survey corresponding to a response of 89%. A number of variables were evaluated for these levels of management including the change of attitudes, commitment to organisational objectives, ambiguity in roles, job satisfaction, and expectation for turnovers as well as control variables. The major findings of the study indicated that there was a three way interaction between execution of change, clarity of vision for the overall change and appropriateness of change. The interaction between these three elements was found fitting enough to be able to predict the expectation of turnovers, job satisfaction and ambiguity in roles. One of the critical defects in the study was that it relied on reports that were collected at the same point in time. This research methodology may actually introduce common method bias in the overall research. Moreover it can also be seen that the relationships derived were both non linear and complex which in turn means that common method bias alone cannot account for the relationships being reported. The results of the study clearly indicate that the individual experiences in organisational change are multifaceted especially if that change is large. Moreover it was also shown that practitioners of organisational change can better comprehend the consequences of organisational change if they were to account for the individual’s change of attitudes including the individual’s readiness and the perception of the change’s effectiveness on key job functions. These effects would need to be considered simultaneously. The individual’s change of attitude necessitates that the individual must believe that change is both required and appropriate at the same time. Overall it can be concluded that the sentiments of individuals need to be given strong focus when organisational change is being mustered. The nature of such a focus should be interaction based so that the perceptions and effectiveness of the overall change can be gauged and redirected as required by the top most management. Furthermore the study strongly indicates that ignoring such perceptions of individuals during major organisational changes is tantamount to the failure of change and change management. Reading 3-1 Mathisen, G & Einarsen, S 2004, ‘A review of instruments assessing creative and innovative environments within organizations’, Creativity Research Journal, vol. 16, no. 1, pp. 119–140 This study was geared to review the various tools that have been developed in order to assess the environment inside an organisation with respect to innovation and creativity. A variety of different tools was selected for this review and included KEYS: Assessing the Climate for Creativity, CCQ (Creative Climate Questionnaire), SOQ (Situational Outlook Questionnaire), TCI (Team Climate Inventory) and SSSI (Siegel Scale for Support for Innovation). The chosen instruments were assessed through their ...Download file to see next pagesRead More
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