Managing Change (reflecting) - Essay Example

?Topic: Managing Change (Reflecting) Introduction We learnt a number of significant topics with their different perspectives. During the module, we learnt about looking at and acting around objects and individuals in different ways which were totally different to the routine ways. This module enabled us how to contemplate about objects and individuals by keeping in view the social constructionist way. The social constructionist way requires us to look into objects and individual affairs in more depth instead of just seeing the taken-for-granted. The module lectures taught us about different methods of the social constructionist way of pondering over along with difference from that of the normal everyday thinking. Moreover, during the seminar sessions, we were given an opportunity to put into practice the knowledge and understanding about the social constructionists and essentialist view. For this, 3 essay plans and one full essay enabled me to understand these four topics pertaining to the social constructionist views. Both social constructionist way and essentialist view do not offer a similar view. The former describes someone as “being” lazy and the latter would delineate as “...is” lazy. Therefore, the essentialist refers to someone as having a fixed personality. On the other hand, the social constructionists provide that changes in someone’s personality depend on the circumstances or conditions he or she is in. The social constructionist way guides us that our way of thinking should not be partial but impartial. Due to their past knowledge and experiences and because of this a large number of people view on the world is not impartial, what exists in the world only what we perceive to exist. For this, it would be sufficed to say that the words themselves could mean anything. However, when a discourse is attached with them, they provide a relevant meaning and sense. Relational or social constructionist perspective Relational constructionist takes into account and theorizes the processes of social construction (Hosking & Bouwen 2000). And, the relational constructionist assumes a relational ontology described as all social realities, all knowledge of other people and objects and of self are considered to be inter-dependent or co-dependent constructions existing and can be known only in relations. And Hosking & Bouwen (2000) contend that within the context of this view, knowledge does not exist separately as a thing or product that can be stored, transferred, traded and learned. This feature of relational constructionist is significant and at the same time is different from the more usual treatment of the learners and what is provided or existed to be learned about self or other things as independent or separate bounded entities. A relational constructionist perspective provides a numerous possibilities for interests in a processes of learning, social interactions and relations as well. For a beginning, theorising relational processes instead of focusing on organizations, persons, and relations, avoids the problem of how to bridge group, individual and organizational levels of learning (Hosking & Morely 1994). Furthermore, in relational constructionist, relating does not remain an individual act and is no longer diminished to one-way casual relations with the provision of feedback. For example, an organization employees two individuals, one is highly punctual and other is less punctual. The performance appraisal of both employees highlights some attractive points. For example, the punctual employee has been largely successful in fulfilling their expected targets and job assignment. On the other hand, the less punctual person has been considerably unable to meet the job targets and assignment. This example provides an opportunity for the organization to learn about the significance of punctuality and making a strict policy for punctuality would enable the organization to achieve its organizational, operational and strategic objective as well. Critique examples of managing change The cycle of change initiates its journey with an introduction of new ideas (Yaeger 2006). These may begin anywhere within an organization. However, it is imperative to develop a structure or systematic mechanism ensuring the achievement of specific and general objectives expected from the participants of change. Subsequent to that, a stringent but critical review of ideas must be there to determine which ideas best supporting the organizational goals and objective along with business strategy. It would not be easy to prioritize the opportunities and obviously require a sound ability to differentiate among them. At the same time, identifying the best one requires strong relevant competence. However, even well-defined governance or mechanism for change will not assure success. The influence from participants and its impacts on the change management strategies is unavoidable. And, there is every possibility that they could try to mould the outcomes either negatively or positively. In organisation, silent dissidents do not remain silent instead they tend to carry out their methods in order to achieve their self-assumed results from the process of change management. A few years ago, Nestle Co. made a significant strategic decision pertaining to change and innovation. In its very decision, Nestle termed open innovation as co-creation of value that provided a new role model for its strategic efforts for innovation (Traiter & Saguy 2009). And at the same time, Nestle Co. has goals to become No. 1 consumer goods Company for nutrition, health and wellness. And the recent Nestle sponsored research surfaced that 76 percent of respondents planning to quit self-styled health eating (Croydon 2011). This research does not validate the existing change and innovation management strategies being pursued by Nestle. Instead, it could focus on those areas external and internal to its change management strategies that causing its consumers to quit self-styled healthy eating. Social processes in organizational change Organizational sense making is a basically social process: organization members define their environment in and through their interplay with others and developing and constructing accounts allowing them to comprehend the world and act collectively (Isbella 1990; Sackman 1991). And for other stakeholders, sense making considerably influence how they “develop and construct” their identities (Pratt 2000). Crossan et al. (1999) argue that organizational learning is a multi-level process beginning with an individual learning that directs to group learning, and leads to organizational learning. These levels of learning, they argue, are interconnected by the bi-directional processes involving both the creation and application of knowledge. More significantly, they put forward four learning processes connecting individual learning to the organizational level: intuiting, interpreting, integrating and institutionalizing. Crossan et al. define intuiting as “the pre-conscious recognition of the pattern and/or possibilities inherent in a personal stream of experience “(1999, p. 525). And the next step in organizational learning is interpreting as “the explaining through words and/or actions of an insight or idea to one’s self and to others” (Crossan et al. 1999, p. 525). Integrating is the first occurring at the group level and it is “the process of developing shared understanding among individuals and of taking coordinated action through mutual adjustment “(Crossan et al. 1999, p.525). And, the fundamental focus of integrating is the accomplishment of coherent and collective action. In the fourth and final process, institutionalizing learning that has taken place among individuals and groups is inbuilt in organizations through “ systems, structures, procedures and strategy” (Crossan et al. 1999, p. 525). For example, if the senior management of an organization is planning to introduce an ethics code in the organization, they are required to follow the above mentioned four steps. They must, first, carry out the process of intuiting in which age, gender, training and understanding about the ethics must be determined and subsequently, they must interpret, integrate and institutionalize the ethics code. By doing so, the senior management of the organization would become in a position to enforce the social processes in the organization with an agreed framework along with the consensus of the participants. Participative organising styles The concept of the participative approach was originally suggested by Carey as early as 1937 (Mudacumura 2000). It was originally the concept of “consulting supervision” defined as the procedure whereby supervisors and executive come in direct contact and consult with employees or their peers on matters affecting the welfare of employees or interest prior to developing and establishing policies or enforcing policies practically (Carey 1937). Subsequent that, the concept of participative management was derived from such beginnings and developed into a comprehensive approach to administration influencing both patterns of organizational relationships and leadership styles (Powell & Schlacter 1971). For example, the management of Nestle is going to enforce the new policy of change management. In which, job rotation with station relocation are going to be adopted. Some employees may be relocated from Europe to Asia and some may be receiving a job location unfavourable to them. Undoubtedly, all employees would not be happy with this new change. Some may resist and others may resign if the new policy is implemented as it is being stated here. The implications for such way of implementation would trigger a wave of resentment across the organizations. And in the long run, the Nestle might not be able to achieve its operational, financial and strategic corporate objectives. Since these management decisions are directly going to affect the employees of Nestle, they must be given a chance to have their say through the implementation of participative organizing style. In which, department heads would be assigned a new task to get in touch with his or her subordinates and obtain their views, choices, resentment causes about this strategy. By adopting this strategy, the management of Nestle would become in a position to know the versions and opinions of the employees. And, this knowledge would enable the management of Nestle ponder over the implications of this policy before going to practically enforce this policy. Reflection on Seminar one The implications of essentialist perspective do not leave any room for improvement. The notion has become solid and inbuilt in one’s conception. Under this framework, the person would not allow any way to look into things with different ways and directions and all other possibilities of realities would be ignored. For example, if David, who is junior accountant, did not arrive office on time for two days. And, the senior accountant nourished the perception that David is a confirmed late comer. Under this situation, the senior accountant has adopted the essentialist perspective. The major disadvantage of this approach is that in the eyes of the senior accountant, the on time arrival of David has no value and even if David makes late sittings in the office, the senior accountant would be unwilling to change his perception about David. Moreover, under such circumstances, the senior accountant may not give a positive feedback while filling a performance appraisal form relating to David. On other hand, if the senior accountant adopts relational perspectives, things do not emit the similar perceptions provided by the concept of essentialist perspective. Under the relational perspective, the senior accountant would inquire about the reason of being late and would not make it part of its permanent perception relevant to David. Under the framework of relational perspective, the senior accountant after knowing the real cause and rationally evaluating the validity of the cause would develop a constructive relationship with David. This could lead to a number of positive situations supporting the organizational and departmental goals and objectives as well. And on the basis of actual performance of David, the senior accountant would provide his feedback necessary to fill the performance appraisal form for David. Reflection on Seminar two Problems The CJD surveillance unit at Edinburgh University and the Medical Research Council unit at the Institute of Neurology in London have been unable to develop an official agreement about how they should work together after years of negotiation. In the provided description, Gillian Trurner of the CJD Support Network was of the opinion that the “personality clash” had angered families hoping for a cure. On the other hand, the heads of both CJD units did not agree with the notion that the disagreement was of personal nature. In support to this view, Professor Collinge clarified that setting up the trial was challenging because the disease was so rare and complicated. Probable solutions The closer analysis of the situation highlights that people involved in the case represent the perspective of essentialists who remain fixed with their perceptions about certain individuals. So many years have been passed, a workable and durable consensus have not been achieved so far. Although the disease is rare and complicated, yet it must not hamper the process of developing an agreement between the parties. They must change their perceptions with closer coordination with each other in order to develop a consensus for setting up a trial. Their participative role in the process warrants some sort of headway in the intended direction. Reflection on Seminar three Mac Trewall adopted the essentialist perspective to judge the workers’ personality. When Jim Bristow asked Trewall for advice on how to improve productivity level among his staff, Trewall replied that the workers were lazier than he had realised. This statement proves that Mac Trewall suggests that personality is fixed and learning is an individual act and constant supervision over the workers is highly required in order to assure a fair day’s work out of them. Barney Larkin’s note reflects a participative style of managing the organizational affairs. This proves that the staff in the organization does not take unilateral decisions and actions but informs the staff members in order to discuss and devise an appropriate decision. The major advantage of this participative style is that the organizational learning, organizational objectives are not compromised but are pursued and entertained as well. Trewall read Bristow’s report and proposal on computer applications for enhancing operations in the area. He found the proposal meeting his expectations in all the relevant areas and agreed with the working style of Bristow. And, in a week, Trewall was scheduled to meet with the Vice-President to discuss the subsequent steps for improving the management of the Buildings Department. This situation, again, authenticates that the participative style of management is being pursued by the members of the organization. They work on their strategies and prefer to obtain consent of the higher authorities in order to entertain the organizational and departmental objectives as well. Reflection on Seminar four This description validates that there cannot be single communication strategy to satisfy the intended customers. Customer type and need are those two broad categories that convince companies to take into account the expectations and objectives of the customers before going to make any communications with them. For example, if a customer is expecting a cost-efficient and engine capacity for their goods, the selling companies must incorporate and insist the technical performance, engine functionality and its durability throughout its workable life. This would convince the customers’ expectations. This set of information requires that the communications must not represent the version of the seller or owner of the products rather they must be developed and exchanged as per the expectations of the customers and clients. By not doing so, there are chances that the customers may show their disinterest in the communications and this may convince them to look for other avenues for buying the required products. Organizational stories: A British Airways change management strategies The stories told in organizations offer organizational development practitioners and researchers and opportunity to understanding and intervening in the culture (s) of an organization (Boyce 1996). And, creating change management plan and enforcement of the plan as per the expectations and obtaining the expected results can be nothing short of a miracle. Back in 1981, a new chairperson was assigned to run and manage the administrative affairs of the British Airways. The subsequent revelations about the organizational performance highlighted that the company was very inefficient and at the same time was wasting a considerable number of resources (Faucheux 2009). Consequently, this situation necessitated an early recovery and rescue plan in order to protect the company experiencing further decline in its operations. Consequently, the chairperson decided to restructure the entire organization though the proper development and implementation of the change management plan. Subsequently, the change management plan was developed and enforced. Systematically, the British Airways initiated to reduce the workforce. However, this was not feasible and the chairperson expected a strong resistance from the employee of the company. In order to implement his plan, the chairman, through his charismatic change management leadership, provided convincing reasons for the restructuring and privatization of the company. This would pave way for the upcoming change. As a result, through leadership and communication, the chairperson protected his company. This case study provides some practical aspects that could resist change. First, foresight is the first and foremost activity in order to get successfully implemented the change management plan. The new chairman of the British Airways did not directly implement the change management plan which was of strategic nature but contemplated over the potential sources of resistance. After figuring out the sources of resistance, he adopted such change management policy that did not directly address the issue of excessive workforce. But he opined that the solution for all the problem was in the privatisation of the British Airways as the Government were already burdened with other works and the private sector entities were largely performing better financially and operationally as well. Conclusion Relational constructionist takes into account the process of social construction. And, the relational constructionist assumes the existence of a relational ontology. And, the concept of participative organizational styles was coined by Carey in the year of 1937. In which, he initiated the process with the concept of “consulting supervision” by defining it as the procedure whereby executive and supervisors consult with employees on the matters influencing the welfare of employees. The subsequent to that, the concept of participative management was obtained from the basic infrastructure provided by Carey and developed into a comprehensive approach to administration affecting both leadership styles and organizational relationships as well. The concept of change management has been developed to entertain the organizational objectives. And, the implementation of the change management plan at the strategic level would not be easy to serve strategic objectives of the organizations. In order to successfully implement change management plan, foresight is essential for entertaining the strategic corporate objectives. 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