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Requires you to move away from the personal to analytical and focus on analysing the change initiative from the first orde - Essay Example

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Management Contents Contents 2 Introduction 3 Organisational Culture and Change Management 3 General Understanding 3 Case of Retail Industry 5 Resistance to Change Initiatives 7 General Understanding 7 Case of Retail Industry 9 Behavioural and Emotional Responses to Change Management 11 General Understanding 11 Case of Retail Industry 12 Conclusion 13 References 14 Introduction Organisations to survive in the dynamic external environment needs to incorporate due changes in its operational framework through the introduction of technological paradigms and also significant changes in the policy directions…
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Requires you to move away from the personal to analytical and focus on analysing the change initiative from the first essay orde
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Download file to see previous pages The above changes are dealt in with special focus on the impacts of the same on employees and intervention procedures enabled by the business managers. Organisational Culture and Change Management General Understanding Organisational culture is generally held to be a system of beliefs or values reflected by the employees, staffs and managers related to a concern that in turn contributes in distinctively separating it from other concerns in the related or other industries. Seven parameters are studies that contribute to the development of such distinct organisational cultures in different organisations. Firstly the culture sets of an organisation are dominated by the attribute of risk taking or the parameter of creativity and innovation ingrained in the employees. Secondly the behavioural attributes of the people pertaining to study of an event in a precise or detailed fashion also amounts to the development of organisational culture in the concern. Thirdly the cultural parameters of an organisation is also developed depending on the management styles of whether to study the processes to achieve a desired set of outcomes or to be focused on observing the outcome only. Fourthly again the organisational culture also depends on the degree to which the management body of the concern endeavours to understand the effects of the outcome gained on the people or the human resources of the specific concern. Fifthly the development of the organisational culture also earns relation to the degree of patronage rendered in the cultivation of effective teams. Sixthly organisational culture is also ruled by the degree of aggressiveness or passiveness involved in the pursuing of organisational conducts. Finally in the seventh case organisational culture also earns relation to the fact in whether the concern focuses on stability or whether it focuses on gaining significant growth (Roodt, Odendaal and Robbins, 2009, p.424). The introduction and management of organisational change in a specific cultural context is generally dealt into two essential types. The first type relates that change factor within organisations is a spontaneous or continuous process such that the managers needs to focus on planning beforehand to help enable the effective implementation of the process thereby adopted. However the first thought failed to hold good owing to the changing circumstances in the external organisational environment that in turn required the organisation to rightly welcome an emerging technological transition or transformation. New changes in the technological environment of the concern stand as an emergent process in contrast to the pre-planned environment. Adaptation to emerging technological changes helps the organisation to stand the test of times and render effective customer and market driven services. The emergent approach of change management in addition also endeavours to draw potential insights on the impact ...Download file to see next pagesRead More
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