Change Management and Motivating People to Change - Research Proposal Example

Change Management and Motivating People to the Change Table of Contents Research Topic 3 Research Aim 4 Literature Review 5 Research Methods 10 References 11 Bibliography 15 Research Topic Change management is one of the most crucial disciplines and on the contrary a very interesting subject that modern managers of small, big and even huge companies are giving increased significance to. Precisely, the term means an approach to deal with different changes that occur in both organisational and individual basis. Change management as such do not imply a definite or concrete meaning for all. It is accepted in the worldwide phenomenon in different meanings to different people belonging to different socio-cultural economy. Likely to be so, it becomes more complex to understand what actually does change management mean. It can mean planning and motivating employees and organizations to adapt the change in its perspective market, or it can even mean a strategic tool to develop the skill and overall performance of the employees to overcome external challenges faced by the organisation by managing changes in internal environment of the organisation. However to be precise about the meaning of change management, it can be stated to be an organised and systematic implementation of knowledge, tools, resources and other variables that influence changes within an individual or an organisation, and hence provides the management a key progression to achieve the ultimate business strategy (LaMarsh and Associates Inc. 2010). Considering the above implication of the term ‘Change Management’, it becomes entirely related to manpower, technology and its productive adaptation within the organisational hierarchy. And additionally, being a strategic approach it also comprises a certain importance in operational management. This paper therefore, concentrates on the importance and acceptability of change management in the modern era. The paper shall further deal with the promising aspect of the techniques used by different managers by appropriate attention to the motivational criterion in the present and conclusively suggests whether change management is necessary for the organisations. Research Aim Globalisation has affected organisational operational procedure, and has made change management a significant component of the research process. This research proposal would aim at analysing the effectiveness of the change process managed in different ways by the organisations highlighting the problems faced by the managers during their implementation of change management through motivating people. Literature Review To begin with, managers do refer many theories and practises already conducted regarding the context of Change Management. But despite all these pre-assumptions and dictated procedures in books, handbooks, journals, and even case studies, managers in their realistic practise face lot of unpredictable circumstances and hitches to bring positive change in their organisation. Analysts contributed that not only external barrier but internal barrier, i.e. the characteristics of managers, the unwillingness of employees to change, and further more the complicity of the process play a vital role in change management. To be included, in the case of employing management students in managerial roles have provided a conclusion to the study of Jane Andrews and others that they try to apply most of the theoretical lessons taught to them in classes, which prove rather unproductive in the real phenomenon. This certainly states that although theories can provide fair explanations to the context but sets back when it comes to practice (Andrews & Et. Al., 2008). However the need of change management in organisational theories started marking their existence from the late 90s according to the study of Wes Siegal and others. Changes from then started becoming a part of human lives making it a truth in human systems as well. During these years to manage the change and meet the rising demands of their potential customers steered the organisations to follow certain common movements, like organisational learning, quality management, and process re-engineering in their management practises. Despite such thoughtful initiatives, many organisations failed to achieve their desired goal. The main reasons for failures in maximum cases were that managers were not too much concerned about the need of organisational change while they are confirmedly the most vital participants of the whole process (Siegal & Et. Al., 1996). To be highlighted on this regard, as mentioned by Mike Clark, is that with the beginning of new era in social and socio-economic life of human beings, Traditional approaches is of very little use to meet the continuous need of innovation and creativity. And therefore suggests the way of new improved and productive theories can be effectively generated through passionate practices that play the key role to bring change (Clarke, 1999). Change management certainly is “all about people” as stated by Mark Brenner. According to his study, the two specific interrelated reasons for the failure of such initiatives i.e. the misplaced conviction, and the psychological barriers. To remove these faults it is the leadership that plays the most significant role of all in bringing organisational change through motivating people and undertaking behavioural strategies on that regard (Brenner. 2008). As an extension to this thought the study of Robert French can be included where he states that people are actually “threatened” by the occurrence of change considering the psychological factors to be the strongest in steer change management. Therefore, the emotion that influences the adaptation of change within a person should be understood and managed in order to initiate a successful process of change avoiding the chances of psychological conflicts within an organisation. The matter becomes more confusing with the “negative capability” concept that the authors puts into consideration in his study (French, 2001). This study raises an argument on the issue to whether change is a threat for organisations. On this context, Helen Taylor and Cary L. Cooper have their immense contribution. According to the authors, efficient management is one of the key aspects to deal with the executors of change but as change has become an un-avoidable part of regular human life, the matter can somewhere get quite stressful. At this point of time the change can emerge as a threat in the mind of people (Taylor & Cooper, 2007). The factor of stress related to the study has also gained importance in the study of Marie McHugh. In her study, she emphasises on the stressful behaviour of employees working in a public concern. According to her, the foremost reason of the occurrence of stress in the organisation is for the fact that not only in public concerns, but also in private concerns stakeholder often neglects the needs of employees in the race to achieve their organisational goal. Further she concludes that motivational techniques like “increased work targets, threats of job loss, change in job holder’s responsibilities, shifts in the balance of power”, and many other used in regular practise also results in generating the fear for change (McHugh, 1997). As such the leadership factor gains the prime concern to regulate the change management in organisations. And the leadership has to be more of transformational than charismatic and visionary by keeping in mind the fact of individual differences, as included in the study of Regina Eisenbach and other authors. Because of the fact that these leaders with the proper application of their skills in encouraging the decision making and controlling the behavioural aspects of the team (Eisenbach & Et. Al., 1999). To include further more about leadership, in the study of Grahame Fallon, Reva Berman Brown and Jon Allen, states certain vital characteristics that can be beneficial to the organisation to implement the changing procedure. Such as the capability of leaders to encourage excellence through the realisation of optimum potential of the employee can be useful in increasing the acceptance of change within employees. And therefore, motivating people becomes the prime objective of the leaders (Fallon & Et. Al., 2003). On this context, according to Carol A. Codori, motivating the lower level employees is of course important but motivating the managers and auditors in a positive manner is also of great concern while referring the organisational change, so that it may increase the acceptance of change within the organisation from top to bottom (Codori, 1988). Apart from effective leadership other factors that contribute to the fact of Change are the space and time considered in the process of change management in an organisation. Adrian N. Carr and Philip Hancock mentioning the importance of these factors presented the fact that a proper base and appropriate timing must be kept under concern while taking the initiative to change management (Carr & Hancock, 2006). All these factors are non-negotiable when an organisation wants to achieve its optimum goal through change. These factors as stated by Steven H. Appelbaum, in his study are the critical determinants which lead to successful strategic changes in an organisation. A slight lacking in any of the factors, i.e. motivation, leadership, can lead to non-productivity of the employees. These key determinants define the fact of success and failure of the process of change (Appelbaum & Et. Al., n.d.). To put into account, the changes that occur mostly in organisations according to Alexander Styhre, is of non-linear changes specially keeping in mind the telecommunication factors and management perspective. And conclusively, the author serves a complexity theory which compels almost every dimension of organisational change providing a multidimensional framework on the subject (Styhre, 2002). Another theory presented by Adrian Carr, is the critical theory, where he mentioned two variables to influence the change are self-conscious evaluation and liberation. Both these dimensions of personal management have a lot of influence in the structural designing of strategic changes (Carr, 2000). Research Methods For the need to identify the present obstacles and opportunities that managers do face in their practise in real, which are the main objective of this paper, it becomes necessary to compel a survey. As per to state, there are basically three types of approaches used in regular surveys, i.e. quantitative, qualitative, and mixed approaches. All these three styles have their own significance in achieving the desired objective. For instance, quantitative method of survey or research comprises the approach to be based on post-positivist asserts depending on certain pre-determined conceptions to provide in statistical data. As such the method raises the chance of getting influenced by the researcher’s personal belief. The qualitative approach, by virtue is not based on any pre-assumed factor rather it determines the conclusion through constructive thinking which makes it more appropriate in this case. To state about, the mixed technique, it can become complicated in this regard as it includes both the characteristics of qualitative and quantitative methods. Therefore, considering qualitative approach in the proposed research paper shall be comparatively more beneficial (Creswell. 2003). Being descriptive and empirical by nature and fundamental simultaneously, it shall be more appropriate to apply a research method of qualitative approach, so that it can help to generate the in-depth investigation of the topic at present scenario and conclude on the aim of the proposed paper. References Andrews, J. & Et. Al., 2008. All Change? Managers’ Experience of Organizational Change in Theory and Practice. Journal of Organisational Change Management. Pg 300-312 Appelbaum, S. & Et. Al., No Date. Strategic Organisational Change: The Role of Leadership, Learning, Motivation and Productivity. MCB University Press. Pg 289-290 Brenner, M., 2008. It’s All about People: Change Management’s Greatest Lever. Emerald Group Publishing Limited. Pg 132 Carr, A. N. & Hancock, P., 2006. Space and Time in Organizational Change Management. Journal of Organizational Change Management. Pg 545-547 Carr, A., 2000. Critical Theory and the Management of Change in Organizations. Journal of Organizational Change Management. Pg 208-218 Clarke, M., 1999. Management Development: A New Role in Social Change? MCB University Press. Pg 767-768 Creswell, J. W., 2003. Research Design: Qualitative, Quantitative, and Mixed Method Approaches. Sage. Pg 18-19. Codori, C. A., 1988. Positively Motivating Auditors and Managers. Emerland Backfiles. Pg 21 Eisenbach, R. & Et. Al., 1999. Transformational Leadership in the Context of Organizational Change. Journal of Organizational Change Management. Pg 80-87 French, R., 2001. “Negative Capability”: Managing the Confusing Uncertainties of Change. Journal of Change Management. Pg 480-490 Grahame, F. & Et. Al., 2003. The Dead Hand of the Past: The Implementation of the New Quality Standards in a Business Support Organisation. Measuring Business Excellence. Pg 63-64 LaMarsh and Associates, Inc. 2010. Change Management Definition. Change Management Approach. [Online] Available at: http://www.lamarsh.com/approach/managed.htm [Accessed November 18, 2010]. McHugh, M., 2007. The Stress Factor: Another Item for the Change Management Agenda? Journal of Organizational Change Management. Pg 345-346 Siegal. & Et. Al., 1996. Understanding the Management of Change. Journal of Organizational Change Management. Pg 54-77 Styhre, A., 2002. Non-Linear Change in Organisations: Organisation Change Management Informed By Complexity Theory. Leadership & Organisation Development Journal. Pg 343-348 Taylor, H. & Cooper, C. L., 2007. Organisational Change—Threat or Challenge? Journal of Organizational Change Management. Pg 68 Bibliography Church, A. H. & Et. Al., 1996. Managing Organizational Change: What You Don’t Know Might Hurt You. Career Development International. Pg 25-30 Cameron, E. & Green, M., 2004. 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Employee Motivation: A Malaysian Perspective. International Journal of Commerce and Management. Pg 344-362 Kothari, C. R., 2008. Research Methodology: Methods and Techniques. New Age International. LB Lambeth., 2007. Capacity Building Programme Change Management Toolkit. Capacity Building Programme. [Online] Available at: http://www.idea.gov.uk/idk/aio/6056931 [Accessed on November 19, 2010]. Paton, R. & McCalman, J., 2008. Change Management: A Guide to Effective Implementation. SAGE Publications Ltd. Sirkin, H. L. & Et. Al., 2005. The Hard Side of Change Management. Harvard Business Review. [Online] Available at: http://www.internetgroup.ca/clientnet_new/docs/HardSideChangeMgmt.pdf [Accessed on November 19, 2010]. Warrilow, S., 2010. Change Management: The Horror of it All. Project Smart. [Online] Available at: http://www.projectsmart.co.uk/change-management-the-horror-of-it-all.html [Accessed on November 19, 2010]. Read More