Connection between Organizational Capacity for Change and Other Concepts within the Organization - Essay Example

FUTURE RESEARCH AND PRACTICE Student’s Name: Code + Course name Professor’s name University City, State Date Future Research The study is exploratory in nature. As a result, several questions arise. Apparently, little research exists on the connection between organizational capacity for change and other organizational concepts in Dubai. As a result, there is a need for further research to delve into this area in the quest to untangle organizational capacity for change. This would contribute significantly towards understanding the construct in the dynamic business environment. The need for untangling the capacity for change construct emanates from the fact that all organizational dimensions require different capabilities for their development. For instance, considering the human resource element, it is evident that the dimension requires both resources and capabilities. The resources are both tangible and intangible. The resources include the number of employees hired by the organization. Intangible resources include the experience and skill of the employees employed by the organization (Volkov & Garanina 2007). The human resource dimension also requires training, a capability of the organization that is detrimental to the ability of the hired staff to carry out their roles at the workplace. Therefore, research that delves into the combination of specific resources within the organization to yield an organizational capability would enhance the understanding of the connection between organizational capacity for change and organizational development. Besides human resource management, other organizational dimensions such as financial resource management, knowledge sharing, stakeholder engagement, and data management have an influence on organizational development. Determining the perfect combination of these capabilities and their impact on organizational development would be an important area of future research. Future research should also aim at increasing the scope of the study to enable the generalization of the findings (Banerjee & Chaudhury 2010). Rather than concentrating on departments within governmental organizations, it would be proper to consider extending the study to non-governmental organizations and other private firms. The need for expanding the research scope emanates from the fact that the limited number of respondents targeted by the research is a limitation to the research. To begin with, the research targets 20 government departments. Even though the study indicates that it will select the departments randomly, the mere fact that the study focused on 20 government departments indicates that the sample selection process was purposive. Out of the twenty organization departments targeted by the study, the research further narrows down the sample size to ten departments that had performance scores. Moreover, the research settles on four organizations that form its sample size. From the selection process, it is apparent that the sample selection process is purposive rather than random as indicated in the methodology. A possible indication is that this could lead to research bias since the study selected the sample population based on particular reasons; particularly the availability of performance scores and other reasons that justified the sample. Future research that considers a wide variety of indicators besides performance scores would also yield a comprehensive coverage of the research topic. Future research should also aim at eliminating research bias exhibited in this research. The sample selection process displays organizational bias since it focuses on departments from government institutions rather than also including non-governmental organizations and other private institutions (Pannucci & Wilkins). The need for extending the research to non-governmental and private institutions arises from the fact that the research topic is also applicable to such institutions. Therefore, future research should focus on employing a broader survey for the organizational capacity for change instrument. The significance of using a broader sample emanates from the fact that the broader sample guarantees additional validity and reliability. In order to guarantee the generalization of the collected data to other organizations, it would also be proper for future research to include diverse populations of other organizations; whether service or product-based. As mentioned before, the different organizational dimensions contain different capabilities. As a result, identifying the interdependencies that exist between the different dimensions would play a pivotal role towards enhancing the understanding of the influence of the interdependencies on the organizational capacities for change. Therefore, this suffices to be a potential area for future research on organizational capacities for change. The high correlations that exist between the organizational dimensions indicate that the dimensions are dependent. Apparently, the interdependencies that exist between organizational dimensions result in sophisticated capacity dimensions within the organization. Therefore, understanding the organizational change capacity that is a prime determinant of organizational development also requires an in-depth understanding of the resultant capacity dimensions. Capacity resources also exhibit several dynamics. However, the dynamics associated with capacity resources within an organization is an area that has attracted little attention from researchers that focus on the topic. Consequently, it would also be proper for future research to include the dynamics associated with capacity resources. The research would also reveal the specific dependencies between the capacity dimensions that result from the dynamics. It would also be proper to conduct research on the influence of capacity on the action of the organization and subsequently organizational development. In order to attain this, it would be proper to carry out the study at different levels of analysis. For instance, the research covers capacity at the organizational level with particular regards to its departments. However, future research should also include other levels to enable researchers to gain substantial understanding on the role and influence of organizational capacity for change on organizational development. For instance, conducting research on the role played by scholarships within the organization and from a wider perspective towards enhancing the delivery of services would be a potential area of future research. As mentioned earlier, the human resource dimension contains both intangible and tangible assets. As a result, understanding the influence of the capacities for change within the dimension requires conducting research at an individual rather than organizational level. Moreover, future research should also focus on organizational capabilities that result in organizational development as indicators of the capacity of the organization. Understanding the capabilities of the organization would also enable researchers to determine the specific ways through which the organization develops its capacity. This would give an insight into the role played by public managers in developing the capacity of the organization. To be precise, understanding dynamic capabilities would contribute significantly towards understanding the role played by public managers in organizational capacity development. The argument emanates from the theory of dynamic capabilities that opines that the role played by organizational and managerial process in the effective combination of capabilities and resources in a manner that results in organizational development is crucial to the ability of the organization to attain competitive advantage (El Gizawi 2014). The influence of managerial processes on the development of dynamic capabilities emanates from the fact that managers are responsible for making decisions on the ways through which the organization would utilize its resources. Therefore, conducting research that focuses on dynamic capabilities would enable researchers to understand the ways through which managers develop, execute and sustain strategic approaches that are responsible for organizational capacity development. The significance of dynamic capabilities arises from the fact that dynamic capabilities are an internal dimension for organizational change capacity and a new research area as compared to the external resources that have been the center of focus for researchers. Future Practice The future practice of organizational capacity for change should consider the trustworthy of managers as a crucial determinant of the successful implementation of the change process. This originates from the fact that leaders promise extraordinary outcomes within the organization (Belias & Koustelios 2014). It is the responsibility of leaders to set the organization’s vision. Therefore, trustworthy leaders guarantee both intangible and tangible assets in the change process thereby ensuring the effective communication of the strategic objectives of the change to other employees. Trusted leaders also identify specific actions that would govern the change process as well as analyzing the existing organizational ideologies to identify areas that require change. In essence, an organization that lacks trustworthy managers does not have one of the fundamental necessities for change. As a result, the future practice of organizational capacity for change in the process of organization development necessitates the existence of trustworthy leaders that have the necessary skills and experience to implement all change processes from the communication stage to the evaluation phase. This translates into the need for strategic leadership that is transformational in nature as a prerequisite for the successful change implementation process. Besides having transformation strategic leadership as an internal capability of organizational change, the people aspect is the other mandatory area of future practice in organizational capacity for change and organizational development. The essence of the employee or people aspect of the organization in the future practice of organizational capacity for change originates from the fact that the successful implementation of the change process depends on the reactions of the employees. Employees exhibit either strong or mild reaction towards any change process. Strong reaction indicates either acceptance or resistance of the change process. Representing the reactions of the employees on a spectrum justifies the consideration of acceptance and resistance to being the polar opposites on the spectrum with neutral being at the centre of the spectrum (Wittig 2012). The consideration of employees reactions as a crucial capacity for change emanates from the fact that the different reactions of employees determine whether the organization adopts the recommended change or not. Some of the factors that determine the reactions of employees towards a change process include the cognitions and emotions of the employees, participation of employees in the decision-making process and communication. Most importantly, the future practice should also consider the existing interdependency between leadership and employees in influencing the change process. The fact that leaders are responsible for communicating the vision of the organization to the employees implies that the approach employed by leaders in communicating the vision may elicit different emotional and cognitive thoughts among employees thereby influencing their position towards the change process. The future practice of organizational capacity for change also necessitates the consideration of culture as a pertinent aspect of the change process. In fact, effective intercultural management plays a pivotal role towards ensuring the successful implementation of the change vision within the organization. The future practice necessitates the development of a proper organizational culture by considering six substantial factors. Planning and scheduling of the change process suffice to be the first factor. Other factors include communication, responsibilities and roles, commitment, motivation, involvement, and resources (Savolainen 2007). Considering the above factors in the change process would ascertain the development of a proper organizational culture that favors the change process. The characteristics of a proper organizational culture include the readiness of employees for the change, the ability of the factors to motivate employees to accept the change and the existence of a sustained momentum that ensures that the change implementation process is successful. Apparently, the culture aspect exhibits interdependence with other aspects of the change process. As a result, the future practice should also consider the interdependencies besides focusing on creating a favorable organizational culture as a capability for the change process. The successful implementation of a change process also requires the availability of the required resources for the change process. This implies that the future practice of organizational capacity for change and organizational development should also consider the availability of resources as a mandatory requirement for a successful change process. In essence, the institutionalization of change demands the existence of the right infrastructure. Some of the resources that are imperative in the change process include the ease of using technology, the availability of the required technology, the availability of a steady flow of funds for the project among other examples. A possible recommendation for future practice could be ensuring that the fund and technology support the existing service demands. Furthermore, the existence of technical guides on the use of technology would be proper in enhancing the understanding of these technologies as a way of ascertaining their correct utility. The future practice of change also requires considering infrastructure as a capability that bears paramount significance to the success of the change process. Support includes institutional systems, technologies, and methodologies associated with the change process. The successful implementation of change requires the existence of the correct infrastructure. The identification of interdependencies between the leadership, employees, culture, and resources would enable the determination of the resultant effects caused by the change in the dimensions. Organizational learning is the other aspect of the change process that change leaders ought to consider. There are different dimensions of measuring organizational learning. Recommendations for future practice include the need for employees to share the acquired knowledge with one another to guarantee the fast spread of knowledge regarding the new vision within the organization. In order to create trust and positive culture towards the vision, employees should also dedicate time to learning. They should also provide honest feedbacks. In essence, one of the objectives of the change process should be the transformation of the organization into a learning organization (Albert 2005). A learning organization presents capabilities that enable the firm to attain competitive advantage, improve performance, and embrace innovation. Conclusion One of the areas of future research entails the identification of the connection between organizational capacity for change and other concepts within the organization. Identifying the role played by the management in enhancing the capacity for change aspect within the organization is the other area for future research not covered adequately in the research. Thirdly, future research should also aim at untangling the capacity construct thereby enabling researchers to understand specific capabilities that are necessary for the development of specific organizational dimensions. Moreover, future research should extend beyond organizational to the individual. In order to generalize the findings of the study, there is also the need to extend the research to private and non-governmental organizations. Future practice should focus on the trustworthy of managers and the effectiveness of managerial processes, the people aspect of the organization, culture, resource availability, infrastructure availability, and organizational learning. Effective managerial processes ensure the correct setting of organizational vision by the managers. Public managers are also responsible for communicating the vision to employees. Te employees of an organization can either accept or resist the change thereby elicit the need for the proper communication of the change. Reference List Albert, M., 2005. Managing change: Creating a learning organization focused on quality. Problems and Perspectives in Management, 1, pp.47-54. Banerjee, A. and Chaudhury, S., 2010. Statistics without tears: Populations and samples. Industrial psychiatry journal, 19(1), p.60. Belias, D. and Koustelios, A., 2014. The impact of leadership and change management strategy on organizational culture. European Scientific Journal, 10(7). El Gizawi, N., 2014. The Dynamic Capabilities Theory: Assessment and Evaluation as a Contributing Theory for Supply Chain Management. Pannucci, C.J. and Wilkins, E.G., 2010. Identifying and avoiding bias in research. Plastic and reconstructive surgery, 126(2), p.619. Savolainen, T., 2007. Challenges of intercultural management: change implementation in the context of national culture. Available: bm. nsysu. edu. tw. Volkov, D. and Garanina, T., 2007. Intangible assets: importance in the knowledge-based economy and the role in value creation of a company. Electronic Journal of Knowledge Management, 5(4), pp.539-550. Wittig, C., 2012. Employees’ reactions to organizational change. OD Practitioner, 44(2), pp.23-28. Read More