Capacity for Organizational Change and Development - Coursework Example

CAPACITY FOR ORGANIZATIONAL CHANGE AND DEVELOPMENT (Student Name) (Course No.) (Lecturer) (University) (Date) CHAPTER TWO Literature Review Change remains as one of the integral components in any rational organizations. The extent of dynamics involved in the modern work environment necessitates change. However, this concept has not been fully embraced in the modern society. Debate exists among many scholars in regards to the need for organizational change especially in regards to improving work and service efficiency. For example, there exists a varied perception on the need to embrace organization change. Despite the debate existing on organization change, a great concern exists in regards to organizational capacity for change. The change process is systematic and only exists within the auspices of the organizational capacity to embrace and necessitate the change (Apostolou 2014). Organizations has a different approach towards the change process. There are many factors which help to describe and define the change processes. The contemporary world provides a plethora of factors that enable the change process. Therefore, these have been used to define and describe organizational capacity for change in many organizations. In the recent years, significant strides have been taken towards embracing the change process, especially in the current competitive environment. For example, the Dubai environment is characterized by several opportunities which further give the need for embracing organizational change (Arefina 2015). Organizational capacity for change and development depends on several factors which are different in the organizations. The availability of these factors and the ability of the particular organization to influence the use of these factors help in describing the process and the need for embracing the organizational capacity for the change process. Scholars argue that the change process is only successful if the necessary infrastructure and framework is available. The initiation of the change process is an easy process. However, the success of the entire process depends on many factors which are about the particular organization seeking the change. There exist relevant literature describing many organizations which have sought to engage in change and development but failed due to lack of such capacity. Therefore, most of them aborted the need for change. The are some of the major components that define the organizational capacity for change; Financial components: the financial component is an integral aspect in determining the ability and capacity of an organization to embrace change process. Nearly every activity within an organization orbits around the financial resource. These resources are used to finance all the activities in an organization. The ability and capacity of an organization to embrace change and development is a major milestone, and it usually requires the setting aside of ample financial resources. Studies reveal that some organizations fail to accomplish a successful development and change process due to the shortage or lack of sufficient financial resources (Arya B & 2007). Therefore, the budgeting function of the financial department takes cognizance of the need t allocates sufficient financial resources to enable the accomplishment of the activities of the change process. The organizations which have been successful in implementing change and development processes are those who have a better financial ability to finance all such activities. The human resource component: the personnel component is equally a more pivotal function in the process of performing change and development in any organization. It establishes the ability, and the capacity top performs the activities intended towards completing the change process. Also, the human resource function is instrumental towards actualizing the change process. The skills, number of staff, experience and many other factors regarding this organizational function contributes much in enhancing the change capacity of an organization. Scholars have argued that the kind of personnel within an organization determines the ability of such an organization to embrace and perform a successful change process. Innovative capacity within the human resource department is an important area which has been used to explain the capacity of such a department to accept and embrace change. The people present in any organization contribute significantly in describing the capacity of such an organization to perform a successful change process. Technology component: technology has been defined as one of the highly regarded components in the modern organizations. The modern culture embraces the need to integrate technology and other technological factors in nearly every activity. Technology enhances the efficiency of any work process and also ensures much efficiency in the performance of activities within the organization. The advancement seen in the recent times in regards to the development of better technology has been used as a competitive tool by modern organizations. In fact, the capability of an organization to perform better change processes and also to ensure adoption to better work development processed depends entirely on the existing technological infrastructure. For example, innovation and creativity within modern organization highly depend on the existence of better technology. Besides, the capacity of such organizations to implement successful development and change processes highly depends on the nature of technology in existence in such organization Theoretical framework There are three major components which describe the theoretical framework of this research. The diagram below illustrates the diagrammatic representation of the three components and their relationship in defining the capacity for organizational change; Transformational leadership relates to a kind of leadership which embraces new and better changes so as to promote success within an organization. It’s a flexible and embracive kind of leadership which understands the need within the organization environment and responds towards addressing such needs. The existence of transformation leadership in any organization is a motivation towards embracing the need and building capacity for change. A transformational leader understands the need to underscore change and bring in better development to an organization. Individual and group learning experience is also one of the components for defining the capacity for change and development within the organization. The individual and group learning processes enable the creation of knowledge and awareness regarding the need for such change. Therefore, the people are created to embrace the change processes whenever it is commenced. The personnel department which is receptive to change is a great resource for any modern organization since it becomes an easy process to introduce change process to people who understand the need and knowledge of the organizational change. A capacity to accept and embrace the change is therefore created when the individual or the groups have been made to learn about the change and the best ways to promote such change process. Lastly, the theoretical framework denotes the components of infrastructure and resources as a requirement for the development and change in the organization. There is no change process which can exist and become successful in the absence of sufficient resources and infrastructure. For example, the financial resources and the technological infrastructure have been deemed as some of the major components which have been used to create the capacity for the change process (Andrew 2000). Organizations which have ample resources and better infrastructure have been seen as most successful in implementing the change process as compared to other organizations with insufficient resources and poor infrastructure (Atensaker et al. 2006) CHAPTER THREE Differences between chapters two Chapter centers much on the existing literature regarding the subject of organizational capacity for change and development. It centers on the information from the past work of scholars about this subject matter. Most of the information contained in this chapter is existing literature sourced from other secondary materials. Therefore, the explanation of all the components which are of relevance to the organizational change has been captured in this chapter. The theoretical framework which comes up with the summary of the theoretical rationale behind the study of the chapter components is also included in this chapter. On the other hand, chapter three centers much on the rationale used in performing the research. The specific area of concerns was the government of Dubai and the information provided in the chapter centered on the need to understand how the analysis of various information was made. It, therefore, focuses on the essential analysis requirements for purposes of satisfying the objectives of this research. For example, it details the various response and questions which are relevant from the respondents used so as to achieve the objectives outlined in the research. The methodology of performing the research is essential so as to provide the required results and outcome expected from the study. The difference exists so as to separate the existing literature and the particular and pragmatic research information for this topic. The existing literature simply provides the perception of other scholars in regards to matters of capacity for organizational change. However, the introduction of chapter three was meant to provide a more specific approach towards the condition in Dubai. In essence, every environment presents varied conditions and factors which depend on many other environmental factors. Dubai is a unique case. Therefore, the separation of these two chapters is meant to divide the two study areas where the existing literature is used to explain the particular case of Dubai as underscored in the literature. Theoretical framework in the case of Dubai Dubai is one of the most competitive industries in regards to the complexity and the nature of business within this place. Most of the organizations existing in Dubai face the intense need for organization change. There are several dynamic factors within this environment. Therefore, these factors contribute significantly to the need for change and embrace of new techniques so as to realize the potentials existing within this market (Austin C 1994) Significant leadership has been seen in major companies and organizations in regards to accepting the transformational leadership style. Most organizations have taken the advantage of the need to embrace transformation leadership culture. The essence of coming up with such a leadership culture is to take advantage of the existing opportunities for change existing in the Dubai environment. Resources and infrastructure have equally been of the essence in the Dubai environment in regards to embracing and accepting the change and development process. Many organizations existing in this environment have consistently demonstrated greater resources base such as the financial potential as a product of their activities. For example, organizations in Dubai have significant budgetary allocation for purposes of embracing and performing the development and change process. Besides, the infrastructure existing in many firms and organization in Dubai have been on great essence towards change process. Technology is the greatest infrastructural component which helps to define major organizations that have been successful in accommodating change process. A survey conducted on the major organization in this country displayed the existing of workable technological infrastructures one of the major attributes explaining the success of change process. Therefore, the theoretical infrastructure provided in chapter two describes a general approach towards the various components of change and development in the organization. These, however, have been well explained in the case of organizations which exist in Dubai since most of them have integrated all these theoretical aspects for their advantage. Chapter Four Methodology The methodology applied for this study regards the application of both quantitative and qualitative approaches in analyzing the results of the research. Most of the information obtained through the data collection tool has a mixture of both qualitative and quantitative information. Therefore, the methodology centered on applying a mixture of these two important techniques in explaining the outcome of the study. Research design Sample The sample chosen in this study focused on respondents taken from four major organizations. All the organizations chosen for the purpose of this study relates to those in Dubai. The various respondents are subjected to a variety of research questions Data collection The various data used in the study was collected through a questionnaire instrument. The questionnaire focused primarily on six variables through which the respondents were gauged. These responses were then rated on a scale so as to determine their positions in regards to agreement or disagreement to the questions asked. Findings According to the analysis presented in the research, the findings indicated a close relationship in regards to change and development in organizations to the variables represented in the questions. Most respondents related the research variables as the major requirement for successful development and change in the organizations. References Andrew, D, 2000, Sustainable Innovation: drivers and barriers, world business council for sustainable development, Innovation management journal, OECD TIP. Apostolou, K., 2014. The role of organisational learning in maintaining a stable context for transformation: the case of a Scottish SME. Arefina, A., 2015. National Cultural Context of Organisational Change: Implementation of Change Initiatives of Multinational Corporations in their Russian Subsidiaries (Doctoral dissertation, University of St. Gallen). Arya, B and Lin, Z 2007, "Understanding Collaboration Outcomes from an Extended Resource-Based View Perspective: The Roles of Organisational Characteristics, Partner Attributes, and Network Structures," Journal of Management 33(5): 697-723. Atensaker, G, et al., 2006, “Developing capacity for change,” Journal of change management, vol. 6 no two 217-231 Austin, C 1994, The Process of Change: A Synthesis Study of Institutional Read More