Management Assignment: Argumentative Discussion On Organizational Change

Question

Task: Purpose
The purpose of this management assignmentis to reflect on one of the key debates in organisation theory. You will need to analyse the key arguments and then present an accurate and convincing analysis of these arguments to the reader.

Task Details
A noted organisation theorist once argued: 'Pressure for change originates in the environment. Pressure for stability originates within the organisation'. Do you agree Discuss.

Instructions
Write an essay-style response to this question, referring to the current academic literature on this topic. As a general rule, a minimum of eight (8) academic references from peer-reviewed journals, in addition to references from the subject core text is required.

Answer

Introduction to management assignment
Irrespective of the sectors, size of the establishments, or leadership team experience, a group or a company is inevitable to go through certain crucial transformation. If somebody is in the leadership liabilities, he or she will be in an innovative position to foresee and plan for amendments so as to optimize its advantages and alleviate disordering in the company. A remarkable organization theorist once said, “Pressure for change originates in the environment. Pressure for stability originates within the organization”.This argumentative discussion is constructed in support of the aforementioned statements. To foster a successive policy for organizational amendments, employers must comprehend the types of impediments they may encounter. The rationale of this argumentative discussion is to illuminate on organizational changes and the impediments employers face while incorporating the changes along with it the outcomes after implementing the changes.

Summary
Hayes explained change management as “modifying or transforming organizations in order to maintain or improve their effectiveness”. Organizational change is all about quitting the prevalent policies in favour of something new. Management of the organizations is fundamentally engrossed with the scientific attributes of change tends to visualize the human elements of which is the primary impulsion of successive change endeavours as immaterial or secondary. The inefficiency of the management to comprehend, and bridge the diverse objectives of the establishments and its workers is expressed in the form of impediments to change initiates conducted by the companies. The argumentative essay is aimed at the impediments to change and the existing reasons behind those impediments along with the outcomes of those barricades.

Obtaining the arguments related to the topic
Reason behind impediments
The overemphasis by organizations on the more foreseeable and restrained components in a planned change endeavours could be attributed to the Western rational and objectivism conventions of Science, research and conjectures. Humans are the most complicated beings, endeavours to foresee conduct would have to convey mannerisms, principles and beliefs. Without the underpinning initiatives of the human beings amendments won't occur. Obtained impediments regarding organizational changes will be represented as arguments pertaining to the aforementioned statement.

Impediments to change
Lack of clarity
Change becomes hard if the employers lack objectives. If the employers are not cognizant in terms of the current situation of their establishments, they will not be able to produce it to a craved future state. If the employers are not transparent regarding the objectives, the operators of change and the incorporations will lack lucidity. It will also hinder the entire endeavour.

Lack of productive change communication
Statistically only 68% of the managers are cognizant in terms of the actual motives behind organizational change. This number further reduces from 53% to 40% for the mid-level managers and the forefront supervisors. Due to the poor change interaction, the majority of the workers go through average to high levels of tension and the impacted workers perform less than the median workers.

Strategic shortcomings
Productive change management policy decides the impact of any change endeavours. A comprehensive change management policy should convey the following key attributes:
The requirements for change, assets for change management, hazards associated with the change, pragmatic timeframes, training and support, quantifiable KPIs and feedback.

Change resistant culture
The longer the present procedure exists in the companies, the more infused workers are in it. The state of affairs always feels congenial, creating a lot of inactivity in the companies. During change incorporation, other ethnicity-based issues like inward politics, poor mannerisms, restraint, and personal agendas start rising which contribute to the change resistant practice.

Lack of organizational Buy-in
It is aptly said” change starts at the top but happens at the bottom”. For a successful change endeavours employer need to earn buy-in from both top governance and entry level workers. The top management buy-in is pivotal to add authority to the change endeavours. Their employment is more than just facilitating the initiatives, however to actually take the responsibility of the amendments and lead by precedence’s.

Cultural barriers
People from diverse backgrounds are the part of groups in an organization to culminate projects and consummating deadlines. The ethnicity impediments in the divergent groups are a significant barricade to change as it emerges as hard to come to a significant decision conveniently. As every individual in the team representatives originate from a varied ethnicity and their conception, perspective and proposition will differ in most of the cases.

Workforce
An indispensable and integral component of a company is its manpower. It is them who tend to be least responsive in amending the current state and often proves as the potential impediments to change. They are scared of the outcomes and do not promote it with capabilities. If a company is looking to get rid of these impediments, they have to take their manpower into confidence and make them consider that the decision is for their own advantages and how it will have optimistic repercussions on their job roles and obligations in the organization (Tappenet al, 2017).

Evaluation of the obtained arguments
Pressure for change originates in the environment. Pressure for stability originates within the organisation”. This argumentative discussion is constructed in support of the aforementioned statements. From the aforementioned arguments, it is conspicuous that change is always required in the dynamic atmosphere of the workplace however there are certain impediments which hinder the effective implementations of the change process. The one thing, which is constant in the professional life, is the change procedure as there are inevitable phases where the crucial transitions happen. It will take place irrespective of the sector to which the company belongs, the size of the organization, the opportunities of the work, the crafts and skill sets of leadership and even the number of the workers present work in the company. It is pivotal to foresee change and create strategies accordingly so that it becomes possible to alleviate any disturbances and bolster organizational effectiveness and capabilities. Irrespective of this fact, employees are scared of change as it produces a lot of unknown components to the forefront. The key is to understand and comprehend the infringements to change and eradicate them productively. While there will be a few organizations whose leaders are devoted to an understanding that it is good for every employee and the employers to shake things up although most amendments are conducted to achieve key strategic objectives. Most of the organizations are efficient at planning changes in reporting structure, work area deployment, job obligations. The failure to anticipate changes and planning for the resultant cultural changes are the potential impediments. While the planning group is too attentive on the objective assessment and crucial thinking it becomes too convenient to lose sight of the fact that the planned changes might create an impact among the employees. Even at work, the employers make majority of the settlements based on feelings and instinct. When the feelings of the workers are missed the outcome is often too intense indignation because of some obscure taboos or convention has not fully regarded. People have an intrinsic fear of change. In most of the planned organizational amendments, at least some workers will be asked to presume varied obligations or focus on varied attributes of their comprehension or skill sets.There will be a fear of change. Most significantly, there will be a fear of non-fulfilment in the new role. Indulging the workers in the change initiative and letting them create, as much of the amendments as is possible and pragmatic is the key to a successful change initiative. As the workers comprehend the motives for the change and have an opportunity to explore the amendments for size they more rapidly anticipate and support the amendments. Also effective discussion policies in implementing the change scenarios of the important organizational changes must attend to the message, and the significance of the particulars shared with varied parts of the companies. people need to comprehend the motives behind the change is made and however more significantly, how the change is likely to be impacted by the changes. Many impediments must be broken down if a constructed strategic amendment is to be incorporated successively. The key to successful change is in the planning and incorporation (Shah, et al 2017).

Evidences
From the understanding of the arguments that are presented it is seen that dynamic change in the business and industries are required. Change management in the companies is required as the innovation and technological framework is changing, the employment and employee relationships are changing and there is a changing climax that is shown by the HR departments to help in the management of the human capital investments. The employees do not easily accept the changes that are delivered but the revolution of time and effective training process has helped in the manifestation of the change management. The theories such as Levin’s change management model, The McKinsey 7-S model, Kotter's change management theory, ADKAR change management model, Nudge theory, Bridges transition model, and Kübler-Ross change management framework has explained the requirement of change management in the companies and the business infrastructure. Change management is presented in the context of the revolution of the company. Effective communication with top management has helped in the understanding of the requirements of change management. There are strategic imbalances that help define the requirement of change management. For the companies to function and operate, communication between the framework of senior management and other stakeholders is important (Kouloukouiet al., 2020). This will help in the understanding of the business objectives and goals. Several frameworks have explained the requirement of change management but the dynamic concepts of communication, decision-making process, and problem-solving process have helped in understanding the psychological impediments and helped in dealing with pragmatic scopes of change in the business atmospheres. The evidence have shown that change management has brought about radical changes in the enterprise architecture and has helped in alternative approaches that will help in providing productivity and profitability for the business. The sustainability of change management will help in the illustration of long-term effects on the business. There will be a ride in business manifestation with proper structural and reconstruction of the business atmosphere.

Outcomes
With the change management in the business, there are following outcomes that are seen in the companies, and the research is stated by Deloitte and Mckinsey in their research:
The positive implications of communication in the business network: With the implication of change management in the business there, it is seen that communication and distribution if channelling of the business has increased. There is effective business communication between the top management and the employees. This communication and involvement of the stakeholders will help in the propelling of the business in forwarding direction (Binciet al., 2019). Employee relationship and HR management: the employment relationship has increased. There are concepts of employment laws and minimum wage laws that have incorporated the work-life balance of the employees. The integrative process between the HR and employees has helped in the development of strategic human resources development and there is the contribution of new outlook and horizons in the business realm.

Map analysis of the financial and sales forecast: the map analysis and different financial matrices are developed within the companies. There is the introduction of accounting systems that have helped in the monitoring, evaluation, and implementation of strategic planning within the business infrastructure. This has helped in the understanding of the substantial requirement of business operations and involvement of votes of employees. Strategic development in the business instrumentation:the business canvas model of the companies and the customer inclusion within the companies has significantly changed. This has helped in understanding the strategic development and requirement of action plans that are effective in managerial grid practices. The leadership direction has changed and there is development in the manifestation of quintessential development in business requirements.

Operational development: there have been changes in the operational systems of the business and this has helped in the engagement of the business with proper comprehensiveness and coherence.
Administration development: there are progressive changes in the administrative protocols and there is systematic inclusion of review systems within the administrative policies. The interdepartmental functions are introduced with the change management protocols in the company (Vladoset al.,2018).

Innovation and technological development: there are significant changes in change management due to the incorporation of technological development. Though there was employee resistance to effective communication and leadership, they are incorporated within the business protocols.
Development of the concepts of business intelligence and business research: business intelligence and business research changed according to the requirement of business infrastructure. This has provided the opportunity to deal with all the business manifestations and expectations from the business (Rajan and Ganesan, 2017).

Conclusion
The essays have provided the arguments and have provided all the instrumentation and models that are required for the management of change in companies. The essay has provided the implication of change management in the business where it is seen that communication and distribution if channelling of the business has increased. There is effective business communication between the top management and the employees. This communication and involvement of the stakeholders will help in the propelling of the business in forwarding direction. The employment relationship has increased. There are concepts of employment laws and minimum wage laws that have incorporated the work-life balance of the employees.

Reference list
Kouloukoui, D., de Oliveira Marinho, M.M., da Silva Gomes, S.M., de Jong, P., Kiperstok, A. and Torres, E.A., 2020. The impact of the board of directors on business climate change management: case of Brazilian companies. Mitigation and Adaptation Strategies for Global Change, 25(1), pp.127-147.Retrieved from:https://link.springer.com/article/10.1007/s11027-019-09864-7

Binci, D., Belisari, S. and Appolloni, A., 2019. BPM and change management: An ambidextrous perspective. Business Process Management Journal.Retrieved from:https://www.emerald.com/insight/content/doi/10.1108/BPMJ-06-2018-0158/full/html Vlados, C., Deniozos, N. and Chatzinikolaou, D., 2018. Global crisis, innovation and change management: Towards a new systemic perception of the current globalization restructuring. International Business Research, 11(8), pp.9-29.Retrieved from:https://papers.ssrn.com/sol3/papers.cfmabstract_id=3362584,
Rajan, R. and Ganesan, R., 2017. A critical analysis of John P. Kotter's change management framework. Management assignmentAsian Journal of Research in Business Economics and Management, 7(7), pp.181-203.retrieved from:https://www.indianjournals.com/ijor.aspxtarget=ijor:ajrbem&volume=7&issue=7&article=010
Tappen, R.M., Wolf, D.G., Rahemi, Z., Engstrom, G., Rojido, C., Shutes, J.M. and Ouslander, J.G., 2017. Barriers and facilitators to implementing a change initiative in long-term care utilizing the INTERACT™ quality improvement program. The health care manager, 36(3), p.219. Available at:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5533173/
Shah, N., Irani, Z. and Sharif, A.M., 2017. Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors. Journal of Business Research, 70, pp.366-378. . Available at: https://www.sciencedirect.com/science/article/abs/pii/S0148296316304970