Critique and Development of Models and Processes for Implementing Change Assignment Help
• An identification of principal schools of thought, tendencies in the academic literature, or commonalities that define the academic scholarship regarding your topic;
• An evaluation of the main concepts with a focus on their application to management practice and their impact on positive social change;
• Direct evidence of addressing the Learning Outcomes from the topic.
• Questions should be answered under each headings or questions asked.
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Organizational change management is an essential and mandatory process that needs to be employed in the organization to make up the organization as per the prevailing trends and changes in the environment. In this regard, organizational change management models and tools take up considerable significance. Efficiency and Effectiveness of an organizational change management process can have direct implications for the overall outcomes of organizational functionality. There are several theories developed and execution processes with multi-stage development procedures have evolved to improve the change management process. Classical models like Kotter's 8 step model (pollack and pollack, 2015) are limited and need to get customized for the current complex business needs. Change management process can be successful only when each of the stakeholders in the process understands the significance and priority of the change, its implications for the organization as well, only when they are committed to take up the challenges and overcome the natural resistance for change, then only the change process can be successful. An effective and efficient organizational change management is necessary to bring the change in the system within the scheduled time frame and as per the expected standards. In this context, the following report will focus on the literature findings of models and the processes being employed for implementing the change. Further, the trends in literature in the change management context, particularly in the system change and network perspectives, are discussed in detail. The principles of the change management process and its impact on the social positive change and evaluation of the related concepts make up other key concepts of change management(Mourfield,2014) and are discussed in the following part of the report.
Overview of the principal schools of thought and their commonality in the change management process:
Charbonnier-Voirn et al (2010) et al provided evidence-based findings of the transformational leadership and its implications to the change management practices in the organization. The focus was on the culture of the innovation that can intensify the contextual factors that do augment the efficiency of the transformational leadership in the organizational change management process. The prevalence of the culture of innovation is said to impact the adaptive performance of employees in the organizations in the context of transformational leadership. Employees in such an innovative culture can get empowered, think on their own and will build their emotional and cognitive resources creatively for facilitating the organizational objectives. The key finding is that the individual level adaptability and creativity will depend on the transformational leadership characteristics and the prevalence of the culture of innovation.
Multi-national company leaders need to possess a unique set of characteristics (Godiwalla, 2018) that can have a positive impact on the organization. The typical focus of multinational team leadership should be on the cross-cultural awareness, knowledge management, motivation, decision-making processes, goal setting, task delegation, monitoring, foreign language skills, and coordination as well as the transfer of HQ corporate culture. All these traits are of particular usage in the context of reinforcing positive social impact in the organization.
Business systems are generally complex and in the developing economies, they have become even more complex. In this context, the resilience engineering systems is considered as an effective option for complex business organizational performance. Such systems will deliver excellent performance against the current goals. Further, such a system will adapt to the prevailing changes in the environment and will work on improving the consistency, efficiency, and elimination of waste in the process. Such resilience can be effective only if there are the right innovations and adaptive procedures kept in place in the organizations. Resilient culture is effective to make organizations flexible, develop communication across diverse stakeholders, works for improving the overall strength and flexibility in the organization. Develop competencies to prepare for challenges etc. Resilience framework and subsequent change management can bring in improvements in the organization, management and technological perspectives (Pellisier, 2011).
There is much to the identification with the leaders and the transformational leadership qualities of the leader. The impact of these factors along with innovative climate on employee creativity is investigated for theory and practice in reality by Peng & Rode (2010). The findings indicated that there is a three-way impact on employee creativity, when transformational leadership, identification with the leader along with the innovative climate act together.
Business processes, business culture, and leadership all play a significant role in the context of business transformation in the modern business environment. Technological advances and environmental changes invariably need to be accounted for with a focus on changes in all these aspects (Pepper, 2010).
Radwan (2010) emphasized a key hypothesis needed In the context of change in the paradigm of managerial conception. The focus was on the necessity for the change in the management ideology to expand the vision towards accountability for results rather than just focussing on the tasks. Such a changeover of the paradigm is versatile and does impact several aspects of the functionalities of the organization including innovation, change realization and so forth. Such change in scenarios will enable a more intense focus on the happenings and will work for developing strategies that are more appropriate for the organization.
CST (complex systems theory) is discussed and the focus is presented with practical limitation in moving off the system from the technological central paradigm. CST based discussion on the implications to the leaders to bring out the change in the organization is presented by Valente (2010).
Verbeetem (2010) indicated the interrelations between different systems in the organization and indicated that business systems are part of the whole system. In this connection, the business unit strategies and the business unit structures and their implications to the business unit's management accounting and control systems.
Critique the techniques and the models
The models and techniques available in the literature have focussed on the systems and network-level interactions in the organization to enable better outcomes, there is much to do with other aspects of the systems as well like the motivational features of the employees, skill levels of the employees, strategies being employed for realizing the change, the schedule of the changes, employing technology integration to bring forth the change and so forth (Anderson, 2019). Strategies that integrate follow-up of the changes in the systems and self-sustaining models with corrective mechanism towards anticipated changes is the need of the hours. Such systems will embrace all agents of the systems and the networks as part of the facilitators of the change. There will be a mechanism for continuous evaluation of the change outcomes and subsequently correction of the system operands to bring out more focussed outcomes, can be a more appropriate solution(Hickman and Silva,2018). In any case, there is a need for extending the current models to get this type of operational change inclusion.
Contradictions and discussion
Effective transition is the need of the hour, as the business organizations are becoming more complex by the changes in the organizational environment and the functional scenarios. The major concern identified in need to consider the big picture of the entire business management process. The common theme found in the literature in the context of effective business management and control of operations is the need for change in paradigm towards more accountability, more accountability towards the end results will make the attempts to change more efficient (Cameron and Green, 2019). Rather than just focussing on the aspects of activities, it is very much required to focus on the realization of the outcomes as well. Such a broad approach will enable organizations and organizational management to bring out an efficient and effective change realization in organizational activities. From whole systems perspectives, the focus of studies in the literature is contained in considering the Business system as part of the whole system and business processes, procedures are contained for their interactions with other parts of the whole system and consideration is taken up to study the entire process for effective change over in the operations. The focus is only on the activities and not on the accountabilities. These are some contradictions in the hypotheses proposed for change realization (Nohria, 2017).
Though system interactions with other components of the system are considered as key elements of discussion, there is much to do with the focus on aspects like traits of limiting the interactions only from a technological perspective, much broader consideration to diverse focus areas and issues of significance is needed for managers in this perspective. Other contradicting views from systems conception viewed the change opportunity as a means to use technology for improving the functionality of the business processes and procedures. Such a change is expected to bring forward much broader and intense changes in the business processes and change realizations as per other hypotheses founds in the literature. In any case, the common emphasis has insisted on a change in the comprehensive business models with more focus on the renovation of the system level as well as managerial level changes in the operational functionality. Hence contradictions about the usage of the technology-centric approach as well as not including technology perspective in a redesign of the system are a contradiction seen in the literature in the current context.
An important aspect of the change management process is the cohesive interaction of the transformational leadership along with identification with the leader and employing a culture of innovation in the organization. Such collective and three-way operational focus is considered to be of need for bringing out creative outcomes from employee adaptability practices. Networking relationship has much to do with the leadership characteristics along with these other factors of significance for bringing out the change in the system (Holten and Brenner, 2015). Other opportunities for creative outcomes include managerial competencies of knowledge management and cross-cultural communication trends etc. Such provisions will contribute towards a more intense and effective realization of individual outcomes in terms of more productive benefits. These are some of the concerns of significance in change realization in the organization. Hence developing comprehensive models to realize a change in the organizations is the need of the hour.
Organizations can be subjected to change realization when there is considerable focus on hybrid models of systems and networking enabled procedures and culture for change realization. In any case, particular strategies that can be employed in this regard should invariably include a mechanism to monitor the changes and outcomes. Developing objectives and measuring change is one of the key aspects of the change process. The system should incorporate a time-bound, outcome evaluation procedure to continuously monitor the changes and to realize the same in the organizational outcomes. The proposed new strategies can take care of the total change process and can contribute towards overall organizational effectiveness along with employee creativity and adaptability (Hussain et al., 2018). The key advantage of the proposed strategies is the inherent corrective mechanism that keeps the things on track.
The proposed change models and the processes in the organization are from literature and mainly focussed on the hypotheses proposed for realizing the change in the business processes in the current complex organizational functional set-ups. The discussion provided focus on the contradictions of the hypotheses as well there is also focus on the ways and means about how the techniques can bring out a change more effectively in the context of continuous monitoring and correcting models. In any case, effective organizational leadership and culture make up key requirements for facilitating such change management.
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