Management of Change in policy - free sample -MyAssignmenthelp.com

Questions: 1. Brieflyexplain the link between each definition and its underlying theoretical perspective. 2. Using an organization that you are familiar with and explane Briefly introduce the organisation. Identify and describe a change that is happening, or has previously happened, within it. Go on to explain how your definitions (from Question 1 above) related to the change occurring in this organisation. 3. Draw up a SWOT analysis,as a table,to assess what has caused the need for the organisational change which you identified in question 2 above,explain, discuss and integrate your analysis, including a conclusion that summarise the current state of the business and connects this to why the change was (or is being) implemented. Then, in your own words, identify and critically evaluate the benefitsanddrawbacks of using business SWOT analyses in general to determine the need for organisations to change. 4) Using the subject materials (overview, textbook, required readings, online material), as well as your wider reading,identify, explain and critically assessthe key conceptualisations of role of the change agent,and thenapply this analysis to the change in organisation described above. (c.750 words). 5) Using the subject materials (topic overview, textbook, relevant required readings) as well as your wider reading,define and critically discussboth problem-centric and dialogic approaches to change. Answers: Question 1 There are many theories that have come up in all these years to implement the theoretical concept of change. In most of the organizations it is seen that by changing the policy of work, the standard of the organization has improved. The ontology of change is brought about by the ways in which the change has been implied in the organization. To implement changes in the organization, it is essential that the employees of the organization gladly accept the changes. It is an important point that the managers should take into consideration while implementing changes in the organization. Organizational change means the modification, transformation or amendment in the structure, processes and goods of the organization. It is the change that has an impact on the operational activities as well as the staff. The change can be imposed directly on the organization, structure of the operational activities, workforce, working hours, the way the roles are carried out and the role that is resulting in a change. The ontology associated with change management refers to the ability of the managers to recognize the organizational policies which tended to be a hurdle in the success of the organization. It is said that the changes implemented in the organization is consistent throughout depending on the adaptation by the employees.. Internal and external forces implement changes in an organization. The external forces include technological change, globalization, social and political changes and workforce diversity(Hayes J. , 2014). Whereas, the internal forces include employee expec tation, crisis, deficiencies in existing system, changes in work climate, declining effectiveness and changes in managerial personnel. The three kinds of change in a workplace are unfreezing, change and refreezing. Unfreezing refers to reducing forces for status quo; change refers to developing new attitudes, behavior and values; refreezing refers to reinforcing new values, behavior and attitudes(Cameron Green, 2015). The management of organizational change is the framework managing the effect of new and innovative business processes, changes in the organizational structure or cultural changes in the organization. This is beneficial when there is necessity for the whole organization to adapt o new skills and behavior. Lewins change management model or McKinseys 7-S model are the two theories which are considered important for effective innovation. Again, objectivism and social constructionism are the two very important aspects which help in the analysis of organizational change. So, it can be mentioned that the changes in organization can be driven for better comprehension of the process with respect to elementary and rudimentary management studies. The theory of objectivism has no primary aim of an individual to attain happiness. As the topic is based on organizational change, therefore the better goals would be identified as the profit for the organization to attain the business practices(Goetsch Davis, 2014). On the other hand, constructionism deals with the practice of knowledge and communication. The change in the form of communication is actually important for developing a cohesive bond among the employees. Another important point to be considered here is the constant communicative development which would contribute to the success in the organization. Question 2 a) In this context of organisational change, the Australian supermarket Coles is used as an example for analysis by using the theories and concepts mentioned above. Globalisation has again made it easy to evaporate a portion of the population and eradicate a part of the supply chain of Coles. By implementing the theories which are effectively processed would lead to the logical apprehension of the operational activities of Coles, Australia. Coles Supermarkets Australia Pty Ltd is the Australian supermarket chain owned by the Wesfarmers. They operate throughout Australia including more than 100000 employees(Lozano, Ceulemans, Seatter, 2015). b) Change is the common factor that is present in every business irrespective of the age, size and industry. The first step of change includes unfreeze which prepares the organization to get accustomed to the change by breaking down the prevalent status quo before creating a new way of operational activities. It can be easily done by highlighting the decrease in sales figures, poor fiscal results, customer dissatisfaction surveys and more like that. These will make the staff realize that things must change in a way so that everyone can understand(Worley Mohrman, 2014). When the unfreezing step causes uncertainty, the appearance of change step let the people resolve the confusions and seek new methods of doing things. People start developing a belief that and lead their action towards the new direction. The transformation from unfreeze to change does not occur easily but people take time to adapt to something new to participate actively. There is a similar model known as change curve which highlights the challenges faced in personal transitions which is useful for effective understanding. To experience the change and making it successful, it is necessary to understand the benefit of it. It is not mandatory for every person to understand the fact that change is necessary for the organization and that is beneficial. It is on one hand a common presumption as well as a drawback that must be avoided on highest priority(Ashkenas, 2013). In the process of the change taking place, the employees have been encouraged by the new technique of working and the organization becomes ready to refreeze. The external signs of the refreeze are a stable organization chart, consistency in job descriptions and many more like that. This stage also needs to help people in the organization to abide by the changes. This refers to the assurance of changes all the time and their implementation into everyday life. With the upcoming stability, the people in the organization feel confident and comfortable with the innovation in the working. The agents or managers of the company should involve the employees by motivating them with proper tools and techniques to implement the necessary changes. It is a challenge for the organisation when the employees cannot adapt to the changes because of their out of expertise. This can result in loss of job for the employees as they could not adjust to the change. c) The process of unfreezing is intended to prepare an organization to incorporate the changes. So, this process of change can be implemented in the Coles supermarket. It can be attained by highlighting the changes and its driving forces and the danger of not accepting the changes gladly. It includes challenging the beliefs and value system within the company and integrates an analogue of development and success if the required change is put into practice. In Coles, the main forces of change involves limiting the future of the company with respect to its hold on the capital, the continuity in sales volume, reduced turnover, losing to the customers in numbers which proves to be a challenge in the process of attracting major customers. For bringing success in Coles it is essential for the management to embrace and retain the changes according to the industry requirement. It is important for any organization to keep in flow with continuous changes. Embracing outdated technology can prove to be a competitive disadvantage for the company(Rock, 2014). Question 3 Strength Weakness Reduction in cost Attention on employee integration Change in the organisation for improving operational quality Occupy a major share in the food and liquor market Attractive pricing strategies Sudden cut from the jobs will discourage the employees and create a gap among the management and the employees They operate on lower margins as compared to their competitors Security can be threatened with respect to job retention by creating tension among the employees which has resulted an increase in the rate of turnover of employees (Cawsey, 2016) Opportunity Threat To produce profit at a multiple point Hold better control of the supply chain The change in an organisation in the human resource department has caused in a wider room for the organization to make up a new team which will be liable for utilising the power of the existing workforce(Gollenia, 2016) The company will face a threat which must be addressed in the recent future. The new recruitment must be entrusted with the operations of the organization. So, it can be mentioned that the cost behind the maintenance of human resource department is the recent threat faced by the supermarket Coles. The Australian food and liquor market is in constant evolution. From the given situational analysis by means of SWOT, it can be concluded that in majority cases, the company deals with the change occurring in the human resource department which has been efficient enough in focusing on the change in the prime operational activities. When the theories and principles are considered, it can be said that where the organization stands, at the present moment, is the junction of the change in workforce. The principles of objectivism have been taken into account when the problems and issues were concerned. b)Organisational change should always be implemented keeping in mind the internal analysis of the company. SWOT analysis is beneficial for understanding the requirements of the organisation, for instance, Coles and brings about the changes accordingly. It is helpful to understand the operational activities of the business in minute details. Whatever is mentioned in the assignment till now has been noted for primary understanding of different perspectives. In almost all the cases, the organization, such as Coles has been taken into account related to the proper understanding of the fact related to the better analysis of the case. If the primary understanding of objectivism can be focused, the effective culture related to it can be taken into consideration for basic comprehension of the process. The change in the organizational process of Coles has covered the factors related to the departure of the managers of the organization which has resulted in the change in the brand strategy(K. Vora, 2013). The brand strategy which was a topic of discussion is regarded as the main effective change in the operational process. But, there is certain effective consideration in the matter that cannot be ignored as it is related to the scope of finding out how efficiently that would enlighten the primary structure of the case that has been important for the actual purpose. For bringing change, the company must focus on the raising of moral construction and objectives of the employees. As a result of that, all these will need to be considered for properly knowing the case in detail(Carter, 2017). It can be observed that the company Coles, in the recent years Coles has cut out the jobs of many people which have lead to a terrific amount of employee redundancy in the country. The result of this decrease in workforce discouraged the employees which further led to a significant growth in the rate of employee turnover. Coles needs to incorporate some changes which would be a matter of concern for a majority of employees for decreasing the rate of employee turnover. From that time, it has been accounted like the whole case that it is important to get a grasp of the case for effective understanding of the issue(Ingram, 2014). Therefore, the decision that was taken by Coles to retain and maintain its staff has not been authorized as there was a question of authenticity. The change model of Lewin can be categorized by efficient understanding which bore a large impact on the consideration of the business case of Coles. It does not take into account the size or age of a business. Thus, it can be centered on the dynamic operational courses within the periphery of the organization. As Lewin said, the management in an organization can be related through the stages of unfreezing, change and refreezing. Question 4 To bring about changes in an organization, it is of utmost importance to engage the officials who will bring in the change. They are known as the change agents who help to observe the given situation and examine it accordingly. After carefully scrutinizing the situation, they decide to implement the required changes beneficial for the organization. The change agent has to play seven primary roles. These roles are- investigate, manage, advocate, encourage, facilitate, advise and meditate(Sonenshein, 2016). The given topic has discussed that in every case change has to incorporate by implementing certain activities in the organization itself. The agents, who are entrusted with the task of investigating, look for the hint and clues that have a big impact on the making of scope for bringing about change in the organization. In the given scenario of Coles in Australia, the change agent is analytical. Moreover, the advocating change agent supports the organization to bring in the changes f or the betterment. One important factor is effective decision making about matters related to the firm. Encouragement is also considered as an important change that requires to be categorized through the working condition of the workers. As a result, this has to be accounted that the primary factors for the overall understanding of the fact related to the powerful consideration of its effect on the total case. Facilitation is change management equipment that can be used from different perspectives(Goffin Barnett, 2015). The mediator plays the key role of incorporating change in the organization. A change that is implemented for attaining the targeted goal and managing the workforce for getting in flow with the incorporated change and put it into practice at their own level of competence. It is said that change is a continuous process which must be initiated for the benefit of the organization. The planned and discussed change is brought in by the help of a change agent. He is the person who is responsible organizational effectiveness by bringing in the change. A planned change can be brought about among the people, in the structure or in technology(Bartunek, 2014). Any hindrance in the path of change can be resolved by the change agent who encourages and motivates the employees to embrace the necessary change. Internal management gets hold of the external managers to initiate planned change. Change agents can also be categorized into external and internal change agents. The external change agents are referred to as the people who are specialized and expert in human behavior. They play the role of consultants for the company, as in Coles in this case, to derive the change strategy. The internal change agents are those who are continuously involved in the process of or ganizational change. They are an internal factor of the organization and they are depended on whenever change is required. They are selected from various levels and departments(Ledwell Oyler, 2016). They are the managers who get training from the consultants to incorporate change as the continuous process. The change agents initiate change in the wide framework of the change strategy that is designed by the external change agents. They are also responsible for leading the members of the organization to practice the change process. Internal change agents are also the advisors who are recruited from specific departments for certain time period. They go back to their original department when the change process is completed. They are responsible for convincing the members of the organization to accept the changes and implement it in practice(Berlin, Berglund, Lindskog, 2017). The message that they receive from the consultants, gets conveyed to the managers to promote behavioral skills in order to make the change process easy. The change advisors should bear diagnostic and behavioral skills in order to make the change in the organization successful. They should have the proper attitude of acceptance and the personal qualities of providing emotional support and reassurance. They take the or ganization as their own system and do not get affected by the rules and regulations. This is because they do not observe change as a continuous process as they are temporary part of the organization(Peachey, 2015). Question 5 There are some approaches which are advantageous for managing the changes in an organization. The specific approaches are different from each other and help to bring about change in the management of the company. The two kinds can be person- centric approach and dialogic approach. The theory of constructionism is usually built around the rationalization of the experience of making a social world. This model is made real through speech that is verbal communication or language. To bring organizational change there is a necessity to fight the gaps that is currently prevalent in the company (Viljoen, Villiers Laubscher, 2013). The change management models created by Lewin would take in these concepts of development of verbal communication which has to be developed by understanding the process. In fact there is this chance of inclusion of the basic need of change so that work can be done according to the frame which has been laid down by the workforce. It has to be therefore taken into consideration relating to the effective understanding of the fact that it is one of the most vital aspects on how organizations would develop and bring changes with effective implementation with the theoretical understanding of the process needing to be understood as well as how to implement it (Dunphy, Griffiths Benn, 2014). Social constructionism usually deals with the perception of an individual which is based on assumption (Weinberg, 2015). In a company this theory is usually drafted in so that the people within the organization can reciprocate. It is also necessary as in many organization the workforce is diverse and thus they need to ensure that the individuals working there must respond to the actions or to the reactions of one another for social cohesion and therefore constructive attitude is quite important to them. The term first found its hold with the Social Construction of Reality which was published in 1966. After almost forty years since the book and after a number of theories and research it was found that people make their social and cultural worlds at the same time that they make them. It is a type of a viewpoint which takes out social processes (Elder-Vass, 2013). These are serious and playful at the same time and therefore reality is concealed, created, revealed and destroyed by the activities of people. According to Ian Hacking, claims relating to social construction are not very clear always as to what is not inevitable or as to what should be done way with to bring about the change. Hackings distinction is purely based on metaphysics with a gap between things which are out there in the world and the ideas which reside in the minds of the people. To discuss it further one has to see the applications. First there is obviously the personal construct psychology (Kruglanski Higgins, 2013). It first appeared in the 1950s and has since then grown as a constructivist theory relating to the personality and a system of changing individual processes which bring out meaning in largely remedial processes. It was actually based on individuals who create and test theories about their own worlds. Therefore, it brought out one of the primitive attempts to laud the constructive nature of experience and meaning individuals give to their personal experiences. On the other hand social constructionism grew as a form of a critique which was aimed at changing the effects of oppressing social meaning processes. Over a period of time it has developed into a cluster of different approaches. There is this usual way of taking the relationship between PCP and SC as two different entities which are similar but are also very separate in other ways. After personal construct constructivism there is Educational psychology where social constructivism has been researched and studied by many psychologists, the ones who are concerned with the implications of its teaching and learning. Furthermore there is also the systematic therapy which is a form of psychotherapy which wants to address individuals as people in relationships, dealing with how groups interact and the way they interact that is the dynamics and patterns(Trevena, 2015). Then there is the teleology of social construction, where the concepts of strong and weak are put in to opposing philosophical positions. It is the goal oriented, meaningful or final end of an interpretation of reality. One such example of strong can be seen in the Construction of Social Reality where John R. Searle does not mention the strong or weak clearly but keeps a Chinese room argument where he talks about the feasibility of making a computing machine with a brilliant understanding of reality. Strong artificial intelligence is the best bet that someday computer programmers will be able to make a machine which will have a mind of its own which will eventually be more powerful than the mind of a human (Barros, 2012). Then there is David Deutschs book of the Fabric of Reality which too uses a computer which is made up of a society of people (transhuman persons). These are the ones who have debate so that they can have more information. Here the AI is weak as because it is not able to take decisions. Therefore it can be said that strong AI is strong social constructionism and weak AI is the weaker form of social constructivism (Nilsson, 2014). For weak teleology one sees the underlying brute fact which is reality. Examples of these include money, citizenship, tenure, the presidency of the United States. However, it has not been all great going. It has been criticized by eminent psychologists including the likes of Steven Pinker in his book the Blank Slate. Leda Cosmides and Jo hn Tooby used standard social science model term to address to social-science philosophies which they argue that it fails to take into account the evolved properties of the brain (Dodd Epstein, 2012). Reference Ashkenas, R. (2013). Change management needs to change. Harvard Business Review. Bartunek, J. M. (2014). Organizational and educational change. Psychology Press. Berlin, C., Berglund, J., Lindskog, E. (2017). Change Agent Infrastructure. Springer International Publishing. Cameron, E., Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Carter, A. e. (2017). Spatial management tools for coastal seagrasses in Queensland, Australia. Australasian Coasts Ports. Working with Nature. Cawsey, T. e. (2016). Organizational change. Goetsch, D. L., Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Goffin, S. G., Barnett, W. S. (2015). Assessing QRIS as a change agent. Gollenia, L. A. (2016). Business transformation management methodology. Routledge. Hayes, J. ((2014)). The theory and practice of change management. Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan. Ingram, E. L. (2014). From faculty to change agent. Lessons learned in the development and implementation of a change workshop. Vora, M. (2013). Business excellence through sustainable change management. The TQM Journal, 625-640. Ledwell, K., Oyler, C. (2016). Unstandardized responses to a standardized test. Journal of Teacher Education, 120-134. Lozano, R., Ceulemans, K., Seatter, C. S. (2015). Teaching organisational change management for sustainability. Journal of Cleaner Production, 205-215. Peachey, J. W. (2015). The influence of a sport-for-peace event on prejudice and change agent self-efficacy. Journal of Sport Management, 229-244. Rock, D. (2014). Quiet leadership. HarperCollins e-books. Sonenshein, S. (2016). How corporations overcome issue illegitimacy and issue equivocality to address social welfare. Academy of Management Review, 349-366. Trevena, H. e. (2015). A comparison of the sodium content of supermarket private-label and branded foods in Australia. Worley, C. G., Mohrman, S. A. (2014). Is change management obsolete? Organizational Dynamics, 214-224. Ashkenas, R. (2013). Change management needs to change. Harvard Business Review. Bartunek, J. M. (2014). Organizational and educational change. Psychology Press. Berlin, C., Berglund, J., Lindskog, E. (2017). Change Agent Infrastructure. Springer International Publishing. Cameron, E., Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Carter, A. e. (2017). Spatial management tools for coastal seagrasses in Queensland, Australia. Australasian Coasts Ports. Working with Nature. Cawsey, T. e. (2016). Organizational change. Goetsch, D. L., Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Goffin, S. G., Barnett, W. S. (2015). Assessing QRIS as a change agent. Gollenia, L. A. (2016). Business transformation management methodology. Routledge. Hayes, J. ((2014)). The theory and practice of change management. Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan. Ingram, E. L. (2014). From faculty to change agent. Lessons learned in the development and implementation of a change workshop. Vora, M. (2013). Business excellence through sustainable change management. The TQM Journal, 625-640. Ledwell, K., Oyler, C. (2016). Unstandardized responses to a standardized test. Journal of Teacher Education, 120-134. Lozano, R., Ceulemans, K., Seatter, C. S. (2015). Teaching organisational change management for sustainability. Journal of Cleaner Production, 205-215. Peachey, J. W. (2015). The influence of a sport-for-peace event on prejudice and change agent self-efficacy. Journal of Sport Management, 229-244. Rock, D. (2014). Quiet leadership. HarperCollins e-books. Sonenshein, S. (2016). How corporations overcome issue illegitimacy and issue equivocality to address social welfare. Academy of Management Review, 349-366. Worley, C. G., Mohrman, S. A. (2014). Is change management obsolete? Organizational Dynamics, 214-224. Weinberg, D. (2015). Contemporary social constructionism. Philadelphia: Temple University Press. Kruglanski, A., Higgins, E. (2013). Handbook of Constructionist Research. New York: Guilford Publications. Viljoen, R., Villiers, M., Laubscher, L. (2013). Organisational change development. Elder-Vass, D. (2013). The reality of social construction. Cambridge: Cambridge University Press. Dunphy, D., Griffiths, A., Benn, S. (2014). Organizational change for corporate sustainability. London: Routledge. Barros, L. (2012). Advances in artificial intelligence-- SBIA 2012. Heidelberg: Springer. Nilsson, N. (2014). Principles of Artificial Intelligence. Berlin: Springer Berlin. Dodd, S., Epstein, I. (2012). Practice-based research in social work. London: Routledge.