Organisational change management dissertation

Contingent reward and Management by exception involves negative feedback, criticism and negative reinforcement are transactional leadership behaviour identified by Bass Merger often presents several difficulties and challenges that impact organization as whole. To successfully execute the process of mergers, effective leadership behaviour is essential.

Transformational leadership behaviour is deemed to be appropriate in current situation. Bass argues when two companies merges together, employees of both organizations may be disturbed by lack of job security, loss of purpose an individual identity, which in turn may result in depression, anxiety and anger among employees. Forced departures, threats to security and resignations may also occur. Therefore, transformational leadership behaviour is imperative with a view to effectively deal with merging of different organizational cultures Bass, To help recover from the stress of mergers, motivation, support, commitment and consideration from leaders is essential.

By following the transformational leadership behaviour, I can assist my employees to sort out the difficulty in extricate from old situations and acknowledge the new arrangements. Moreover, it is evident from wide literature that effective communication is the key to change management and failure in communication certainly results in employees feeling disrespected by organization which in turn make them anxious about their career Mergers and acquisitions: change, culture and the leaderful organization , Thus, being a manager I need to be good communicator as well, therefore transactional leadership behaviours is also appropriate for my case.

For this reason, combination of transformational and transactional leadership proves to be effective in leading employees towards change. The role and responsibility of transformational leadership is to motivate and inspire other employees to work beyond their compliance. I found that under transformational leadership, employees tend to rely too much on their leader. In case of mergers and acquisitions when policy and procedure changes occur, workers believe that their leader has exceptional ability to motive them and make them understand all new environments but in reality the leader may not have the appropriate characteristics Davy and et.

In some instances, it becomes difficult on part of leader to make each and every employee recognize the significance of change. Some people are so rigid and adamant in their behaviour that it become difficult for manager to influence them.

The second constraint is concerned with leader-follower relationship. Being a transformational leader, I assumed that workers will readily follow my idea and propositions for change, however there are many employees who have different opinion and view about vision formulated. Another limitation that I have came across while leading employees towards change is loss of patience. At certain time, I got impatient over the time taken by employees to shift organizational culture and sudden changes of merger this causes leader subject to abuse and inability to lead the team.

Effectively implementing change is also a major limitation of transformational leadership. As during tough time of merger, I realized that leader has to deal with resistance from employees, which is unavoidable. As many individuals might not intend to change and adapt new environment, the leader must overcome this resistance. Due to organizational disillusionment, leaders face it as a major issue during merger as organizational changes start by raising hope leading followers to willingly accept change but disappointed outcome witnessed may disappoint employees who trusted their manager.

Transformational leaders also face challenge that plans of mergers and acquisitions are too static and inflexible. This means that strategies need to meet demands of the external context and often the plans for change programmes are too static and design to meet current needs. Change in organizations appears at faster pace and workforce is expected to be easily adaptable to that change.

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There are variety of skills, competencies and leadership qualities required by me to effectively lead the change process. According to Jokinen , there are some leadership qualities and skills that are essential for effective leadership. These encompass interpersonal skills, technical and self knowledge competence, as well as vision and goal setting skills. Considering the limitations of applied leadership behaviour, as stated above and examining my personal skills and qualities, there are some skills and competencies that are required to be developed which are as discussed below:.

Additionally, sharing knowledge and information with employees is also crucial in order to lead change judiciously. Therefore, to develop the skills of good communicator is fundamental for me.

In such situations, it is important for a manager to involve and engage emotionally with employees. There are several numbers of employees having different cultural backgrounds, skills, beliefs, values, behaviour and attitude. Managing such diverse workforce is one of the critical tasks for manager. Therefore, developing an ability to manage diversity is imperative for success of organization Gardner and Avolio, In such circumstances, managers need to have creative or strategic thinking with a view to solve problems and make sound decisions.

For this reason, developing an ability to think strategically i. In current workplace environment where every individual has certain expectations from organization, leaders are required to recognize these expectations so as to encourage and influence them accordingly Folkman, It can be inferred from the study that managing change requires a structured approach of transforming organization, team and individuals to a desired future state from current state.

Effective change management need leaders to empower employees to adapt and accept the changes of their change environment in order to implement and attain organizational vision and strategy. An effective leader needs to cope up and capitalize on organizational change as changes are occurring at a more rapid pace than ever before. Case study of Sainsbury. A case study of Costa Coffee. All rights reserved. All forms of copying, distribution or reproduction are strictly prohibited and will be prosecuted to the Full Extent of Law.

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Contact us: Sign In. World Student Map Students in vs what has changed? They are very professional and patient. The paper was sent to me before my deadline and I was very impressed with the quality. It was really a helpful experience. A great appreciation is well deserved. Moreover their customer support is very helpful and understanding, unlike other essay companies. While managing strategic change, implementation is more challenging than just designing the change. Therefore, one of the primary issues witnessed in the D2 case was that the management would have difficulty in implementing the change due to improper communication channel used for communicating the strategy to the rest of the employees.

Apart from this, having a balanced strategic change is also a significant challenge since in order to achieve the balance, the organisation needs to assure that its internal management and resources are aligned with each other and with the external opportunities Bordum, Apart from this, environmental pressures are another reason why organisations undergo change.

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In order to be aligned with the environment, there is a certain organisational structure and a strategic positioning required. One of the key issues in the case was that there has been an outpaced growth of technology over the years and in order to meet that pace it needed to undergo significant innovation and get rid of the obsolete technology. This required greater strategic flexibility which then bore a cost to the organisation since the employees resisted the change and job insecurity arose Skordoulis, Moreover, owing to the environmental pressures, it was significantly cutting costs and thus, had to face a trade-off between lowering costs and smooth flow of work.

The smooth flow of work would be disrupted since to lower costs, it would have to shut down some of its manufacturing facilities that are not producing enough and would have to redeploy staff to other geographic regions which would require a lot of planning and control. According to Alessa and Kliskey , responses to environmental change management is required which can be done through change agents. These agents can be of three types: the initiators, the supporters and the opportunists. In the case of D2, the changes in technology were an environmental pressure which required a change agent to manage it effectively and efficiently.

Change management can be of many types, varying from a change in structure to a change in culture, leadership style, operations, systems and strategy. At times one change may lead to another change and while doing so, organisations encounter a number of issues. Another key issue evident in the case was the autocratic leadership style and a centralized management as a result.

In identifying the change management areas, the management itself first made decisions and formulated the strategy, and then later informed the employees. As the case stated that the decision was yet to be announced and the workers in UK might be shock to hear it since the firm had made heavy investments in the manufacturing plants.

Moreover, while redeploying the employees from one geographic region to another, cultural issues might also be faced which would require heavy investments in training.

Organisational management dissertation topics

Trade-off between managing change management and maintaining core competency. Furthermore, change management is not following a planned approach. This might cause D2 to lose out its competitive position in the market which would then be difficult to re-obtain since by focusing on cost reduction rather than value addition, maintaining the sustainability of operations is less likely to happen. The underlying problem chosen for in-depth discussion is the employee resistance to change and the leadership issues in bringing about the change.


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As stated in the case, D2 required an urgent need for change management therefore it cannot go slow in bringing about the change and would require major transformations in its structure and human resource. While deciding which operations to shut down and which ones to expand, it has been taking into account the external environment and the returns it would get out of it.

change management dissertation Proposal | Change Management | Mergers And Acquisitions

However, in doing so, it has neglected the reaction that might be expected from the employees, and which could majorly impact and hinder any change management process that happens in the organisation. Resistance to change usually occurs when employee needs are not addressed; their goals and organisational goals are not aligned; there is communication gap between the different hierarchical levels as well as in horizontal communication; when there is downsizing and mistrust is created among employees; when there are major cultural issues to be faced as a result of change management ; and when employee participation in decision making is lacking Bovey and Hede, Furthermore, when the leader fails to apply a transformational leadership style where he articulates the vision and re-defines the strategy, the resistance increases further as employees are unclear about the goals and objectives they need to achieve as individuals as well as collectively Eisenbach et al.

The management needs to keep a balance between the organisational needs and the human needs since ultimately it is the human resource that needs to implement the change Griffin and Moorhead, The key issue in the case of D2 was that a feeling of mistrust and insecurity was occurring not only in the U.

organisation change management dissertation proposal

In order to address the issues, the leadership styles need to be changed. According to Bamford and Forrester , using a middle-out approach would be of significant advantage in addressing the issue. This would involve giving the middle management the authority to lead the change under the supervision of the top management. In doing so, employee needs would be addressed in a better form since the line managers are more closely linked with the operational level staff and thus would be able to provide adequate feedback to the top management of how to create a link between the overall strategy and the needs addressed.


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  7. Greater teamwork and participation of the workers would also be required to increase their motivational level and making the flow of communication more efficient. Leadership issues are also one of the reasons why organisations fail in managing the change. Uncertainty often accompanies change and as a leader, one needs to minimize the uncertainty levels and create an environment of greater employee commitment and trust.

    According to Ahn et al. Thus, this requires that to avoid such issues the message is communicated accurately while the sensitivity of such messages is taken into account adequately Ashman, One of the ways in managing the issues is to adopt a planned change management approach.

    In the case of D2, a sense of urgency was created and the change was seen more as an emergent one rather than a planned one. However, to make the change more sustainable, carrying out the planned approach would decrease employee resistance, since the unfreezing stage would first help in abandoning the old ways of doing work and preparing the employees for change. For instance, D2 could have addressed the issue of mistrust among its employees in other regions as well as in U.

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