Introduction
The changes endured by Coastline occurred in the very specific context of privatisation. In this perspective, clashes of paradigms are common, in particular in the way knowledge is viewed and exercised as well as between the past and present goals of companies engaged in such process. As described by Grey and Mitev (quoted in Wilson, 1995, p.59): “If ‘post-industrial society’ does offer the possibility of decentralization of work and industrial structures, as well as an increase in the quantity of information and/or knowledge, it is important to remember that these changes have emerged in particular circumstances, that is, the countervailing tendencies towards (re)centralization of overall control; an increasing privatization and commercialization of social life; a commodification of information and knowledge; and an extension of surveillance and control”.
In the Coastline Electric case, this tensions result in a radical change of the place of engineers in the company, and how their knowledge is being recaptured by other staff while engineers embark on totally different day-to-day tasks. Described by Bowen and Lawler (1992) as “a means to enable employees to make decisions” (quoted by Erstad, 1997), this question addresses the wider issue of knowledge distribution as well as the issue of the amount of power legitimated by this knowledge as demonstrated by Burns (2000) in a post-modern view of power as a constructed reality which allows the dominant groups to impose their will on others. The authors adopt a post-modern approach to the case, where numerous references to the way the reality is constructed, is observed throughout language and different points of view, and where engineers – as object of the change rather than actors of the change - are given “a voice”. Overall, the case study examines the steps of the process by which engineers were actually and gradually marginalized in their own field and dispossessed of their former power, and how senior management eventually achieve its goals of deprofessionalisation within a few years after the privatisation by constructing a new corporate reality.
Empowerment as a vector of deprofessionalisation
It sounds like a paradox that empowering people, that is, according to Erstad, 1997, “a change strategy with the objective of improving both the individual’s and the organization’s ability to act” ma...
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Elie Wiesel’s hope, as well as the rest of the hundreds of Jews’, diminishes tremendously. They originally suppress their
Often regarded as one of the greatest films ever made, Citizen Kane written and directed by Orson Welles is a classic film that defied the conventional styles of the Hollywood Cinema. Welles was committed to the Mise-En-Scene of his movies by using his characters, props, settings, and even the camera to tell the story of his characters. The Lighting, the camera shots, and the character 's actions to depict the life of Charles Foster Kane. The Mise-En-Scene of this narrative creates a film that is ahead of it’s time and a genius innovation to the cinema.
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Kegan, R., & Laskow Lahey, L. (2009). Immunity to change. How to overcome it and unlock the potential in yourself and your organization. Boston: Harvard Business Press.
In the book Antigone she has a sister named Ismene and after she explains to Ismene her plan to bury her brother because she believes in the upper gods and what they set as the rules is what they should follow. However, her sister believes otherwise , she thinks that she can not stand up for what she believes in because she is a women. Ismene states “We must remember that by birth we are
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Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
The following paper aims to discuss and analyze the way in which my personal values intersect with the values I hold as most important within the profession of social work. It would stand to reason that these values would stand on common ground; however, there are places where my personal and professional values diverge. These conflicts may prove to be problematic within my chosen career unless I find a way to prioritize my values, or find ways for them to work harmoniously with each other.
Social work practice is a profession where it works alongside the ‘code of ethics’, these consist of formal statements which represent values of the professional community. The national associations such as Britain state the core values within this field are human dignity and worth, social justice, service to humanity (human rights), integrity and competence. The professional field is regulated by the ‘British Association of Social Work’ (BASW). The core values within social work are huma...
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Personal values determine who we are as individuals. Whether it’s for the good or for the bad, values play an important role to our personal lives. Some people don’t have personal values set for themselves, and continues to live life as normal. It doesn’t necessary means they don’t value anything just means it could be for the wrong reasons. When I think of values I think of importance. Personal values can be helpful to someone’s life. Values may consist of religion, identity, self-respect, and or culture. When you have values you must know when it’s not the best time to discuss when its related to the profession of social work My personal values that may be alike or different from others would be education and health, and I
COGHLAN, D (1994) ‘Managing organizational change through groups and teams,’ Leadership and Organization Development Journal 15(2): 18-23
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...