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4) It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
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...
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...y direct quotations. I have to learn how to properly integrate other peoples work into my own writings.
I will take note of the five recommendations APA's Science Directorate gives to help researchers uphold ethical research standards which include:
1. Discuss intellectual property
2. Be Conscious of Multiple Roles
3. Follow consent rules
4. Respect Confidentially and Privacy
5. Tap into Ethical Resources
In addition I will make sure that IRB will have all of my information about my study and the participants and also the consent process. This will make the research process easier and it will ensure that the confidentiality of the participants and everyone involved will be protected at all cost. I will also keep in mind that dishonesty includes fabrication and falsification, faulty data gathering, misleading authorship as well as sneaky publication practices.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
From the stand-point of the APA’s code of ethics, which components could cause problems with an IRB? Explain how you might defend each study to an IRB.
Research is viewed as a scientific human endeavour that is organised according to a range of protocols, methods, guidelines and legislation (Gerrish & Lacey, 2010). Research ethics is that domain of enquiry that identifies ethical challenges with a view to developing guidelines that safeguard against any harm and protects the rights of human subjects in research (Rogers, 2008).
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
An organization might have a structure in place for change but they must also look at the finances. An organization must have appropriate finances to handle the change and must keep the organization profitable (Nielsen and Abildgaard, 2013). Both finances and the social environment within in an organization are resources that can potentially limit an organization from
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
Ethical guidelines are defined as rules and regulations that sets limitation. The research on ethical guidelines states that there are rules and regulations published by the British Psychological Society (BPS). The objectives of the BPS is to maintain the standards of public awareness of psychology by training. They also aim at improving the practice in psychology and its effects in the society. (Become a psychologist, 2011).The guidelines are consent, deception, debriefing, withdrawal from the investigation, confidentiality, protection of participants and observational research. According to the BPS guidelines consent means to give assent, as to the proposal of another, Confidentiality is the nondisclosure of information except to another authorized person, deception is to cause to believe what is not true; mislead, and debriefing is the act or process of debriefing or of being debriefed. Withdrawal from the investigation means, an act or process of withdrawing; retreat, removal, or detachment, protection of participants is to defend from trouble, harm, attack and observational research is deliberate and purposeful perception that is conditioned by the need to solve a problem. (The Palgrave website)
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
Resnick, D.B. (2010). What is ethics in research & why is it important? Retrieved from
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
However, Lewin’s central model centres on unfreezing, effecting change and then refreezing, starting from the status quo, then moving things and then continuing with the new status quo (Green, 2007). Kotter’s change model focuses on establishing urgency, guiding coalition, developing strategy, communication, empowerment, short-term wins, consolidation of gains to produce and anchor new changes (Sabri et al, 2007). Kotter does not engage with the complexity of organisational systems and potential clashing, he sees change being systematic, architectural, political and doesn’t engage strongly with the less deterministic metaphors in the latter steps (Smith et al, 2015). However, Kotter does highlight the importance of communicating the vision and keeping the communication high throughout the process although this starts with a burst of energy and in later stages its followed by delegation and distance (Cameron and green, 2009). Lewin’s change model focuses on people with the collaboration, contribution creating a force field approach to change including the power holders socially, culturally and behaviourally to drive change (Smith et al, 2015). However, Lewin’s approach ignores the metaphor of groups of people only willing to change if there is a need to do so, the model is more of a planning tool rather than an organisational development process (Cameron and green,
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
In the 21st century they consist of various barriers that prevent managers and leaders from achieving their goals and improving their organizations work. Managers constantly try tackle this issues that drive towards lowering productivity. Challenges of management include :