Differential power status in any organization
Differential power status in any organization influences the performance of any given organization. The culture of an organization has a major impact on how the Human Resource department is perceived in an organization. If employees perceive the HR department as part of the business, they are more likely to co-operate and implement decisions. However, if they consider the department to be overbearing, chaos are likely to arise. Differing centers of power also inhibit operations within an organization, a phenomenon clearly demonstrated in The Challenger and Columbia disasters.
Centralised decision-making rather than diversified sources of power is to be preferred to reduce diversity pressures and bring a sense of uniformity in the running of the organization. Individual goals of employees ought to correspond with the joint objectives of the organization, to avoid goal conflicts. For organizational change to be successful there must be adjustments in the staff-related issues, including individual and group processes, and organizational culture. The Columbia disaster could have been avoided had the post-Challenger changes been sustainable.
Clearly, the lack of inter-organizational collaboration within NASA resulted into chaotic communication which contributed greatly to the two disasters. 4. 0 Conclusion Many change management concepts result in cosmetic unsustainable transformation rather than the
Need essay sample on "Differential power status in any organization"? We will write a custom essay sample specifically for you for only $13.90/page
Top-down bottom-up communication is critical to the success of organizational change, as well as allowing the participation of employees. When employees feel part of the transition, they are more likely to be supportive of the change effort. Organizational Change and Development are vital concepts in the survival and good performance of any organization, and require an intimate and effective inter play among the structures, participants and processes pertaining to the organization.
5. 0 Implementation plan Change is critical in any organization. The prospect is however usually met by a lot of resistance as people fight to maintain the status quo. Fear of the unknown and past disappointing experiences make people apprehensive of change and the consequences likely to occur. To ensure a smooth transition, change implementers ought to take into account the human factors involved to array the fears and gain support from the workforce.
The Change Implementation plan should address key issues including the human factor, cultivate trust, explicate the vision to all concerned, offer strong leadership within the organization and create a conducive and enabling environment to sustain change. Bibliography Barzilai, K. (no date). Organizational Theory. Retrieved August 20, 2010, from http://www. cwru. edu/med/epidbio/mphp439/Organizational_Theory. htm Borgatti, S. P. , (2001, October 08). Organizational Theory: Determinants of Structure. Retrieved on 20th August 2010 from: http://www. analytictech. com/mb021/orgtheory. htm
Kim, S. (2005). Individual-Level Factors and Organizational Performance in Government Organizations Journal of Public Administration Research and Theory, 15(2), 245+ Kline, J. (2007). How to implement change in your organization: the key: communicate, communicate, communicate. Marshak, R. J. (2004). Morphing: the Leading Edge of Organizational Change in the Twenty-first Century Organization Development Journal, 22(3), 8+ McNamara, C. (no date). Organizational Performance Management. Retrieved August 20, 2010, from http://managementhelp. org/org_perf/org_perf. htm Muchinsky, P. M. (2004).
When the Psychometrics of Test Development Meets Organizational Realities: a Conceptual Framework for Organizational Change, Examples, and Recommendations Personnel Psychology, 57(1), 175+ Rampersad, H. K. (2004). Learning and Unlearning in Accordance with Organizational Change. Organization Development Journal, 22(4), 43+ Rafferty, A. E. , & Griffin, M. A. (2001). Expanding Organizational Diagnosis by Assessing the Intensity of Change Activities Organization Development Journal, 19(3), Schiemann, W. A. (2006). People Equity: A New Paradigm for Measuring and Managing Human Capital. Human Resource Planning, 29(1), 34+.