Perspective And Explaining Differences †Myassignmenthelp.Com

Question: Discuss About The Perspective And Explaining Differences? Answer: Over the years, various theories have come up that have implemented the theoretical concept of change. According to (Cameron, Making sense of change management: A complete guide to the models, tools and techniques of organizational change, 2015) organisational change is a process that can be implemented in order to bring about success. In most cases, it has been seen that change in the policy or mode of work has helped in improving the falling standards of an organisation. The ontology of change is an example of the ways by which these changes can be implemented in the organisation. However, in order to implement the changes, it is necessary that the people working in the organisation embrace the changes. This is an important factor that needs to be considered by the managers while planning for change in an organisational context (Booth S. , 2015) However,(Waddell, 2013) stated that the ability to control, identify and implement the requirements for the success of an organisation is considered as change management. The first ontology related to change management states that the ability of the managers to identify the policies or procedure that prevents the success of an organisation can help in implementing necessary changes. The fact that changes in the perspective of an organisation remain constant is an example of the ways by which employees need to embrace the changes. In this regard, the role of the managers is important in order to motivate the employees and engage in bringing about changes through leadership. In this regard, the two definitions of change can be analysed clearly in order to identify the similarity of thoughts between the two scholars. Theories can be related in order to identify the implementation method used for managing change in the organisations. The common links that can be revealed by analysing the definitions include the resistance to change by employees. (Higgs, 2014) stated that the resistance shown by the employees in terms of accepting changes in the organisation indicates that employees fear the job security. This can be related to the second ontology or worldview that mainly states that with the evolution of time, organisations tend to implement changes that are suited for the particular situation. For example, in the modern world, most organisations like to bring about changes in terms of improving technically. The use of technology in the organisation can help in reducing the manual labour provided by the employees. Thus, in this regard, the employees without technical knowledge or expertise can suffer from employment issues. In this regard, the theories suggested by Lewin and Kotter can be applied. Lewin stated a three-stage change management system that focused on planning the change, executing the change and implementing the change in the organisation. On the other hand, Kotter suggested an eight-step model that involves a systematic approach to change. The implementation of these theories in an organisation can help in reducing the resistance from the employees (Farkas, 2016). The definitions also suggest that in order to gain success, every organisation need to implement changes. This can be termed as a long-term goal of an organisation. In order to implement changes, it is necessary that the employees working in the organisation share the goals of the managers. About the organisation Truelocal is an organisation that is based in Sydney, having smaller branches in Melbourne and Brisbane. It has over 150 staffs, an augmentation of approximately 50 per cent over the period of past two years. It was originated in 2005 by NDM as an element of an intensifying operation of the online websites; information about the weather and online sport; search engine for shopping comparison and web based recruitment. As the world has reallocated itself into the age of digital info, the demand for consumers of the online media as means of sourcing information significantly augmented. The demand for the printed media diminished, putting much pressure on the companies of a newspaper for expanding to producing news along with information online in the digital design. This took into account News Corporation that diminished the operations of its newspaper and augmented its digital extension. Describing changes There was much requirement for Truelocal to bring into line its culture, structure and values with the parent corporation for meeting the goals of strategic growth not long after its establishment. According to (Goetsch Davis, 2014) , experts make use of three primary sets of change within their approach, technical design, political allotment and issues of the cultural mix. One of these issues became a pressing problem at any point of time, initiating the changes. In the case of Truelocal there have been a number of alterations evolving and at this point of time, it has been the culture issue. NDM has been expanding in size since its institution in the year 2006 with a number of obtained operations of the website; each has been operating as the separate unit of business with the sustainability of the IT, Finance, Commercial Operations along with the support services that are being offered by the parent company (NDM). A decision was made for aligning the organisation in terms of the operations, strategy and culture so that it could ponder on the factor of performance and innovation for attaining the goals of becoming the number one contributor of Australias online information(Hornstein, 2015). Hence, because of this, NDM redesigned the structure of its organisation as most of the other units of business along with Truelocal merged together into one location. After the relocation took place, Truelocal began gratifying the structure of the company that is being led by the new management team along with the CEO. Since then, it has been under the regular change to attain the goals that it has for its continual growth. Performance gap can be stated as the desire in moving from one less preferred state to that of another. This can be witnessed by the augmented performance after the change has taken place along with the alteration of culture has been implemented (Hechanova, 2013). Changes related to fundamental that took place from the shift from existing bureaucratic and vertical formation to a horizontal structure and modification in the dedicated execution of the divisions generating a culture of a corporate environment that has been customer focused. The accessible culture was deemed a casual attitude towards the requirement of dress, breaks along with informal expression of communication(Hayes J. , 2016). The changes implemented in the organisations need to be executed by the change agents. These agents are the managers of the company. The managers involve the employees by using motivational techniques necessary for implementing these changes. On some occasions, it is seen that the employees are motivated, however, there are also times when the changes made remains out of expertise for the employees. This may result in the loss of job for the employees due to lack of adaptability. Relating change definitions The definitions related to change can help Truelocal to understand the prospect of change. The organisation deals with the online business, it is important for the company to embrace the changes. This is mainly because of the fact that in the modern, the use of the internet is a common factor for many people. With the use of the internet, people around the world search for information, conduct shopping, read the news. Truelocal provides such facilities to the people. Hence, continuous changes in the field of technology are required for the organisation. Adoption of backdated technology can provide a competitive disadvantage for the company. Thus, in order to bring about success in the organisation, it is necessary that the changes be maintained and embraced as per the requirement of the market. Conducting a SWOT analysis After the analysing the changes that occurred in Truelocal, a SWOT analysis of the changes can be undertaken. According to Olins (2017), SWOT analysis is conducted in order to identify the internal potentials of an organisation. In this case, the SWOT analysis is based on the operations that the company undertakes and the recent exploits of the company. Strengths High prowess in the technical field Merging with a reputed company Relocating to a proper place of business Weakness Poor structure Cultural factors Gap in performance Opportunities Expansion into global business Motivation to attain organisational goals Recognition in the local market Threats Competitor threat Continuous updates in technologies Employee turnover Table: SWOT analysis After analysing the table, it can be said that the strength of the organisation lies in the fact that it merged with NDM thereby gaining access to the required technologies that are needed for the business. The main reason for the change to take place in the organisation is the poor structure that was involved. According to Wood et al., (2016), a proper organisational structure helps in the smooth progress of an organisation. The employees can do the delegation and reporting of work in a less complicated manner. Due to the poor structure, the performance of the employees working in Truelocal fell drastically. Certain cultural factors were also involved in the organisation. This again led to the adoption of changes in the organisation. Thus, it can be said that the factors that led to the changes, may have a considerable negative effect on the company. As stated by Kempster, Higgs Wuerz, (2014), organisational change needs to take place if the managers feel that certain factors hinder the progress of work. In the case of Truelocal, all three weaknesses of the company contribute to the change in the organisation. Apart from the weakness, the threats that the company received from the competitors and employee turnover also need to be considered. The regular update of technologies poses a challenge for the organisation because it has a huge employee turnover rate. In order to fix this, the managers needed to merge with NDM and relocate to a place that can be easily accessed by the local people. Such changes can provide an opportunity for growth in the region as well as international market.; Benefits and drawbacks of SWOT for change According to Kotler, Dingena Pfoertsch, (2016), organisational change needs to be done based on the internal analysis of the company. In this regard, the use of SWOT analysis can help in understanding the requirements of the organisation and implement changes accordingly. SWOT analysis helps to understand the business in an in-depth manner. The better understanding of the business can help in developing strategies that can be useful for the implementation of changes. It also addresses the weakness of an organisation. Arnold Capella, (2015) stated that the opportunities that a business may have been identified with the help of SWOT analysis. The advantage of the strengths can be used in order to identify the opportunities and address it. Thus, changes in an organisation can take place by analysing these factors. However, certain limitations also exist while implementing SWOT as an analytical technique. Steigenberger, (2015) stated that SWOT analysis does not give priorities to issues. From an objectivist point of view, it is seen that the issues are taken at random and are solved systematically in the order of occurrence. This can cause a risk for the organisation as the more important issues need pose a threat. It also fails to provide an alternative solution after identifying the weakness or treat. The decisions that are needed are to be executed and implemented by the managers. This provides a drawback it is not possible for the managers to come up with appropriate solutions. On the other hand, the social constructionist is of the perception that it does not provide the best solution for solving a problem. Although Chad, (2015) is of the opinion that it provides numerous solutions, managers seek to implement only one solution in order to address the problems. Similarly, it generates information that is not always useful for an organisation. Role of change agent In order to implement changes in an organisation, it is necessary to engage agents that manage the changes (Levasseur, 2013). These agents are referred to as change agents that help in analysing the situation of an organisation and implement the necessary changes. The role of change agents can be described as the following: Investigate: Investigation about the behaviour of the people based on the attitudes and work performance needs to be done before and after implementing the changes. According to Daspit et al., (2017), change agents try to identify clues that suggest the reasons for the prevention of change. These help in eliminating the threats that are hinder the change process. In the case of Truelocal, the change agent needs to determine the steps that are required for removing the obstacles that hinder the change in the organisation. The observation and analytical skills are important for a change agent. Advocate: In order to implement the changes in the organisation, it is necessary that some people voice opinions regarding the implementation of changes. Change agents help in bringing about the voices that support the implementation of changes. This may act as a motivating factor for an organisation in need of serious changes (Bradley, 2016). Truelocal can adopt such practice from any one personnel and ensure that the changes that are implemented in the organisation take quick effect without hindrance. The initiation of change needs to be enforced on a continuous basis in order to maintain focus on the goals of the organisation. Encourage: According to Burke, (2017), changes can only take place if managers and employees are willing to alter the appearances of the organisation. The behaviours, attitudes and activities of the change agents are to ensure that the people in the organisation are encouraged in order to implement changes. This involves taking risks and stepping outside the zone that is not normally in the comfort level of an employee. Truelocal can also implement such encouragement tactics and help in the implementation of changes. It is necessary for the change agent to understand the personal implications of the people and help in motivating the people about the changes required in the organisation. Facilitate: As observed by Clegg, Kornberger Pitsis, (2015), one of the main attributes of a change agent is to analyse ways by which changes can take place in an organisation. This involves formulating strategies and carrying out risks that can be helpful for an organisation. The changes that are to be implemented are analysed and presented in front of the employees in a manner that motivates them to adopt the changes. In the case of Truelocal, this is an important aspect as the agent acting as a facilitator needs to design system and tools that are necessary for the organisation to work in an efficient manner. Mediate: An organisation consists of various groups that provide varied opinions regarding the policies, procedures and strategies adopted by an organisation. Similarly, in terms of changes, these groups provide varied opinions. The role of the change agent in this regard is to act as the mediator. This is required in order to bring about a sense of negotiation between the people and agree on achieving a common goal. Such a role can be attributed as a leader in the business (Northouse, 2015). Advice: In order to build an authority over the people, change agents rely on the expertise they possess. This is done by sharing knowledge that can be useful for an organisation. In the case of Truelocal, the knowledge that is imparted by the change agent signifies the reliability of the people. According to Cummings, Bridgman Brown, (2016), this advice can be given in terms of providing training to the employees or by conducting meetings on a regular basis. In this regard, it can be said that a change agent needs to be confident and knowledgeable. Manage: Another role of a change agent is to ensure that every project undertaken by an organisation has goals, targets and deadlines. This can help in maintaining the pressure required for attaining the goal. One of the drawbacks that can be considered of engaging a change agent is the fact that it holds the people accountable for missing the targets. For an organisation like Truelocal, this can be a risk factor for the organisation. This is mainly because of the rate of employee turnover in the organisation. Hence, the versatile role that a change agent plays need to be analysed by an organisation. Based on the roles, Truelocal has to implement itself in the business market.; Drawbacks and benefits of approaches to change management Certain approaches exist that help in managing changes in an organisation. These approaches are varied from one another and help in the management of change in the company. These include the person-centric approach and the dialogic approach. Person-centric approach- According to Worley Mohrman, (2014), person-centric approach delegates roles and responsibilities in an organisation starting from the higher to a lower authority. Every employee is assigned a particular goal that helps the supervisors and managers to achieve the long-term goal of an organisation. The results that are generated from the application of the person-centred approach helps in the sustainable development of an organisation. In this regard, the application of this approach for implementing the changes in an organisation is critical in order to achieve the desired results. The purpose of change that needs to be implemented in an organisation needs to be shared along with the application of effective leadership. This can help in motivating the employees and encourage them in order to formulate effective change management plans. The potential benefits that can be derived from adopting this approach are the fact that individuals can provide self-opinion about the changes that take place in an organisation (Shirey, 2013). It helps in the formation of small groups and ensures that the employees facing problems can apply themselves in the organisational context. In this case, the role of the change agent is that of a mediator or advisor. The change agent provides advice with the employees and the managers about the advantages and disadvantages of the changes that are taking place in an organisation. New knowledge regarding the organisation or any factor that lead to the change can be acquired by the virtue of these changes. However, there are certain limitations that make it difficult for most organisations to adopt this technique. One such challenge is the setting of a goal. As observed by Cummings Worley, (2014), the employees have to wait in order to set the goals. The person-centred approach follows a hierarchical method. Therefore, it is necessary that the goals of the managers be set on a priority basis. This may take a significant time for an organisation to develop its goals. This is mainly because of the fact that employees can only see the impact of the goals made by the managers. The overall goal of the organisation does not come to the limelight as the managers' focus on achieving the targets that have been given to the employees. It is also done once in a year, therefore despite the change-taking place the goals of the organisation do not change (Longo, 2013). In the light of this analysis, it can be said that in the case of Truelocal, the person-centred approach cannot be implemented. This is mainly because of the fact that the organisation does not have a proper structure. One of the main drawbacks of the organisation that lead to the change in the management is the fact that the organisational structure did not provide comprehensive information about the supervisors. Hence, without the existence of a proper hierarchical structure, it can be difficult for the organisation to maintain the goals and objectives. Dialogic approach- The dialogic approach that is implemented in an organisation is based on the results of the plans, structure of an organisation and implementation of the stakeholders. This normally consists of four phrases that help in the systematic analysis of an organisation. These phrases include exploring and engaging, building and formalizing, implementing and evaluating, developing. These phrases help in the undertaking the demands and requirements of an organisation and help in the successful implementation of change. Burnes Cooke, (2013) stated that the transformational method of change is required to ensure that the change is implemented and accepted in an organisation. The transformational change helps in addressing the dialogic approach in an organisation. In the light of this, certain benefits of the process can be analysed. One such advantage is the fact that it does not rely upon the opinions of the employees. The managers implement the changes and ensure that the employees make proper communication in order to accept the changes. This can be helpful in order to reduce the work of a change agent. The systematic manner in which this method helps in analysing the difference between the old and new method of working motivate the employees in adopting this technique (Burnes, 2017). This helps in changing the attitudes of the workers and assist in bringing about proper change in an organisation. However, certain limitations exist in the approach that makes it reluctant for most organisations to adopt the method. One of the limitations is the fact that without proper motivational technique it may be difficult for the managers to encourage the employees. In this regard, the role of a change agent needs to be that of an encourager. Sudden changes in the organisational context can lead to a high turnover of employees. This, in turn, can hinder the services of the organisation and the implementation of change cannot be affected. Another limitation is the job security of the employees. With a systematic approach to reducing the old method, employees that are backdated cannot implement the new techniques in an effective manner. This provides the threat of job for the employees (Pollack Pollack, 2015). In this regard, the application of such an approach in Truelocal can help in the motivation of employees and reduce turnover rate. The company deals with latest technologies on a regular basis and the changes that need to be implemented have to point to the use of technological advancement. The rate of employee turnover can be reduced with the proper leadership and motivation of employees. Hence, the collaboration with NDM and the relocation of the place can prove to be useful for the organisation. References Booth, S. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge. Booth, S. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge. Bradley, G. (2016). Benefit Realisation Management: A practical guide to achieving benefits through change. CRC Press. Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications. Cameron, E. . (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Cameron, E. . (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Clegg, S. R. (2015). Managing and organizations: An introduction to theory and practice. Sage. Cummings, T. G. (2014). Organization development and change. Cengage learning. Farkas, F. (2016). Hard and Soft Approaches of Strategic Organisational Change Management. Strategic management, 13-22. Goetsch, D. L. (n.d.). Quality management for organizational excellence. 2015: Pearson. Goetsch, D. L., Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River. New Jersey: Pearson. Hayes, J. (2014). The theory and practice of change management. . Palgrave Macmillan. Hayes, J. (2016). The theory and practice of change management. Palgrave Macmillan. Hechanova, R. M.-O. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. The Asia Pacific, 11-19. Higgs, M. K. (2014). Pilots for Change: Exploring organisational change through distributed leadership. Leadership Organization Development Journal, 85-98. Hornstein, H. (2015). The integration of project management and organizational change management is now a necessity. 291-298. Kotler, P. D. (2016). Driving Change with Strategic Customers. In Transformational Sales. Springer International Publishing. Northouse, P. G. (2015). Leadership: Theory and practice. . Sage publications. Olins, W. (2017). The new guide to identity: How to create and sustain change through managing identity. Routledge. Olins, W. (2017). The new guide to identity: How to create and sustain change through managing identity. Routledge. Olins, W. (2017). The new guide to identity: How to create and sustain change through managing identity. . Routledge. Waddell, D. C. (2013). Organisational change: Development and transformation. Cengage Learning. Wood, J. M. (2016). Organisational behaviour: Core concepts and applications. . John Wiley Sons Australia, Ltd.