Disaster Management Paper

I need at least 12 pages of Research paper and 15 pages of PPT. Please come up with a topic that is related to solving a problem in an organization. The paper is about Disaster management at business.

Research Methodologies

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Research Methodologies

1. Observation: is the systematic research methodology involving observing a given species, recording and analyzing the behavior of individuals or the object under study. It is time consuming since a researcher has to interact with the people he/she observes.

2. Face-to-face interview: involves conducting an interview on one-on-one basis with a respondent. The method is appropriate in enabling a researcher get immediate feedback from a respondent and even observe the facial expression of the respondent as they answer questions.

3. Telephone interview: involves conducting an interview with a respondent through the telephone. This method is less expensive, less time consuming and a researcher accesses anyone who has a telephone.

4. Computer assisted personal interview: this research method is a form of personal interviewing with the only difference being that a respondent has to bring a laptop or a computer so as to enter their information in a database directly.

5. Focus groups: this type of research data collection method is appropriate in exploring a topic further so as to provide a broader understanding of why a given targeted group thinks or behaves in certain way (Gill et al., 291).

6. Case studies: this method is applied when a researcher is trying to ascertain the extreme conditions that can or cannot be met under a given circumstance. Under this method, all cases are given the same starting point and then a sample of cases is used to help justify why a given phenomenon holds.

7. Self-Studies: this methodology involves the process of studying an individual’s behavior as a representation of others. A researcher may study their personal sleeping habits so as to represent the habits of other people who have the same traits as them. The method is, however, unreliable since a researcher might produce a biased opinion about themselves.

8. Ethnography: is a research methodology that involves scientific research studies of the daily lives of a given society.

9. Action research: involves in-depth investigation and analysis that aims at diagnosing a problem affecting an organization.

10. Census: is the process of obtaining data from an entire population under study. A census offers accurate and reliable data since chances of errors are extremely low due to the incorporation of the entire population understudy.

11. Sample survey: refers to the use of a given sample from an entire population as a representation of a general population under study. This method is appropriate in areas where the population to be studied is so large such that a researcher and the research has no time and resource to conduct a full study on the entire population.

12. Experiments: this is a controlled study that attempts to help a researcher understand the cause-effect relationship of a given object under study.

13. Casual inferences: Involves the use of scientific experimentation guidelines so as to understand the cause-effect relationship of randomly assigned subjects from a given group or population.

14. Documentation: involves providing substantial descriptions that are essential in further exploring a given subject under study by a researcher.

15. Creative strategy: involves the use of electronic data sources such as video as alternative research methodologies.

16. Triangulation: this method involves the use of multiple research methodologies so as to enhance the validity of the data under study. The process can involve the use of observation, focus groups, and even in-depth interviews as a way of investigating the reliability of given data.

17. Paper-pencil questionnaire: involves the process of an individual answering questions presented by a researcher. The method is convenient since questionnaires can be sent to a large number of people, thus, saving a researcher’s time and money.

18. Web-based questionnaire: this is a more modern method of questionnaire in which the respondents receive and answer questionnaires through the internet (Gosling et al. 93). The method is quicker but can only be used by respondents who are computer literate.

19. Secondary data methods: involves the use of already existing sources of data such as archives, books, census data, and other government sources. The use of secondary data sources enables a researcher to access data with much ease without necessarily going to the field (Hox and Hennie 593).

Works Cited

Gill, Paul, et al. “Methods of data collection in qualitative research: interviews and focus groups.” British dental journal 204.6 (2008): 291-295.

Gosling, Samuel D., et al. “Should we trust web-based studies? A comparative analysis of six preconceptions about internet questionnaires.” American Psychologist 59.2 (2004): 93.

Hox, Joop J., and Hennie R. Boeije. “Data collection, primary vs. secondary.” Encyclopedia of social measurement 1.1 (2005): 593-599.

Meaning of Problem Statement in a Research
A problem statement refers to clear description of issues(s) such as the vision, issues statement as well as approach that is needed to solve a particular problem (Bryman, 2008).

A problem statement is used to help an individual or a team to remain focus on research efforts so as to solve a given problem. A problem statement should be designed to address the following questions:

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Cont’

What is the problem? – In this sense the focus is on boundaries of the problem such as customers or work flow among others

Who has the problem? – Focuses on the person or group that is affected by the problem. For instance, it can be customers or particular groups among others.

Why- Relates to the reasons that indicate the importance of solving a particular problem?

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Cont’
When- Relates to particular time when the problem occurs.
Where- Relates to specific area that is affected with the problem such as certain places or process among others.

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Cont’
The purpose for writing problem statement is as follows:
Introduce the significance of studying particular topic or issues to readers
Put the problem is a given context to make it easy for carry out study on it
Gives information concerning the tools that will be needed to display required information.

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Description of a Background
The main issue in the background of the problem is the ability to reflect on facts related to problem so that other readers can understand the problem well.
Background description enables researchers to have better understanding on how to design the experiment (Schindler & Cooper, 2014).
In order to have a good description of background information the researcher needs to consider answering the5W’s.

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General information in a Background Search

Wide view of the subject of study (root of the problem)
Definition of the topic
Major dates as well as events in the study
The key words and specific concepts concerning the study.

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Problem Description and Research objective
Description of the problem includes particular important points such as the hypothesis concerning the research, main treatments, and explanation of the location and scope of the study. Problem description should be done on specific terms other than general terms.
Research objectives are the descriptions what researchers expect to achieve at the end of the study (David, 2011). The objectives in this case are determined through looking at the kind of research that needs be done as well as information that should be obtained by the study. The kind of questions and subjects of study are the important factors for determining the research objective

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Examples on How Samples can be used
Samples are used when collecting data to represent the entire population. For instance, collecting sample data through observing a particular group of people so as to help in making inferences concerning the general population.

Some of the information such as individual opinions can be obtained through sampling (opinions of college students) to give a bigger picture concerning the popularity of particular political candidate among the youths among others.

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Definition of Limitations of Research and Example
Research limitations refers to shortcomings or influences that put restriction to the methodology and conclusion of a research yet the researcher has no control over such issues (David, 2011).
Some of the areas that can be used to identity limitations include the analysis, choice of date collection methods, nature of self-reporting, nature of the samples (scope) used in the experiment as well as the time limit.
An example of a research limitation is on a study that is done in a particular city involving men is subjected to limitations such as gender, sample size as well as the location.

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Example of Diagram and Chart
The percentage of new students who joins different sports in their school each year
Example of number of cars sold within particular period

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Conclusion

Most of the research studies have gaps which need to be foundation for conducting other studies in the future.
When mentioning limitations the researcher should state the choices

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Recommendations

Every researcher should strive to reduce the scope of limitations during the study.
Every researcher should follow all the necessary steps when doing a research in order to have a comprehensive research study.

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References
Bryman, A. (2008). Social research methods, 4th edition. Oxford: Oxford University Press

Schindler, P., & Cooper, D. (2014). Business research Methods. New York: McGraw-Hill.
David, S.(2011). Qualitative research: Issues of Theory, method and practice, 3rd edition. New Delhi: Sage Publications.

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The Effect and Management of Change in Organizations

Student’s Name

Institutional Affiliation

Table of Contents

The Effect and Management of Change in Organizations

Background

Continued advances in technology and globalization have transformed the way businesses are conducted across the world. Rapid technological change ensures that new products and services come up faster than demands for them are created. Alongside, as nations develop and get richer, new markets emerge, creating opportunities for businesses around the world. Such changes have been the driving force for today’s business organization to be agile so as to remain relevant in their domains and thus remain in business (Okenda, Thuo, & Kithinji, 2017). External changes demand internal changes; thus, to survive in any given environment, organizations must accommodate change. Easy access of knowledge to spearhead organization changes is foundational for such crucial endeavors. However, other environmental factors, such as political and sociological factors, influence what kind of change is implemented. A review of organizational policies and operations must be considered before carrying out any change (Janssen, Wimmer, & Deljoo, 2015). Organizations must prepare well and put considerable effort to succeed in carrying out and managing change. Willing participation of all stakeholders is paramount to efficient change management.

The change process in an organization is not devoid of challenges. Change is always a difficult thing for any organization to sell to its stakeholders, in particular employees. The low success rate in change management is a discouraging factor for any organization planning change. Also, the manner in which change is implemented dictates its success or failure. In some cases, organizations tend to rush in with change initiatives without in-depth comprehension and end up losing focus along the way. In some other cases, organizations are overwhelmed by change concepts, which put them in very volatile and risky situation. Equally, change implementers overlook the implications of change and thus lack the structures in place to manage such limitations (Okenda, Thuo, & Kithinji, 2017). To achieve success in a change endeavor, it is imperative for the leadership to factor in focus, sufficient knowledge, preparedness, and well-laid-out structures within the system. Thus, an effective organizational leadership is essential in achieving success in any change initiative.

As much as some organizations are opposed to change, global business dynamics often make it inevitable. Failure to adapt to the forces of globalization and technological innovation will lead to extinction of businesses, unless they adapt to the new realities. Organizational policies in this respect are no longer relevant as businesses have to survive in their highly competitive domains, let alone prosper (Janssen, Wimmer, & Deljoo, 2015). Today’s businesses need to grapple with change, in terms of ideas, policies, operations, and technology, on a regular basis. Market dynamics, workforce demographics, and social values demand changes in policies and operations of businesses (Okenda, Thuo, & Kithinji, 2017). To avoid closure and irrelevance in the business environment, organizations are left without options. The inability to effect change has left the business trailing their competitors in performance. Delay in adoption of change will result in them being edged out by their competitors. Organization competitiveness, therefore, is majorly determined by its degree of response to changes in its operational environment.

Besides, continued use of old methods and policies has proved detrimental. Businesses are left in a weak position to cope with emerging market challenges such as stagnant demand, product and operational obsolescence, needs to adopt new technologies, and marketing innovations, among others. Therefore, it is evident that change is important for the continued success of any business. For this, improved frameworks for change initiative and development are needed, which will ensure enhanced business survival and competitive capabilities. To create a competitive advantage, leaders have to understand the key issues and policies that require attention and effect change in them (Janssen, Wimmer, & Deljoo, 2015). Similarly, establishing a framework for readiness to change will determine how effectively the organizations can exploit the emerging economic opportunities.

Change implementation in any organization requires a coordinated effort from all stakeholders. Furthermore, there must be an organization-wide agreement on objectives and goals for a successful change application. According to Okenda, Thuo and Kithinji (2017), attentive planning and articulate engagement of objectives by organizational leaders is a must to ensure understanding and acceptance of the need for change in consideration of business viability and competitiveness advantage. Interestingly, to achieve success in change efforts, often change of leadership is inevitable. Additionally, change adoption requires caution as it has both negative and positive implications. To avoid the negative ones, appropriate change management is needed to counter any change resistance that can surface. Employee resistance is a common roadblock to change in organizations. The acknowledgement of a possible confrontation with employees and steps to navigate it are pivotal to the successful implementation of change in an organization (Hayes, 2018). Therefore, an efficient change management technique is called for to tackle turbulence and unpredictability in the work environment, which might scupper the entire change exercise.

Perpetuity and survival of organizations is dependent on their response to change and adaptability. Letting go of the traditional and familiar organization traditions and embracing the unknown and untried aspects in business can be fearsome but exciting too. When change has knocked, it is unstoppable and, therefore, inescapable. Generally, change entails alteration of the structures of an organization. Such modifications affect processes of management, policies, operations, human resources, marketing, and a myriad of activities. As much as change promises growth, competitiveness, and business survival, its implementation requires apt planning and execution lest it causes adverse implications. According to Doppelt (2017), development of new knowledge and training of employees is essential to success of change implementation. Moreover, the transition from the current mode and system of operation to the new one requires time and a well thought-out framework. Problems addressed by change ought to be clearly identified to ensure that the right change is adopted. Additionally, smooth transition and implementation of change demand effective and continued communications to all stakeholders involved in the realization of change. Initiators of change should clearly communicate their vision and have in place a change management structure to deal with any unexpected development.

Problem Statement

Changes in policies and operations in an organization are meant for progress and not chaos in the workplace. Changes are meant to put the business in a better position than before to grow or venture into new areas as well as to create a more enabling environment for employees (Okenda, Thuo, & Kithinji, 2017). In a globalized world, even the smallest organizations and businesses are not immune to changes; the important thing is to be able to embrace change. Lack of change results in poor business performances and jeopardizes growth. Research has found several systemic limitations that exist in most organizations effecting change. Studies have also depicted a myriad of emerging challenges that impedes successful change implementation. Research has also enumerated the setbacks to change, given a resistance to change adoption. While several studies have tackled issues of change management in government sectors, few studies have been done on the effect and management of change in organizations.

Description of the Problem

Studies have shown that organizations routinely face challenges in their change processes. Several firms still succeed while many more failed in carrying out change that was profitable. This points to a limitation in organizations to adopt change, which is mainly a result of challenges in change management (Okenda, Thuo, & Kithinji, 2017). Failure to successfully implement change is an indication of lack of suitable frameworks governing the change process. Organizational change requires counterintuitive insights and in-depth evaluations of managerial discretions and employee responses. A key contributor to change implementation failure is resistance of participants. Failure of coordination between change initiators and other participants results in setbacks. Studies have shown that the initial reaction of policy change is resistance. Mostly, the resistance is from the employees. Therefore, until all the change participants are convinced of the need for change in an organization, the implementation process will not be without challenges.

Change is always accompanied the modification of, often disruption in, established structures within the organization, which affects normal operations. Such alteration of the usual flow of operations affects all who are involved but differently, depending upon the roles they play in the old setup and new. Therefore, the interruptions affect their performance. As such, before they adapt to the new system, several challenges may erupt. To begin with, the performances of the employees may lag because they are unaccustomed to the new system. Also, different expectations and behaviors may trigger resistance to the new system. New practices, procedures, policies, equipment, software and operation systems require an intrinsic and comprehensive change management structure (Okenda, Thuo, & Kithinji, 2017). Change management is important to help reduce the negative consequences of the new modes of operation. Addressing both the negative and positive effects of change require fundamental process management to attain success.

Research Objective

The general objective of this study is to establish the effects and management of change in an organization.

Literature Review

In essence, change involves reconceptualization of old ways of working in an organization for new ones, often a new way of thinking. Also, change entails incorporation of new market ideas, methodologies, and practices. Studies have found change to be often a fundamental organizational behavioral shift, influenced by internal and external environmental forces. According to Okenda, Thuo, and Kithinji (2017), any change should seek to address a particular problem in an organization. In other words, change must have specific purposes to accomplish. Lack of direction and purpose will jeopardize the viability of the organization and risks its survival in a competitive environment, apart from creating several obstacles in its implementation. To enhance full support of all participants, especially employees, it is necessary for change to be adaptive and a continuous process. Adaptability and continuity ensure that employees embrace the new developments and reinforce their efforts in support of the new organization direction.

Provision of opportunities for employees to participate in change initiatives is essential. This is because employees are the key facilitators of change as also the key implementers. It is the employees who are determinants of success or failure of any change endeavor in an organization. As such, employees should be directly in management, implementation, and facilitation of change (Wang et al., 2017). Researchers have acknowledged that the main obstacles to change implementation are the employees and, therefore, structures that will foster employee collaboration in change implementation are very significant. To achieve success, organizations are required to exploit and develop resources through robust leadership, vibrant communication, and appropriate coordination. Some studies also denote change as a process of capacity building projected toward a review of certain issues of concern. Moreover, change should seek to cover all stakeholders’ concerns in consideration of their aspirations, values, fears, and behaviors.

Arguably, change is replacing the past with the future. It entails a process of setting aside the old way of doing things and embracing new modes and processes of working, even new ways of thinking. That journey of moving from known traditions to a largely unknown future is not an easy matter. The uncertainty brought about by the adopted system affects the output of employees. According to Okenda, Thuo, and Kithinji (2017), employees require great deal of coping abilities and a strong sense of worth to be in a position to blend into the new system. Therefore, some resistance is to be expected, and workers must be provided with persuasive reasons why the change is necessary for the wellbeing of the entire organization (Wang et al., 2017). Initiators of change must be very deliberate in adopting several strategies to ensure full support of the change process. The change process requires inclusive participation from all stakeholders. The use of the organization’s vision assists in developing a shape of the future state of the organization in the minds of the participants, thereby helping the mission to build a basis for change. Also, organizational culture impacts change initiatives; sturdy leadership and communication are pillars in tempestuous phases of change implementation.

Most organizations, mainly in government and small private sectors, operate in a state of no change. They are engraved in a situation of predictability, relative security, and stability. In such environments, many organizations have no urge or inclination toward embracing any kind of change. Researches have pointed out that organizations operating in such a mindset were doomed to collapse sooner or later (Okenda, Thuo, & Kithinji, 2017). Organizations in such mindset are left in a weak position to cope with emerging market challenges such as stagnant demand, new technologies, new market innovations, and operational obsolescence. Many studies also highlight that organizations functioning in such setups are considered inefficient and ineffective in both performance and operation. It is clear that for the success of these organizations, the general perspective must change. For these organizations to survive and improve their performances, it is essential for them to have a change mentality in their cultures, work values, and strategies, and for both employers and employees to have a shared opinion of change. Proper coordination between employer and employees and commitment of all participants toward change implementation are crucial to the success of change adoption. Studies show that the link of cultures and systems enhanced efficiency and effectiveness of commitment of participants involved in the change endeavor. Furthermore, it is noted that the ultimate success is embedded in and hinges upon individual effectiveness as well as group effectiveness.

An organization’s success of implementing change is reliant on the effectiveness of individuals at a personal level or at a group level. At a personal level, employee effectiveness in change implementation is faced several inhibitors. Knowledge, attitudes, work stressors, and motivation affect how an employee will respond to change, which again will determine their effectiveness (Okenda, Thuo, & Kithinji, 2017). Consequently, the combined effect of these factors on each employee determines the effectiveness at group level. Furthermore, the effectiveness of the group dictates the success rate of the organizational change implementation. At a group level, leadership, roles, status, and cohesiveness contribute to its effectiveness, and the effectiveness at group level influences the effectiveness of the entire organization. Significantly, when the organization factors in issues such as environment, work culture, strategies, and technology, it bolsters its chances of succeeding in change implementation.

Change management entails frameworks that focus on continual renewal of organizational capabilities and structures to be in a position to meet changing demands. The change process is a complex journey that is strongly associated with the organizational strategy, which makes change management vital (Hayes, 2018). Ideally, all changes are meant to improve the efficiency of organizations and their competitive advantage. However, as much as change is beneficial to the organization, its implementation must happen while working with resistance from some employees that are wary of their future. Therefore, successful change implementation calls for readiness of change from all stakeholders involved in the change process. According to Okenda, Thuo, and Kithinji (2017), readiness is more essential than other factors to attain an effective change process. Change readiness is the cognitive precursor of either support or resistance of the change process. It is embedded in the participants’ attitudes and behaviors toward the change effort.

Besides, change readiness is integral to and also transformational in the change process. It entails several aspects that are discussed here. To begin with, the topmost factor is the vision for change that must be clearly communicated to all stakeholders to ensure collective support. The second is mutual trust and respect, where change initiators must adhere to all stakeholders’ concerns in the process of change implementation (Monteiro et al., 2017). Third, change initiatives must dictate comprehensive consultation at every stage. All participants must be consulted during the inception of a change process. Fourth, management and leadership support is essential in the provision of adequate resources to facilitate the change process and to ensure stability during the turbulent phases of change implementation. Finally, the perception toward the change process is deemed the most important aspect of change readiness. The reason for its importance is due to its ability to discover the cause/s of resistance. As discussed earlier, employees are pivotal to the success of change implementation. As a result, their perception of the change effort is very influential and has the potential to influence the success or failure of the entire exercise. Thus, employees’ attitude and knowledge of the change effort is key to change readiness and effective implementation.

Studies have shown change management to be a response to change in a systematic fashion. It is the organization control of change in line with its destined direction. Other researches depict that structures and organizational culture has a way of controlling the organization, direction, and operation. Interestingly, globalization has affected how organizations manage their change in modern times (Okenda, Thuo, & Kithinji, 2017). As a result, change management or control has become a very laborious task. Furthermore, globalization has subjected the aspects of change to numerous hazards. The way to manage change process necessitates an amicable review. According to Janssen, Wimmer, and Deljoo (2015), change management requires an apt framework that will foster the continued survival and thriving of a business in a dynamic environment. Resultant forces of globalization, such as the worldwide breakdown of socialism, advanced technological innovation, and international economic integration, have to be dealt with tactically. Therefore, these forces and the ever-increasing pace of trade and commerce brought about by globalization demands businesses engaging in change effort to effectively instill change and manage the process appropriately.

Research Methodology

This study requires the qualitative methodology. Qualitative research is appropriate for inquiries that seek to capture the current realities of a particular situation. The method allows scrutiny of human undertakings in gathering of data through spoken or written words.

Research Design

The research design used is the case study method. This method is appropriate when seeking to understand a particular scenario in great depth. This method is useful when seeking information from an organizational setting. The case study design is useful in sourcing out the effect of change and how change has been managed in a particular organization. The method is suited to identify the change management mechanisms in use.

Study of Population

The people used for the study were the employees of Royal Dutch Shell plc, one of the top six global oil and gas companies, which has experienced major change in recent times.

Data Collection

Data collection involved the survey method where interviews are used as the main instrument of gathering information.

Limitations

To obtain in-depth of data, considerable time is needed as well as finances, which are the key limiting factors of this study. To have a strong foundation and findings that may be applicable widely, the study ought to be diversified across public and private organizations. Collecting a wide range of information will provide a comprehensive scope with deeper understanding of effects and management of change. Advanced methodologies, such as qualitative longitudinal design, would be more suited to gather in-depth data. Additionally, the unwillingness of respondents to cooperate and the use of a small number of respondents undermine the degree of accuracy.

Findings

Change in any setup attracts either positive or negative effects depending on how it has been managed. The positive effects of change include growth, competitive advantage, dynamism, and employee self-assurance. Growth effect is brought about by technological change and adoption of new technologies, change of management, and inclusion of new departments that calls for new job requirements (Doppelt, 2017). Moreover, the setup of new infrastructures, venturing into new markets, and adoption of new market concepts constitute growth brought about by change. Productivity and efficient organizational performance are products of dynamism due to successful change implementation. According to Janssen, Wimmer, and Deljoo (2015), employees have confidence in the management due to successful management of changes in the organization. Also, according to Doppelt (2017), the positive consequences brought about by change create a motivation in the employees, which serves to increase their output as well. The organization’s response to the need for change is crucial for its effectiveness. As a result, a competitive advantage is realized due to the application of change. The ability to adopt new operational systems, new technology, and new marketing concepts faster than competitors places such organizations ahead in the market.

On the other hand, change can lead to negative effects. The causes include lack of support and resistance internally, and incompetence of the change initiators. Policy and other operational changes in an organization are meant for improved operations and creation of an improved working environment for employees (Janssen, Wimmer, & Deljoo, 2015). Nevertheless, employees tend to believe that change in the organization will endanger their job in the long run. Thus, they are opposed to change from the word go. Other factors that lead to resistance is the fear of unknown, repudiation to be improved, and love for status quo. However, the failure of the change process may be also due to incompetence (Hornstein, 2015). It is required that change initiators be adequately knowledgeable to manage and oversee change processes. Lack of clear and comprehensive communication to all stakeholders to convince them of the need for change will result in challenges. Therefore, proper communication about the change effort to all participants is essential to achieving success.

Notably, change process is difficult and apt management is needful. Transition from the old operation systems to new method effectively requires a well-thought-out framework. To achieve success in change management, the issue addressed by change should be well identified to ensure the right change is implemented (Hayes, 2018). More so, change is always a sensitive issue that is usually not well received. Change management necessitates that change be conducted in an orderly and systematic manner. The process should be well coordinated beginning with front-runners to others following and should ensure a smooth transition from the known traditions to the new operations. Change management requires high level of stability due to the resources needed and alignment of change to the organization’s objectives and goals.

Significantly, change management has got several benefits to the organizations. To begin with, change management helps organizations in saving costs, time, and resources. Second, it provides an opportunity to identify the problem addressed by change and hence choosing the right change to be implemented (Hornstein, 2015). Third, change management helps organizations to anticipate challenges and address them accordingly. Moreover, change management enhances communication to all employees and convinces them on the need for change to minimize chances of resistance. Also, it provides the leadership of the organization with a platform for valuation of the impacts to be brought about by change and apply the necessary mechanism to address those impacts. Further, change management improves organizational performance by allowing change process to be implemented with minimal interference in daily operations. Finally, change management assists in relaying the benefits of change to the organization if done in the right manner.

Recommendations

Communication is integral to change processes and change management. Any organization embarking on a big change effort should ensure that communication is at its best. Communication gives adequate opportunity for addressing all concerns raised by different stakeholders, thereby minimizing resistance to change. Moreover, communication allows effective change management to take place, thus increasing success rates. Additionally, communication enhances preparedness of the change and equips participants of change with a coping mechanism.

The study recommends that trainings and workshops be conducted prior to implementation of change. Such platforms will enlighten all stakeholders especially the employees on the need for change. With knowledge, the chances of resistance are greatly reduced. Moreover, trainings and workshops provide a foundation for proper change management. It is important that change initiators be the leading examples in the change process. They should strive to communicate clearly of the need and reasons for change, and also encourage others to participate and support the change effort. The change initiators should ensure that change efforts are in line with the organization’s goals and objectives.

Conclusion

In summary, change is inevitable and unavoidable in today’s world. Change is fueled by different factors that demand organizations to initiate change and adapt to new ways of working. When organizations do not heed a call for change, they risk collapse and loss of competitive advantage. Today, the very survival of businesses, let alone growth, is dependent on their response to change and adaptability. Change process is a complex journey and is strongly associated with the organization strategy, making efficient change management crucial. Also, an effective transition from old operating systems to new and exciting ones requires a well-thought-out framework to deal with potent negative and positive effects. When change management is conducted effectively, organizations can see unprecedented success. Change should ensure that an organization achieves the best possible structure to ensure that its infrastructure matches its goals and mission, continues to meet emerging challenges posed by the dynamics of business realities and greatly enhances the potential of success for the collective efforts of its employees.

References

Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.

Hayes, J. (2018). The theory and practice of change management. Palgrave.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298. https://doi.org/10.1016/j.ijproman.2014.08.005

Janssen, M., Wimmer, M. A., & Deljoo, A. (Eds.). (2015). Policy practice and digital science: Integrating complex systems, social simulation and public administration in policy research (Vol. 10). Springer.

Monteiro, R., Pereira, M., Daniel, F., Silva, A. G. D., & Matos, F. R. N. (2017). The influence of organizational reconciliation policies and culture on workers stress perceptions. BAR-Brazilian Administration Review, 14(3).

Okenda, R., Thuo, A., & Kithinji, M. (2017). Effects of change on organizational performance: A case of the Ministry of Environment, Water and Natural Resources. International Academic Journal of Human Resource and Business Administration, 2(3), 501-520. Retrieved from http://www.iajournals.org/articles/iajhrba_v2_i3_501_520

Wang, W., Fu, Y., Qiu, H., Moore, J. H., & Wang, Z. (2017). Corporate social responsibility and employee outcomes: A moderated mediation model of organizational identification and moral identity. Frontiers in Psychology, 8, 1906. doi: 10.3389/fpsyg.2017.01906

CHANGE MANAGEMENT

Running head: CHANGE MANAGEMENT 1