Response to Layla’s response to “Competencies at work”

/ 0 Comments / , , , /

Thank you for your thoughts, Layla. I agree with how you explained the organizational change as the change in employees; however, it might not be possible to compare the organizational change process to that of addicts. Organizational employees have accountability of the organization and despite their human tendency to revert to stages, they have certain limitations. Besides, in terms of change readiness, cognition of the employees working for an organization and that of the addicts should have some difference

Thank you for your thoughts, Layla. I agree how you explained the organizational change as the change in employees; however, the change process in an organization can be seen as the change in “things” (can be compared to the people constituting the organization) and the change in “processes” (Tsoukas and Chia, 2002). Things signify “what changes” while processes indicate “how it changes” and the “how” is often explained through the sequence of events (Barnett and Caroll, 1995) which is often phasic (Chapman, 2002). The organization might stay longer in one of the stages for the employees to cope up but it not be feasible for an organization to go back.

For example, if a company decides on installing a new software- this can be considered as a “change”. Now, the employees must learn to use the new software, get adapt to its functions etc. and have to stop using the outdated one. This progression is linear. In case the employees fail to use this particular software, the company might choose a different one. This is a process of evaluation of the outcomes of the “change” and not precisely the change. Hence, the evaluation process of the results brought through the change can be cyclic.

References

Barnett, W. P., & Carroll, G. R. (1995). Modeling internal organizational change. Annual review of sociology, 21(1), 217-236. Retrieved from https://web-b-ebscohost-            com.proxy.lib.sfu.ca/ehost/pdfviewer/pdfviewer?vid=1&sid=d0156bbd-e738-  4dd4-9498-8878eb0b4775%40sessionmgr103

Chapman, J. (2002). A framework for transformational change in organizations. Leadership & Organization Development Journal, 23(1), 16-25. Retrieved from https://www-emeraldinsight-   com.proxy.lib.sfu.ca/doi/pdfplus/10.1108/01437730210414535

 

Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational      change. Organization science, 13(5), 567-582. Retrieved from https://web-b-           ebscohostcom.proxy.lib.sfu.ca/ehost/pdfviewer/pdfviewer?vid=1&sid=b5344f9d-            c172-4267-ae72-            891f64bc07f4%40pdc-v-sessmgr02