The paper "Effects of Organizational Change" is a worthy example of a management research proposal.
Organizational change is an inevitable phenomenon particularly in the current competitive and technologically driven environment where technology changes drastically from time to time. Stiff competition in the business environment calls for drastic adoption of innovative and creative methods of production and service delivery.
In this regard, changes in the organizational setting must occur in order to adjust to the changing phenomenon in both profit ad non-profit making organizations. When change occurs in the organization, all other aspects related to organizational operations are affected in one way or the other. Hence, the rationale for choosing the issue above is to explore in-depth effects brought by organizational change.
The issue of organizational change is an important aspect that cannot be underestimated. Its magnitude does not only result in accelerated organizational growth but it also results in increased profitability due to expanded growth. However, the issue can also result in unforeseen negative effects. In order to thoroughly explore the effects of organizational change, the proposed structure will be as follows;
Among the negative effects to be explored in this section include, people confusion, increased role conflicts, loss, and self-confidence. People's confusion refers to the aspect of altering the stability and clarity of relationships and roles in the organization. Conflicts in roles refer to the aspect of creating chaos which affects the normal operations of the people affected. Loss refers to the aspect of people losing the purpose and meaning of being in a given work setting due to changes that occur near them. For example, technological change may substitute people for computers thus rendering people irrelevant in their tasks and responsibilities.
Among the key concepts to be addressed include organizational culture, negative ad positive effects of organizational change, interpersonal conflict, confusion, loss of self-confidence, purpose, and meaning, stability and clarity alteration, symbolic activity and symbols (in the organizational context).
As stated above, the concept of organizational change is a widely researched topic. In this regard, both primary and secondary sources will be used in this discussion. Among the primary sources include results of research findings to be undertaken in this study. The interview method of data collection will be used where different employees picked at random from different organizations that have experienced a change in the recent past will be interviewed. Secondary sources of data will be the review of literature materials related to the current topic being investigated.
Type of data used
Since the qualitative research method or design will be used in this topic, the type of data collected will comprise; people’s experiences during organizational change, forces that drive organizational change, negative and positive effects experienced by people during organizational change and the need for organizational change. All these data will be qualitative in nature. Specifically, the type of data to be used include; duration of change, different aspects that had to be changed in the organization, the specific effects of changes in the specific items identified in the organization.
In order to thoroughly explore the issue of the effects of organizational change, several references will be used o provide key information related to the topic. Among the key references include
Jones, G. Organizational Theory, Design, and Change. Upper Saddle River, New Jersey: Prentice-Hall, 2007.
Paraskevas, A. “Crisis management or crisis response system? A complexity science
approach to organizational crisis”. Management Decision, 2006, 44(7), 892-907.
Sullivan, T. “The viability of using various system theories to describe organizational
change”. Journal of Educational Administration, 2004, 42(1), 43-54.
Vakola, M., & Nikolaou, I. Attitudes towards organizational change: What is the role of employees’ stress and commitment? Employee Relations, 2005, 27(1/2), 160-174.
White, L. “Changing the “whole system” in the public sector”. Journal of
Organizational Change Management, 2000, 13(2), 162-177.