Sunday, April 21, 2019

Management and change Essay Example | Topics and Well Written Essays - 2500 words

Management and change - Essay ExampleSince other workers are function of the organisation, their views are also important in the change do by (Marglin, 1974). However, the management may decide to wont an flak that does not involve other workers in the decision-making process. Consequently, other workers may feel short-changed, and this affects negatively on employee involvement. In essence, the approach that the change mover uses in implementing new ideas in an organisation also has an involve on the overall performance. Most organisations tend to fail in terms of implementing new changes due to applying an unpopular approach. On the other hand, an ideal approach for implementing changes in an organisation should consider all issues that are clever to an organisation (Marglin, 1974). In this regard, a rational or technical approach is ideal for situations where the decision-making process involves amity of different alternatives. A rational approach entails a systematic proc ess where the management in summing up to relying on their skills and experience, considers various issues prior to implementing organisational change (Marglin, 1974). This paper explores the strengths and limitations of a rational-technical approach towards managing change.In a rational-technical approach to managing change in an organisation, the change agent considers a number of factors that can influence the change process (Knights & McCabe, 2003). Such factors include skills and experience of the manager or leader, the demands by followers and the prevailing situation in an organisation. With regard to skills and experience of a manager or a leader, a rational-technical approach requires the change agent to have knowledge of how an organisation operates. For instance, the manager needs to understand the environment that the organisation operates, vision and goals of the organisation, systems in the organisation, the change plan and

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