Emotions and Stress of Organizational change
The troublesome organizational change results are supported by several organizational theories. This is usually the case for business environment’s concepts. This discussion holds the view that change can cause deterioration of responsibility and stability of a company causing misunderstanding and stress in the firm. When a procedure is destabilized, rules that entail the vital costs of functions’ reshaping as well as company realigning are followed. Additionally, during reorganization times, companies face the risk of missing opportunities that they can exploit. The suggestion is that these stress and emotions increase a company’s exit threat as well as worker revenues because of worker discontentment.
From the perspective of the employee, several possible causes of these results exist. The relationship of the resistance level of the worker and change in the organizational behavior is a subject whose focus is more on the importance of different feelings that the change can cause. Improved stress levels of a worker are regular results of change once analyzed in applied and occupational psychology. The emphasis is on possible stress that is associated with the change at worker’s stage. As such, there are many theories that provide accurate systems’ details of these emotions (Dwivedi, 2010).
Among the causes of adverse emotions that relate to change in organizations is that they do not account for extremely unforeseen as well as feedback of decisions and activities with decisions and repercussions of the effects. There are restrictions for workers which compel them to respond whenever firms do things which have straight effects on them. Workers can be exposed to psychological problems that include stress by such responses. Usually, the initially result in such firms is cutting the benefits and income of the worker. Cost-cutting can help in balancing the books although it comes with two vital repercussions. The major repercussion is that it improves the chances of having the employees opt to leave more so from the top employees who have better options (Swanepoel, 2013).
From the perspective of the worker, results have emotions that include doubt, worry about future company’s route, stress and in some cases. They can also cause the employees to stop working for the company or experience psychological problems. Companies at the lowest level can suffer from employees’ attention disruption during the time of change. The new components and procedures can therefore prevent the company from continuing its functions. This causes reduced efficiency (either permanently or momentarily).
In this area, a major factor is that contrary to the anticipations, more interventions are usually required after the changes. Time that is spent on reforming a business can also necessitate more changes for the firm to recover fully. The knowledge of decision-makers is restricted and they continually ignore change cost and time that is required for restructuring and realigning. Additionally, specific change might be initially good but the actual change application procedure can become extremely stochastic (McMahon, 2014).
Human resource management and internal consulting
Today, human resource is a vital aspect of an organization. It is among the valuable company’s resources. Excellent workers can contribute creative ideas for the organization. The way human capital should be increased is the major challenge that human resource departments face. Additionally, the division of the human resource needs to come up with excellent techniques of encouraging co-workers. Usually, the HR divisions perform great tasks. However, there are times when these divisions face challenges that are difficult for them to fix (Zerbe, 2008). Usually, companies want to outsource. For instance, they can get exterior HR consultant when faced with challenging issues. Although a challenging aspect can be solved with the help of exterior consultants, firms incur more expenses when seeking advice from an exterior expert.
Additionally, the HR personnel may start relying on “good outsourcing” any time there are issues in the future. A lot of effort and energy may also be required for an exterior expert to join the firm and the advisor or expert might not comprehend the needs of your organization. The best technique that should be considered instead of hiring a consultant from outside is creating an interior HR division.
Consultant is a term that usually enhances the image of highly paid professionals from a large company that offers expert supervisors who assist firms in fixing certain issues that they are unable to fix on their own. Additionally, there are substantial views about consulting:
- The job of a consultant is to turn focus on larger programs as well as to assist individuals and smaller units take the viewpoint of the system.
- Internal consultants refer to individuals who work in a single organizational aspect in order to assist other aspects.
- The consultant works in a company that helps others to realize success and despite the fact that professionals desire to be successful during the process, this success is dependent on others (Jackson & Shams, 2006).
Ethics and justice in organization leadership
An ethical person is a just person who considers other people’s well being and repercussions of their activities. Nevertheless, even when a person matures with effective bad or good feeling, others’ behavior can challenge their ethical feeling. The thoughts of ethical leadership include long-term repercussions, benefits and disadvantages of choices. To realize true benefit of values and principles, a person should be ready to engage in different market wars where the major issue is; doing the right thing.
To most people, leaders are the supporters’ role models and they illustrate behavioral limitations as set in an organization. The preferred and appropriate behavior is enhanced via organizational culture and socialization that includes new employees. The principles are learnt by workers from watching the activity of leaders. Leaders should “walk the talk” through conversion of the internalized principles to form activities. This advances the believing level as well as productivity of supporters. Leaders who make sacrifices personally for the organization or supporters in order to benefit the organization by following principles in their performance make workers also ready to do it (Zerbe, 2008).
When a leader takes ethical liability issues seriously, he/she becomes delicate to the problems and needs of the followers who are affected and they therefore identifying growing conflicts naturally become possible. Good leaders feel obliged morally to different supporters. This feeling is not a form of skill. It is a world viewpoint and knowledge. There are beneficial repercussions of ethical authority for the organization and supporters that are indicated in the recognized efficiency of leaders, job fulfillment of followers, enhanced commitment as well as problem solving.
About leader-follower, the relationship principles ought to comprise of a procedure instead of a one-time event that is infrequent. In order to impact the ethical behavior of followers, leaders should communicate the moral requirements as well as assess the real illustrations constantly. The implication of this is that composing a principles’ code alone is not enough in executing ethical behaviors within companies. Ethics ought to be ingrained within the business life’s skin pore. Ethical leaders usually are people who never tolerate ethical lapses and they would choose to self-discipline people for a wrong behavior. According to experts, ethical leaders are reliable, sincere and they display reliability while illustrating integrity. They also walk their moral talk while remaining strong and brave (Parker, Saklofske & Stough, 2009).
There are unlimited opportunities for behaving unethically within an organization and this behavior’s possibility is unfortunately noted. Applicants can be hired by ethical companies more effectively by choosing the workers that fit in the current principles of the business. Thus, the individual wants to be employed by an organization that observe high quality and has excellent popularity. Most customers prefer dealing with renowned organizations while business associates want popular companies. This is because trust-based connections can only be nurtured with such firms.
Why do people (followers and leaders) in organizations fail to act legally the way they ought to? Younger supervisors contend that forcing individuals to follow commandments of a business is the reason. What matters the most is performance. This shows that an individual is a team-player and faithful to the organization provided that the individual avoids breaking the law and over-investing in their moral behaviors. The guidelines are not enough in creating a just and ethical organization. The most exciting thing is that ethics and justice are considered as rewarding in regards to career advancement by younger supervisors only (Ledlow & Coppola, 2011).
Strategies of organizational Change
Change cannot be avoided in the contemporary corporate world. It is among the vital competitive requirements that a company needs to endure. Nothing is challenging, more dangerous and unclear in terms of achievements that leading during the introduction of a new thing. According to Machiavelli, there have been notable scholarly attempts in learning the change strategies, developing change strategies and creating theories. This section highlights some of them in a theatrical designs’ multitude.
Abraham Maslow’s Hierarchy of Needs
According to Maslow’s concept, there are five important needs of individuals that are rated hierarchically starting with primary needs or psychological needs all the way to self-actualization. With the knowledge of individual motivators and needs, technical change execution consideration as well as the impact on the esteem, self-actualization and protection needs of an individual becomes possible (Parker, Saklofske & Stough, 2009).
Victor Vroom’s Contingency Model
The approach of Vroom offers a structure that explains a leader’s behavior. At the center of the idea of this model are anticipations that the behavior of the leader and style vary as per the situation and leaders can adjust and learn leadership style in order to be ready for situations. This approach differed via primary research that was recorded in demonstrating the notion with situations of real readers. With a good comprehension of the described ideas via this model, the management is likely to change and change business in making decision and providing direction (Øystein, 2009)
Peter Senge’s Learning Organization Model
The ability of the company to adjust and learn via techniques of management, power distribution and leadership is featured in Senge’s strategy. The credibility of this strategy can be found in the significantly larger organization or well-known firms where hierarchical companies’ traditional forms were modified forming distributed and flat companies. This strategy’s utility and value offers the advantages of eradicating the needless paperwork while strengthening the decision-making process in different points in a business as well as establishing a shared environment for learning which allows for more versatility and competitive requirements (Armstrong, 2007).
Simply because a business has undergone a difficult change process before does not imply that change will be difficult in the future. Change in management is a science and an art that has vital business benefits that employ a serious approach or change method.
Armstrong, M. (2007). A handbook of human resource management practice. London [u.a.: Kogan Page.
Dwivedi, R. S. (2010). Textbook of human resource management. New Delhi: Vikas Pub. House Pvt. Ltd.
Jackson, P., & Shams, M. (2006). Developments in work and organizational psychology: Implications for international business. Amsterdam [u.a.: Elsevier.
Ledlow, G. R., & Coppola, M. N. (2011). Leadership for health professionals: Theory, skills, and applications. Sudbury, MA: Jones and Bartlett.
McMahon, T. F. (2014). Ethical leadership through transforming justice. Dallas [u.a.: Univ. Press of America.
Øystein, S. P. (2009). Prerequisites for healthy organizational change. Saif Zone, Sharjah, U.A.E.: Bentham eBooks.
Parker, J. D. A., Saklofske, D. H., & Stough, C. (2009). Assessing Emotional Intelligence: Theory, Research, and Applications. Boston, MA: Springer-Verlag US.
Swanepoel, B. (2013). South African human resource management: Theory and practice. Lansdown: Juta & Co.
Zerbe, W. J. (2008). Emotions, ethics and decision-making. London: Emerald/JAI.