Comparative Education on Business Strategy †MyAssignmenthelp.com

Question: Discuss about the Comparative Education on Business Strategy. Answer: Introduction The study of the organizational culture of any organization is a complex undertaking because every organization has its own unique culture different from others. For instance, the way employees respond to any change can vary from organization to organization, the structure of organizations may not be similar, among many other differences. The organizational culture, therefore, is everything that involves an organization, from how it is structured to, its corporate social responsibility. Change, on the other hand, is a way of adopting a different culture that did not exist within an organization (Brooksbank, 2011). Change in an organizational set up is accepted either to be practiced or rejected through resistance. When thinking about change in an organization, the management must get ready to face challenges that may come alongside such changes. Organizational culture involves a number of events occurring in an organization in relation to how such organization responds to its own emp loyees and the entire society within which it operates. Change management simply means the transition of companies, people, groups, projects etc., from one form to another. It is important to note that in the Meck Insurance Company, this process of change has some alterations that may be allowed in to be used such as operations, finances, promotions or even other aspects of business management. These changes are generally meant to enable the organization or the company to achieve its goals or objectives. However, if such changes do not benefit the organization as a whole, resistance begins to prevail and the changes may be dropped accordingly. In addition, the change management is also intended to help the organization focus and remain within its budget that would be expected to bring higher returns and to enable the organization to achieve its goals and objectives. It is important to note that people of different carders run organizations and they have to work as a team in order to achieve the objectives of the organization. Managers sim ply want their organizations to be exemplary among the best performing among their competitors. They, therefore, will always strive to initiate changes that would lead them to the realization of the goals of the organization and to perform better in the world of business. However, accepting changes the way they are and immediately may sometimes turn to be a tall order. If changes, cannot be adopted as expected by the managers, they begin to find challenges, which, sometimes may need time to come clear to the minds of the employees and other stakeholders (Phelps, 2012). If a scenario, where other stakeholders feel they do not want to adopt the changes, the management would be forced to devise ways that they will use to convince them to accept the changes. Every organization has its unique culture, which may be different from other organizational cultures. It is worth noting that different organizations have different ways of recruiting, hiring, and retaining employees. Additionally, different organizations have their own ways of relating to the society, and how they handle their customers. Concisely, the organizational culture serves as the blueprint of the organization as a whole. However in Meck Insurance Company, there are a number of organizational changes, that come as time progresses and they may be adopted or declined. These changes are subject to discussions by the concerned parties before they are allowed in to be applied in the organization (Nash, 2015). However, if the people championing such changes are dictators, they may not allow discussions and would force such changes on employees and wait for the impacts they would yield. Many changes may face serious resistance and others may not meet any resistance at all. In the c ase where there is no resistance to the changes, the process of adopting new organizational culture be faster thereby making the transition period shorter (Phillips, 2011). On the other hand, it would cause more problems if there were a resistance to such changes. One of the areas that have realized many constant changes like in Meck Insurance Company is technology. Technological changes are being realized almost every day, and old organizations like the Meck Insurance with old employees, are finding it hard to accept, adopt and embrace these changes. Sometimes, the process of adopting and finally embracing the changes take quite long. Funny enough, sometimes it forces the management to include some young minds in the workforce to help them understand the technology (Loudenback, Kelley, 2013). Unfortunately, sometimes it forces the managers to drop issues to do with technological changes or move at an extremely very slow pace in implementing such changes because of the adamant or slowly reacting employees. However, there are bundles of benefits that come along with the technological changes, like main the work easier and cutting in the cost of labor, other organizations may be forced to ignore these benefits or explore them in future. Finally, organizational culture and change play an important role in understanding the organizations and their environment, including their perception of changes that may occur. The management, therefore, has a responsibility to see to it that any change expected to take place in the organization is communicated to the stakeholders in good time and good explanation about the changes is given to employees (Jenster, Hover, 2014). The gap between the employees and the management in the context of organizational culture and the changes should be properly bridged as to ensure that each stakeholder is brought to the board so that each person gives his or her side of the story about the changes. Theories and models of organizational change management The process of managing change is a complex undertaking that requires a clear mind. It is important not to implement change strategies that are irrelevant to the main objectives of an organization. The management of organizations should ensure that the change strategies are focusing on a suitable plan of action that is intended to be attained by the organization (Peter, Olson, 2010). Change management is a complex process that needs expertise, finance, and a commitment to start and run. It calls for the total commitment of every stakeholder in the organization, but the members of such an organization must be ready for some effects brought about by the changes. These effects may be negative or positive impacts. Therefore, it is necessary for the management to understand clearly what they need the change to do, the impacts it will have on the employees, and how the changes will be advantageous to the institution. The theories of change management revolve around the psychological aspec t of human being, business set-up, and engineering (Cadogan, 2009). This is the reason why some models are derived from an organizational background while others are thought as having their foundation on individual behavior. Therefore, the organizational change management can be profiled into two types, for example, the individual change management and the organizational change management. Several theories have been adopted to help us understand the change management in depth. These theories look at the fundamental aspects in which management and change occurring in organizations is founded. Kurt Lewin, who explained that change process is divided into three stages, described the individual change management. The initial stage being the level known as unfreezing (Bharathi, 2016). It involves undoing and disorienting the forces that exist in the mind of a human being. At this stage, the defense mechanism has to be bypassed in order to disorient the mindset. In organizations, there must be anti-change mind-set and pro-change individuals, therefore, their defense mechanisms have to be broken in order to see the changes succeed. In doing this, there is always resistance to such changes but persistence is required to enable changes to go through (Jain Jain, 2012). The second stage is the where the change now occurs. This stage is characterized by a lot of confusion and tra nsition to the next level. We can also admit that at this stage, we are required to alter the old methods but we still lack what to replace the old methods (Desa and Basu, 2013). The last stage is called the refreezing stage. This level sees the new mindset as now coming to terms with the changes and an individual comfort level is coming back to the previous state. However, other psychologists argue that this three-stage model oversimplified the change management and they claim that this model focuses more on physics than on the behavioral science of human being. The individual three-stage change management is also described by Hughes as a way of exiting from an original state, where new things are adopted to replace old methods. Other researchers, Tannenbaum and Hanna suggested a change procedure where there is a move from homeostasis and clinging on through diminishing and allowing it go to rebirth and moving on. Post invented the model by ADKAR for individual change management after a research he carried out in 1000 organizations from close to 60 nations (Dobni, Dobni, Luffman, 2001). His model looked at five areas that form the fundamental building blocks for change management. The five areas help an individual realize successful change management in an organization. According to him, the five fundamental building blocks include awareness- to represent the reasons why change is required, desire-to represent the support and participate in the change, and knowledge of how to change is equally important in the process of change management. Further, he described ability as a fourth area that is viewed as for the implementation of new skills and behaviors (Hopkins, 2013). Lastly, the final fundamental building block of change management according to ADKAR is reinforcement, which is adapted to make sure that the change is sustained as long as it is benefiting the organization. Organizational change management The organizational change management involves processes and tools for the management of people at the focus of an organization level. In an organization, there must be structures and different approaches to any change that the members of the institution are required to adopt. Such tools and structures are meant to ensure an effective transition of employees or the organization as a whole through the change process. The organizational culture, therefore, is everything that involves an organization, from how it is structured to its corporate social responsibility. Change, on the other hand, is a way of adopting a different culture that did not exist within an organization (Ferrell, 2016). Change in an organizational set up is accepted either to be practiced or rejected through resistance. When thinking about change in an organization, the management must get ready to face challenges that may come alongside such changes. Organizational culture involves a number of events occurring in an organization in relation to how such organization responds to its own employees and the entire society within which it operates. It is the responsibility of the management to explore and detect changes in the entire business environment. This will help the management to come up with changes that that can be initiated in the form of programs. It is thus necessary for the management to be aware of the effects of any change before it is initiated in the organization and on the employees as well. It is important to know the impact of the changes on the employees behaviors, work procedures, technology, and motivational aspects (Dobni, Dobni, Luffman, 2008). The management must critically evaluate and review the reaction the employees will have before they talk about any change program that will provide to employees as they move through the process of giving in to the change. The change program is finally expected to be inseminated and implementation is done throughout the organization. After successful insemination and implementation, the program should be evaluated for effectiveness and adjustments did where nece ssary. It is worth noting that different organizations have different ways of recruiting, hiring, and retaining employees. Additionally, different organizations have their own ways of relating to the society, and how they handle their customers. Concisely, the organizational culture serves as the blueprint of the organization as a whole. However, there are a number of organizational changes, that come as time progresses and they may be adopted or declined. These changes are subject to discussions by the concerned parties before they are allowed in to be applied in the organization (Chisnall, 2012). However, if the people championing such changes are dictators, they may not allow discussions and would force such changes on employees and wait for the impacts they would yield. Many changes may face serious resistance and others may not meet any resistance at all. In the case where there is no resistance to the changes, the process of adopting new organizational culture be faster thereby making the transition period shorter. On the other hand, it would cause more problems if there is a resistance to such changes. Technological changes are being realized almost every day, and old organizations with old employees are finding it hard to accept, adopt and embrace these changes (Andrews Russell, 2012). Sometimes, the process of adopting and finally embracing the changes take quite long. Funny enough, sometimes it forces the management to include some young minds in the workforce to help them understand the technology. Recommendations in relation to cultural change management. Unfortunately, sometimes it forces the managers to drop issues to do with technological changes or move at an extremely very slow pace in implementing such changes because of the adamant or slowly reacting employees. However, there are bundles of benefits that come along with the technological changes, like main the work easier and cutting in the cost of labor, other organizations may be forced to ignore these benefits or explore them in future. Finally, organizational culture and change play an important role in understanding the organizations and their environment, including their perception of changes that may occur. The management, therefore, has a responsibility to see to it that any change expected to take place in the organization is communicated to the stakeholders in good time and good explanation about the changes is given to employees (Doole, Lowe, Kenyon, 2016). Resistance is a common practice in many organizations, but is recommended that the management should be in a p osition to explain to the rest of the employees the benefits of adopting changes so that a lot of resistance and an unnecessary tension, which may be detrimental to the well-being of an organization, can be lowered at the implementation stage. Conclusion Change management is a key aspect of every organization and the management is sometimes put to task to implement programs that are neither beneficial to the organization nor to the society. It is therefore important that the management scan thoroughly to ensure that changes that need to be adopted by their organizations are the ones that are really in need. This will again give them an opportunity to study understand the change before it is allowed to take effect. As have been explained in the essay, Meck Insurance employees should be fully involved in the whole process so that any unnecessary opposition and doubt is removed. However, many changes go a long way in helping the organization achieve their set objectives or goals, therefore the process should be given ample time to finish its cycle. During this time, the stakeholders can find enough time to scrutinize the change, make recommendations, and necessary adjustments. References Andrews Russell. (2012). Organizational culture: strategy, evaluation, and Impact. Higher Education, Skills and Work-Based Learning, 2(1), pp.33-44. Bharathi, A. (2016). Business strategy. Higher Learning Research on Management, 6(4). Brooksbank, R. (2011). Business Management and Ethics. Management Intelligence Planning, 12(4), 10-14. https://dx.doi.org/10.1108/02634509410060695 Dobni, B., Dobni, D., Luffman, G. (2001). Behavioral approaches to Business Management. Learning Intelligence Planning, 19(6), 400-408. https://dx.doi.org/10.1108/02634500110405405 Desa, G. and Basu, S. (2013). International Business Management Principles. Strategic Environmental Journal, 7(1), pp.26-49. Cadogan, J. (2009). Business management and change. Los Angeles [u.a.]: Sage. Chisnall, P. (2012). Education and organizational management: Systematic business management. Long Range Planning, 13(1), 99. https://dx.doi.org/10.1016/0024-6301 (80)90070-9 Dobni, B., Dobni, D., Luffman, G. (2008). Behavioral approaches to learning Strategy implementation. Learning Intelligence Planning, 19(6), 400-408. https://dx.doi.org/10.1108/02634500110405405 Doole, I., Lowe, R., Kenyon, A. (2016). International education policies on Organizational management strategy. Andover, Hampshire: Cengage Learning EMEA. Ferrell, O. (2016). Business Development and Learning. [S.l.]: Cengage Learning. Hopkins, D. (2013). New emphases in business administration, culture, and change. Business Management, 6(6), 410-419. https://dx.doi.org/10.1016/0019-8501(77)90003 Jain, S., Jain, S. (2012). Business management evaluation. South Melbourne, Victoria: Cengage Learning Australia. Jenster, P., Hover, D. (2014). How to focus on management principles to serve change. Planning Review, 20(4), 32-36. https://dx.doi.org/10.1108/eb054365 Loudenback, L., Kelley, E. (2013). Comparative Education on business strategy. Journal of Education, 36(4), 113. https://dx.doi.org/10.2307/1250442 Nash, E. (2015). International Education Principles of Management. New York: McGraw Hill. Peter, J., Olson, J. (2010). Native Education in Management and Organizational Culture. New York: McGraw-Hill Irwin. Phelps, E. (2012). Education Policies. Industrial Development and business ethics, 10(4), 307-309. https://dx.doi.org/10.1016/0019-8501 (81)90042-0 Phillips, D. (2011). Business management issues: Where Business and Culture meet. Journal Business Education, 11(5), 13-16. https://dx.doi.org/10.1108/eb060080