Reframing organizational change from a processual perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alain Guiette ◽  
Koen Vandenbempt
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Management Practices ◽  
Change Agents ◽  
Learning And Development ◽  
Content Type ◽  
Effective Change ◽  
Raising Awareness ◽  
Development Professionals ◽  
Practical Implications

Purpose This article aims at reframing organizational change from a processual perspective to transcend the polarized tensions between planned and emergent approaches to change and to better align with the lived reality of practitioners. It informs the field of learning and development with fresh insights on how to broaden sensemaking repertoires of managers and employees in realizing organizational change. Design/methodology/approach To understand how change agents conceptualize organizational change at a conceptual level, this article relies on Heidegger’s three modes of being-in-the-world to identify three dominant conceptualizations of organizational change and subsequently theorizes on corresponding phenomenological qualities of sensemaking. Findings This article develops a theoretical scaffolding that posits the emergence of organizational change as dialectic process of three different conceptualizations of change, i.e. wayfinding logic, managerialistic logic and reflexive logic, that translate into three different phenomenological qualities of sensemaking, i.e. absorbed sensemaking, detached sensemaking and mindful sensemaking, respectively. Practical implications A processual reframing of organizational change informs learning and development scholars and practitioners in at least three ways: raising awareness of and probing underlying managerial assumptions of what change is and how change should be managed, training managers and employees to deal with sensemaking processes to effectively realize organizational change, and actively assist in developing a broader sensemaking repertoire to deal with the equivocality associated organizational change. Originality/value This processual reframing contributes to the sensemaking literature on organizational change by reframing change as a dialectic process of different underlying assumptions of change agents, and different qualities of sensemaking of change. It pinpoints to concrete actions that learning and development professionals can initiate to contribute to more effective change management practices.

Helping new executives to hit the ground running

2014 ◽  
Vol 28 (4) ◽  
pp. 30-32
Author(s):  
Freelance Writer
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Working Environment ◽  
Learning And Development ◽  
Content Type ◽  
Global Survey ◽  
Development Professionals ◽  
New Hires ◽  
Practical Implications

Purpose – The purpose of this paper is to provide an interview with Mark Byford. Design/methodology/approach – This study discusses findings from a global survey of 500 executives about how well their needs are met by organizations. Findings – This study outlines the importance of providing support for both external and internal hires so that they may integrate into their new roles as quickly as possible. Practical implications – This study provides insight for human resource and learning and development professionals on how to ensure that new hires receive the support they need to adapt quickly to a new role or working environment.

The professional basis of development work: suppose the person you are assisting to learn decides to leave the organization

2014 ◽  
Vol 28 (3) ◽  
pp. 3-5
Author(s):  
Ian Cunningham
Keyword(s):  
Personal Experience ◽  
Design Methodology ◽  
Social Implications ◽  
Development Work ◽  
Learning And Development ◽  
Content Type ◽  
The Social ◽  
Development Professionals ◽  
Practical Implications

Purpose – The purpose of this article is to challenge some assumptions about development work. It raised moral and ethical dilemma facing learning and development professionals. Design/methodology/approach – The article draws on personal experience and theory. It also uses an extract from Sainsbury’s case study. Findings – Learning and development professionals need to consider their role in relation to people with whom they work. Practical implications – The article provides practical advice based on real examples. Social implications – The article is clear about the social implications of one aspect of learning and development work, namely, where the activities of learning and development may cause a person to leave the organization. Originality/value – It appears to be a unique analysis of a real issue, namely, what should learning and development professionals do if a person wants to leave the organization as a result of their learning.

Talent management: making it real

2007 ◽  
Vol 21 (2) ◽  
pp. 4-6 ◽  
Author(s):  
Ian Cunningham
Keyword(s):  
Management Strategy ◽  
Design Methodology ◽  
Talent Management ◽  
Learning And Development ◽  
Content Type ◽  
Functional Strategy ◽  
Development Professionals ◽  
Talent Acquisition ◽  
Work Done ◽  
Practical Implications

PurposeTo explore ways in which organizations can take a systemic stance on talent management.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for a systemic approach to talent management. Just focusing on talent acquisition is misguided and unhelpful.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals in setting up a functional strategy for talent management.Originality/valueThe article will be of value to managers and learning specialists who are involved in talent management strategy.

Managers’ and employees’ contradictory argumentations of spatial change

2017 ◽  
Vol 30 (6) ◽  
pp. 844-857 ◽  
Author(s):  
Jaana Näsänen ◽  
Outi Vanharanta
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Content Type ◽  
Effective Change ◽  
Single Room ◽  
Beliefs And Values ◽  
Symbolic Meanings ◽  
Research Advance ◽  
Employee Groups ◽  
Practical Implications

Purpose The purpose of this paper is to present the results of a qualitative study concerning managers’ and employees’ rhetorical evaluations of a spatial organizational change. Design/methodology/approach The approach of rhetorical social psychology is applied to study how the actors of an organization speak about a transformation from a single-room office setting to an open, multi-space office. The material consists of 36 interviews. Findings It was found that the responsible managers and employees used contradictory argumentation of what “real work” is like and what the change will result in as rhetorical resources when supporting and contesting the transformation. Although their set of arguments and counter-arguments drew from the same beliefs and values, they were used for opposite purposes. Practical implications The results of this research advance awareness of the multidimensional and contradictory nature of change rhetoric and this understanding can be utilized in supporting more effective change programs. For example, instead of constructing unnecessary polarizations between those who resist change and its supporters, the study facilitates to identify the ambiguity of argumentation related to change and the differing symbolic meanings subscribed to. Originality/value The study contributes to the organizational change literature by showing the ambiguity of change rhetoric and the contradictory nature of argumentation, both within the talk of specific employee groups and between groups.

How to support and develop first-time managers?

2015 ◽  
Vol 47 (1) ◽  
pp. 46-50 ◽  
Author(s):  
Dawn Sillett
Keyword(s):  
Design Methodology ◽  
Management Development ◽  
Training And Development ◽  
Development Programs ◽  
Learning And Development ◽  
Senior Managers ◽  
Content Type ◽  
Development Professionals ◽  
First Time ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers.

Creative use of technology for learning and development: avoiding controlling tendencies

2007 ◽  
Vol 21 (6) ◽  
pp. 4-6 ◽  
Author(s):  
Ian Cunningham
Keyword(s):  
Learning Strategies ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
Use Of Technology ◽  
Development Professionals ◽  
E Learning ◽  
User Friendly ◽  
Work Done ◽  
Practical Implications

PurposeThe purpose of this article is to challenge assumptions about e‐learning and its use in organizations; to show how organizations can take a more sophisticated stance on the use of technology for learning.Design/methodology/approachThe article is based on work done in a variety of organizations plus research in HR functions.FindingsThe need is for organizations to re‐examine some of their assumptions about the use of technology. Also organizations need to make e‐learning more user friendly and more appropriate for individual needs.Practical implicationsThe article has real practical implications for leaders/managers and learning and development professionals – for example it shows how organizations can use free resources instead of buying into expensive commercial material.Originality/valueThe article will be of value to managers and learning specialists who are involved in decisions about learning strategies.

scholarly journals Advantages and potential challenges of data management in e-maintenance

2019 ◽  
Vol 25 (3) ◽  
pp. 378-396 ◽  
Author(s):  
Arian Razmi-Farooji ◽  
Hanna Kropsu-Vehkaperä ◽  
Janne Härkönen ◽  
Harri Haapasalo
Keyword(s):  
Data Management ◽  
Design Methodology ◽  
Management Practices ◽  
Future Research ◽  
Conceptual Approach ◽  
Content Type ◽  
Different Types ◽  
Maintenance Systems ◽  
Industry Leader ◽  
Practical Implications

Purpose The purpose of this paper is twofold: first, to understand data management challenges in e-maintenance systems from a holistically viewpoint through summarizing the earlier scattered research in the field, and second, to present a conceptual approach for addressing these challenges in practice. Design/methodology/approach The study is realized as a combination of a literature review and by the means of analyzing the practices on an industry leader in manufacturing and maintenance services. Findings This research provides a general understanding over data management challenges in e-maintenance and summarizes their associated proposed solutions. In addition, this paper lists and exemplifies different types and sources of data which can be collected in e-maintenance, across different organizational levels. Analyzing the data management practices of an e-maintenance industry leader provides a conceptual approach to address identified challenges in practice. Research limitations/implications Since this paper is based on studying the practices of a single company, it might be limited to generalize the results. Future research topics can focus on each of mentioned data management challenges and also validate the applicability of presented model in other companies and industries. Practical implications Understanding the e-maintenance-related challenges helps maintenance managers and other involved stakeholders in e-maintenance systems to better solve the challenges. Originality/value The so-far literature on e-maintenance has been studied with narrow focus to data and data management in e-maintenance appears as one of the less studied topics in the literature. This research paper contributes to e-maintenance by highlighting the deficiencies of the discussion surrounding the perspectives of data management in e-maintenance by studying all common data management challenges and listing different types of data which need to be acquired in e-maintenance systems.

The changed paradigm of business progress: a moral step forward for humanity

2018 ◽  
Vol 26 (3) ◽  
pp. 181-193
Author(s):  
Joan Marques
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Leadership Skills ◽  
First Century ◽  
Competitive Environment ◽  
Business Leadership ◽  
Content Type ◽  
The Past ◽  
Past Experiences ◽  
Practical Implications

Purpose Through an overview of the perceptional evolution of progress over the past two centuries, this paper aims to review a changed, yet constructive paradigm that has emerged in business leadership. Design/methodology/approach The paper is a general review-based deliberation presenting standards of the twentieth century, the need for a shift in paradigms and the shift as it unfolds in the twenty-first century. Findings Focusing on optimal stakeholder inclusion, yet not disregarding the concept of progress in a competitive environment, this paper presents a set of interrelated leadership skills and characteristics, including a discussion about their applicability and ways to develop them. Research limitations/implications While globally applicable, the views in this paper are primarily based on the American performance environment. Practical implications Management practices would not have evolved to today’s level if we did not have the past experiences to learn from. The deliberations and insights shared in this article should be seen as a way of evaluating the path that led us to our current, multi-tiered leadership paradigm. Social implications The model presented in this article should be seen as a useful, yet incomplete set of skills and characteristics to be considered by today’s and future leaders to ensure greater stakeholder inclusion. Originality/value Within the framework of focusing on the management horizon, this paper places the driving motives of two centuries that influenced our current society alongside each other and contemplates on the necessary shifts needed to move forward.

Cross-sector insights from China on boosting employee well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Justice ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Management Practices ◽  
Well Being ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how human resource management practices (HRMPs) impact employee well-being (EWB), and how integrity leadership and organizational justice shape this relationship. The three HRMP dimensions – ability-enhancing, motivation-enhancing, and opportunity-enhancing HR practices – all positively impacted the trio of EWB dimensions, namely job well-being, psychological well-being, and life well-being. Organizational justice proved to enhance the ability of HRMPs to boost EWB, and integrity leadership was an EWB catalyst in all of these interrelationships. HR teams are therefore advised to invest clear and genuine efforts into boosting the integrity of leaders, for example through rigorous recruitment screening. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Exploring linkages of performance with metacognition

2019 ◽  
Vol 38 (3) ◽  
pp. 195-207 ◽  
Author(s):  
Paul R. Lyons ◽  
Randall Paul Bandura
Keyword(s):  
Performance Measures ◽  
Performance Indicators ◽  
Design Methodology ◽  
Learning And Development ◽  
Content Type ◽  
Self Evaluation ◽  
Secondary Purpose ◽  
Core Self ◽  
And Training ◽  
Practical Implications

PurposeIn this exploratory, correlational study the authors set out to demonstrate the relationships as well as inter-correlations among direct and indirect performance measures, along with measures of knowledge of cognition, and evaluation of cognition. The information helps inform manager learning and development. The purpose of this paper is twofold: first, primary purpose, to identify linkages of performance with individual’s efforts to improve their learning processes via metacognition; and second, secondary purpose, primarily for the benefit of practitioners, is the provision of detailed information regarding performance measures and practical measures of metacognition.Design/methodology/approachThe study made use of correlation analysis among performance measures and measures of metacognitive effort. The design is not intended to support cause and effect relationships, nor demonstrate the technical, predictive value of measures.FindingsA majority of associations among indirect performance measures with one another and with nearly all of the measures of knowledge of cognition, and evaluation of cognition were positive and significant (mostly at the 0.01 level). Findings offer broad support for the linkage of self-efficacy (SE), and core self-evaluation (CSE) with performance.Practical implicationsRelationships identified in this study may help practitioners alter and improve their practices/methods of identifying individuals who possess attributes that are highly related to performance and learning. The new knowledge may influence decisions about recruitment, selection and training.Originality/valueLittle research has focused on relationships among indirect performance indicators such as SE, CSE and established measures of metacognition. The present study helps to identify important relationships.

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