scholarly journals Researchers’ View on R&D Organizational Change Using the Grief Cycle

2021 ◽  
Vol 6 (2) ◽  
Author(s):  
Mia Rahma Romadona ◽  
Sigit Setiawan
Keyword(s):  
Organizational Change ◽  
Research And Development ◽  
Human Resource Development ◽  
Interpersonal Communication ◽  
Implementation Strategies ◽  
Organizational Changes ◽  
Leadership Communication ◽  
Organizational Goals ◽  
Managerial Skills ◽  
Development Organizations

<p>When change becomes a need, research and development organizations must likewise be adaptable to new challenges. The necessary changes will provide difficulties for management to manage human resource development. Failure, stagnation, or success is the eventual consequence of every organizational reform. Organizational changes are effective or unsuccessful based on the implementation strategies used, emphasizing the significance of human development managerial skills, leadership communication, and organizational interpersonal communication. This study aims to present an empirical study of changes occurring in research and development companies using grief cycle analysis. This research utilizes a variety of aspects and documents from prior studies to analyze the collective grief cycle phenomena associated with organizational changes in the R&amp;D sector. The empirical description of the grieving cycle analysis demonstrates that the outcome of the grief cycle process indicates that the organization is not prepared to undertake changes, resulting in the crisis of certain workers. An empirical account of grieving cycle analysis reveals that time and the process of habituation play a significant influence in organizational members acceptance of changes in research and development organizations. Leadership communication and organizational interpersonal communication are critical in influencing organizational members' comprehension and acceptance of organizational goals and change processes..</p><p> </p>Keywords: grief cycle, organizational change R&amp;D, acceptance, HR management, leadership communication, organizational interpersonal communication

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

Relationship between Locus of Control, Perceived Group Cohesiveness, and Satisfaction with Coworkers

1978 ◽  
Vol 42 (1) ◽  
pp. 311-316 ◽  
Author(s):  
Robert C. Dailey
Keyword(s):  
Locus Of Control ◽  
Research And Development ◽  
Group Cohesiveness ◽  
Joint Effects ◽  
Development Organizations ◽  
Scientists And Engineers ◽  
Main Effects

To determine if locus of control and perceived cohesiveness of a group had singular and joint effects on experienced satisfaction with coworkers 281 scientists and engineers in 15 Research and Development organizations were tested. Main effects and the interaction of the predictors were significant. Persons scoring internally were less satisfied with coworkers than were those who scored externally. Cohesiveness was significantly related to the criterion and subjects designated as externally oriented demonstrated a stronger relationship between perceived cohesiveness and satisfaction with coworkers than their internally oriented counterparts.

Signaling, resource-based power, and pre-IPO organizational change

2012 ◽  
Vol 15 (1) ◽  
pp. 29-42
Author(s):  
John S. Pearlstein ◽  
Robert D. Hamilton
Keyword(s):  
Organizational Change ◽  
Organizational Changes

The theory presented suggests that underwriters are both advisors and independent agents in the issuerʼs attempt to send “signals” of quality to investors by making pre-IPO organizational changes. These pre-IPO gambits are intended to increase IPO proceeds, and preemptively address potential investor concerns that would deter them from subscribing. These organizational changes initially can financially benefit founders, early investors and underwriters. But they can also have a longterm impact that some issuers, especially founders, would prefer to avoid. Utilizing signaling and resource-based power, we find that underwriter power is significantly associated with making pre-IPO gambits and lower levels of underpricing.

scholarly journals Global Leadership Communication: A Strategic Proposal

2015 ◽  
Vol 1 (1) ◽  
pp. 51 ◽  
Author(s):  
Tom Lawrence
Keyword(s):  
Communication Skills ◽  
Mission Statement ◽  
Employee Development ◽  
Global Leadership ◽  
Cross Cultural ◽  
Communication Strategy ◽  
Leadership Communication ◽  
Global Marketplace ◽  
Development Organizations ◽  
The World

<p>Organizations face a myriad of challenges as the world interconnects through the process of globalization. In order to sustain viability and produce competitive advantage, organizations must develop a global communication strategy. Communication skills need to be developed at all levels of the organization, from a coherent mission statement to individual employee development. Organizations need global leaders, capable of moving in and through divergent cultural environments. Identifying and equipping these future leaders is an antecedent to success in the global marketplace. This paper offers an instructive model to guide organizations as they face increasingly complex, cross-cultural environments.</p>

scholarly journals Beyond Power Struggles: A Multilevel Perspective on Incongruences at the Interface of Practice, Knowledge, and Identity in Radical Organizational Change

2018 ◽  
Vol 55 (1) ◽  
pp. 5-26 ◽  
Author(s):  
Barbara Kump
Keyword(s):  
Organizational Change ◽  
Radical Change ◽  
Individual Characteristics ◽  
Knowledge Gaps ◽  
Power Struggles ◽  
Organizational Goals ◽  
Fine Grained ◽  
Multilevel Perspective ◽  
Practice Knowledge ◽  
Change Efforts

Previous approaches to describing challenges inherent in radical organizational change have mainly focused on power struggles. A complementary but less researched view proposes that many problems occur because radical change causes certain incongruences within an organization. In line with the latter perspective, this article suggests that radical change leads to incongruences between “what they do” (practice), “what they know” (knowledge), and “who they are” (identity) as an organization; to achieve the change, these incongruences need to be accommodated by the organization’s individual members. The article takes a multilevel perspective and describes how in radical change organizational goals may interfere with individual characteristics at the intersections of practice, knowledge, and identity. This enables a fine-grained analysis of reasons why radical change efforts may fail, beyond power struggles. The model is concrete enough to help change managers foresee many practical problems, such as member disidentification, routine breakdowns, or knowledge gaps.

Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation

2019 ◽  
pp. 483-491
Author(s):  
John Baaki ◽  
Maria Cseh
Keyword(s):  
Organizational Change ◽  
Human Resource Development ◽  
Human Resource ◽  
Case History ◽  
Change Process ◽  
Action Learning ◽  
Shop Floor ◽  
Evidence Based ◽  
Frontline Employees ◽  
Theoretical Perspectives

This reflective case history illustrates the change process in a USA sports and entertainment's theatre organization led by its leader in consultation with a human resource development and organizational change professional. Evidence-based organizational change and development informed by the theoretical perspectives on shop floor management and action learning guided the change process conceptualized on the belief that frontline employees should play a major role in driving change in organizations, and their learning and reflection is crucial in this process.

Psychological Impacts of Downsizing Trauma

2021 ◽  
pp. 1685-1704
Author(s):  
Jozef Simuth
Keyword(s):  
Organizational Change ◽  
Literature Review ◽  
Case Studies ◽  
General Public ◽  
Therapeutic Approach ◽  
Psychological Effects ◽  
Traumatic Experience ◽  
Psychological Perspective ◽  
Organizational Changes ◽  
Psychological Impacts

The chapter summarizes research studies as well as case studies from companies worldwide that show how organizational changes followed by downsizing create a traumatic experience for all organization members. The author's focus is on the psychological perspective on traumatic experience by all employees (victims and survivors) and managers whose task is to organize and implement changes in the organization. Based on the literature review, the chapter describes symptoms and psychological effects of organizational change trauma on individuals and the ways to minimize the traumatic effects. The author believes that outplacement and therapeutic approach are effective tools for overcoming the layoff trauma and also send positive signals to employees and to general public.

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