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Will your change likely be met with the anti-dialogic position of Beech, MacPhail, and Coupland (2009)? Describe the impact that this orientation has on your agency and that of your co-workers during the change (Caldwell, 2005).
The change I am proposing is likely to be met by anti-dialogue position of MacPhail, Beech and Coupland (2009). They conducted a research on an organization known as NSC Finance that had proposed a change occurring on three platforms that would help them increase market share. This proposed change led to the development of three stories that led to anti-dialogue position in the organization. These stories were the senior managers’ story, the peons’ story and the saviours’ story. According to the senior managers’ story, this change was necessary since it would help the organization to achieve financial success. They saw the change as a good opportunity for the junior staff to improve their skills. However, the peons have low self-esteem and they consider themselves as the lowest of the low (Beech, MacPhail and Coupland, 2009). They claim that the managers do not want them to succeed since they implemented this change in order to reduce their income. According to the saviours, the company treats them unfairly since they are both saviours and victims of the company.
My proposed change will be met by anti-dialogic position like the one above since am proposing to increase the number of innovative products in our private equity investment firm. This will force us to hire experienced financial advisors in order to market these products. Other financial advisors in our company will perceive this as a treat to their positions and thus they will have different stories on why we are hiring these advisors. This will create anti dialogue position in our organization since some financial advisors will resist this proposal as they may feel external employees will have more privilege than them.
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This orientation has an impact of dispersalit discourses on my agency and that of my co-workers during the change. According to Calwell (2005), dispersalit discourses is the process of distributing agency through distributed leadership that helps to create a wider organization base or network of support for change. He gave four dispersalist discourses that include learning organization, communities of practice, distributed leadership and complexity theories. The employees in my organization will experience anti-dialogic position since they will have different views on why I am seeking to employ new financial advisors. It would be thus necessary to decentralise the control to improve equity in the organization in order to promote dialogue between the employees. This will encourage them to be free to give their view on my proposed change.
Use Rhodes, Pullen, and Clegg (2010) to explore who you feel will have power over the discourse surrounding your change. Who is likely to use this power positively and who is likely to use this power negatively? Why?
Rhodes, Pullen and Clegg (2010) gave their argument on how the dominant mode of storytelling in V-tech by its employees made the organization to be termed as the ‘fall from grace’. V-tech had ethical reasons for downsizing and lying off its employees since it was inevitable. However, the employees of the organization spread stories that the management were unethical for laying of its workers and that they were doing this for their selfish reasons (Rhodes, Pullen and Clegg, 2010). The people with the power over the discourse surrounding the change that I am proposing are the managers assigned the task of developing new innovative products and the employees handling the old products that we were offering to clients. The managers will use the power over the discourse positively since they want to create organization support for the change in order to improve market share. The employees handling old financial products may use their power negatively since they may fear that the new financial advisors handling the new innovative products might take their roles and thus they will spread negative discourses to create organization resistance to the change.
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