Management Studies

Module Work Accomplished

I have completed all the module assignments and reports to date. I feel that all these assignments and reports will really assist me in accomplishing my duties as a regional officer in our private equity investment firm. Although the project on critical literature review was challenging, I managed to learn many things concerning how researchers have dedicated their study to trying to explain the theories on change and crisis management.

Learning from Reading and Fellow Set Members

I learnt several things from readings in this module and during interaction with my fellow set members. The article by Piderit (2000) on ambivalent attitudes helped to explain the employees’ resistance to change. The author pointed out that cognitive attitudes, emotional attitudes and intentional attitudes were responsible for ambivalence. He also showed how ambivalence could lead to various negative discursive reactions to change. Moreover, the abovementioned article highlighted the steps that managers could take in order to uncover ambivalent attitudes when implementing organizational changes. The article by Orton (2006) helped me completely comprehend how organizations moved from organizational designs, relying on dominant variable, casual laws, executive dictates and replaced them with enactment, sense making and decision making.

From the article written by Vince and Broussine (1996), I was able to find out how managers could apply the employees’ emotions to implement the change process. They argued that managers should concentrate on paradox, defense and attachment since they affected employees’ emotions. They introduced a four-stage process that would help managers to deal with the emotions of employees when managing organizational change. The article written by Ezzamel, Willmott and Worthington (2001) helped me to understand why organizations initially resisted new factory methods such as Just in Time and Total Quality Management. Morrison’s and Milken’s (2000) article showed how organizational silence could lead to resistance against organizational change.

As I interacted with my fellow set members, I came to learn several things. Some of the managers in our class explained me several reasons as to why the employees resisted the changes they had proposed. In particular, one manager told me how the employees in his organization threatened to call for a strike since he had proposed reduction of their retirement benefits in order to improve the organization’s cash flow.

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Applications of the Concepts from Classroom

These concepts will aid me in my practice as a regional portfolio director. This is because before I make changes on portfolio management concerning any group of assets, I will be consulting other employees in order to reduce resistance to change. Furthermore, I will be discouraging organizational silence by holding regular meetings with all the employees where they will have an opportunity of brainstorming their ideas on how to improve our organization. I will also ensure that I understand the emotions of each employee since various employees have different emotional reactions towards the process of organizational change. I will also consider studying the diverse ambivalence attitudes employees may possess so that I am totally prepared to react to these attitudes.

Additional Reflections on how Literature Review Influenced Problematisation and Overall CAL Project

The literature review influenced the problematisation of my research proposal. This is because after reviewing literature on scholars such as Briner, Denyer, Rousseau, Naslim, Sushil and Lentz, I re-defined my problem challenges of organizational planning on change management to why managers should involve employees during the process of decision-making in regard to change. I was able to learn that most employees have a feeling that an organization does not value them if it fails to involve them in the process of change. The literature review also influenced my overall CAL project. As a result, I learnt the importance of employee involvement during the change process. I found out that the employees are more likely to resist change if they are not involved in the change planning process.

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