The Politics of Organisational Change Essay Example | Topics and Well Written Essays - 2500 words

The Politics of Organisational Change - Essay ExampleThis is a change from transactional leadership, a traditionalist institution system where rewards are strictly contingent on performance from a functionalist perspective. Trust-based philosophies in transformational leadership are designed to foster job role indecorum and flexibility, thus promoting employee freedom to ensure dedication and loyalty to meeting organisational objectives. The multiple constituencies perspective is inter-linked with chosen solicitude philosophy as it relates to connecting with quash personnel with deferred payment of emotions and mental needs related to their decision-making power in the organisation. It is not until these needs are satisfied that change potentiometer be enacted successfully as constituencies in the organisation respond according to perception of politics rather than the tangible realities of change, politics and organisational design. The politics of change and psycho-social con siderationsThe multiple constituencies approach to organisational development recognises the foundations and validity of the psychological contract as a template methodology for enacting more consensus-based organisational changes. This post-modern approach to managing people and leading them through organisational change practices rejects unitarism as a viable management strategy, a system of governance that is centralized and control is established through non-consensus governance actors (Grieves). Effectively, in order to attain commitment and adherence to change practices, the subordinate constituency must be granted recognizable power-sharing opportunities throughout the change processes to promote perceptions of autonomous working environments a lean toward organisational democracy. However, in order for a legitimate and true democracy to exist, it must sustain seven distinct characteristics. These are freedom, openness, trust, transparency, fairness, equality and accountabili ty (Barrett 2010). If there is no consensus within organisations, there can be little potentiality for the peaceful resolution of political differences associated (with change) (Almond and Verba, p.251). Planned change, such as the push and pull factors identified through Force study Analysis, dictate the need for negotiated strategies in order to maximise positive change outcomes. For instance, when concern of change is identified as it relates to a specific change goal, fear can be mitigated through more effective interpersonal communications between governance and subordinate work teams or promoting job certificate as part of the psychological contract. In this case, the leadership of the organisation appeals to the foundational needs of employees as identified in the fundamental Hierarchy of Needs promoted by