Conceptual Skills

Conceptualizing Organizational transportThis account revolve aroundes on conceptualising governingal interpolate as a think and amenable sue. Different theoretical assumptions ar presented in order to support the end of qualifying as a intend and directed deal in contemporary organisations. The paper utilises examples from two Nigerian companies, memory access sesst Plc and Unilever Nigeria Plc. The principal(prenominal) conclusion is that entry representation shore Plc destines that deepen can be a mean abut, while Unilever Nigeria Plc shows the font of de persona as a doable transit. However, it is indicated that turn whitethorn non succeed as a aforethought(ip) and competeable mental do work especi tot allyy in the context of use of Nigerian common specify fostering and the feed and drinking manufacture. The paper to a fault contributes to understanding diverge as a flexible and progressive wreak travel byring in world(a) companies.Introd uctionIt has been suggested that organisational freight whitethorn lead to the proper implementation of qualifying. Managers turn tail to rely on employees while planning or managing organisational turn, but organisational commitment may decrease as a direct response to such(prenominal) flip (Grieves 2010). Manifesting validatory employee attitudes towards commute has been conjugated with thriving multifariousness initiatives in organisations. It has been argued that modification can be both a intend and realizable process (Cald intumesce 2006). At the same time, it may appear that channelise as a plotted and manageable process may fail, as it will be shown in the fibre of Nigerian public fostering and the food and beverage industry. The physical object of this paper is to explore the dimensions of channelise as a aforethought(ip) and manageable process, with localize on the performance of two Nigerian organisations, Access aver Plc and Unilever Nigeria Plc. wobble as a aforethought(ip) butt Access Bank Plc, NigeriaThis component provides demo on diversity as a planned process as applied in Access Bank Plc, Nigeria. There is an argument outlined in the castrate focal point literature suggesting that employee attitudes towards qualify might be affected by the perceptions employees essay towards organisational revision (Olufemi 2009). Employees play an weighty role in forming specific attitudes towards organisational variety as a planned and manageable process (Caldwell 2006). They may either show positive or negative evaluative judgments of the smorgasbord model. tack as a planned process indicates the front man of two dimensions, pitch ardor and change metro. These dimensions hypothecate the presence of strategic planning inside organisations that atomic number 18 ready to embrace the advanced(a) concept of change. pitch readiness has been associated with employees behavioural responses to change (Hughes 2010). R esistance to change may non shorten place in case employees salutaryly believe that they make believe the capacities to escape with such projected change. Even though resistance to change may take place, it may be perceived in a positive way considering that it would pound companies to implement new and much effective strategies to train the issue of change.Change can be a planned process, which managers charge to link with change-oriented activities. It can be argued that planned change occurs when some stakeholders seeming(a) a desire to change, enhance their individual(prenominal) introspection, and modify their behavioural patterns in relevant ways (Hughes 2011). However, it would be unrealistic to state that planned change reflects the melodic theme that everyone decides it is useful. Change as a planned process indicates the presence of solid changing forces in both the internal and external milieu of organisations. Kotters 8-step model of change indicates that change can be a planned process involving eight proposed steps from creating the urgency for change to managing it thence in the organisational context (Hughes 2010). Jarrett (2003) has argued that planned change seems to increase an organisations effectiveness. Approaches to change as a planned process may reflect the relevance of distinct theories and concepts that tend to describe the stages and procedures of implementing change.The integrative model of organisational change suggests that change can be a planned process through and through with(predicate) a strong focalise on exploration, planning, action and integration (Jarrett 2003). In addition, emergent theories of change present an argument that managers who aim at exploitation change as a planned process show an in-depth understanding of the organisation, its culture, assets and readiness to change. Researchers have argued that change projects utilising process orientation and learning are more pass judgment to su cceed than those manifesting expert planning at all stages of organisational change in contemporary business (Nistelrooij and Sminia 2010). Change planning and watchfulness have identified change as an essential competency for the bulk of organisational leadership. Planning change in the context of certainty has become a indispensable verbal expression in organisations which openly promotes flexible conversation ground on change and innovation. Since some individuals may perceive change as an integral map of organisational life, it would be relevant to focus on developing effective strategies to monitor and sustain such change (Hughes 2010). Planning in relation to change refers to a consideration of the current and future look at of organisations.Companies illustrating that change can be a planned process focus on planning as a goal-directed activity, in which strain is put on organisational goals while trying to brinytain change. This may solvent in better coordination and easy implementation of change in companies (Carnell 2007). An exploration of the Nigerian believeing industry reveals a close relationship in the midst of planned organisational change and HRM interventions. New positing counseling practices in Nigeria require the implementation of planned change that may contribute to improved organisational commitment, performance and compliance with important regulatory standards (Olufemi 2009). The acquisition of Intercontinental Bank by Access Bank Plc, Nigeria, has resulted in the necessity of redefining organisational change as a planned process to reflect the needs of the new workforce and the objectives of the trusting organisation (Paton and MacCalman 2008).It has been suggested that successful change planning and focussing in organisations depends on staffing, alleviating cares, effective communication and planning, and integrating pitying resource systems (Hughes 2011). In the case of Access Bank Plc, planned organisationa l change has resulted in creating the need for the homophile resource department to focus on staffing (Olufemi 2009). The expansion of the banks recruiting base has been associated with perceptions of change as a planned process, in which the institution is focused on attracting more talented employees. Even though organisational change may create fear and uncertainty, managers considering change as a planned process may soothe those fears (Hayes 2010). The acquisition initiated by the Nigerian bank shows that employees have learned to obligate to new processes and procedures within the institution (Olufemi 2009).The case of Access Bank Plc indicates that organisational change can be a planned process due to the interventionist strategies diligent by HR managers of the organisation. The creation of new job structures by the bank reflected the necessity to relate organisational change to employees roles and expectations (Olufemi 2009). This was done in order to accommodate emplo yees working in both companies considering the acquisition process that took place. The existing human resource systems in the bank showed the trend of planned organisational change which come along reflected employees commitment to the banks long-term objectives. Moreover, Access Bank Plc necessitate to adjust its HRM policies to achieve its initially determined strategic goals which represent the process of planned change within the institution (Hayes 2010). The model found in the bank presents the existence of convergence among HRM interventionist strategies that were consistent with the perceptions of change as a planned process.Variables such as fear, planning and development as well as integrated human resources indicate a strong focus on organisational change which has been adequately planned at Access Bank Plc. The banks managers have ensured understanding of the planned change process which is fundamental for change implementation (Nistelrooij and Sminia 2010). The intere sts of various stakeholders are considered as part of such ongoing planning process. As a result of the acquisition, Access Bank Plc tried to alleviate employees uncertainty through setting pass by bodied objectives and effective communication (Paton and McCalman 2008). Flexibility has been associated with planned organisational change in this Nigerian organisation. Taking various perceptions into consideration was important in support employees commitment and planning change. Despite the occurrence of certain conflicts in the institution, the managers present strong leadership skills while planning and managing change. An other(a) significant aspect of the planned change process in Access Bank Plc is the physical composition of a change team for better articulation of the stages expected during organisational change.The Nigerian bank has show readiness of its employees to accept change as it has been connect with improved organisational performance (Olufemi 2009). The organis ations managers encouraged integration between processes and implementation of new organisational methods to cope with the process of planned change. Strong corporate culture, strategy, structure and relevant organisational priorities emerged as a result of the Nigerian banks focus on organisational change as a planned process. The process of planned change tries to incorporate potential situations of crisis that may occur in the organisation (Caldwell 2006). Therefore, the planned approach to change incorporates un inevitable events that may result from different organisational conflicts.The Nigerian bank ensures constant adaptations to changing organisational situations. Considering that organisational change is unpredictable is important in perceiving such process as comprising of different organisational factors and flexible learning (Hughes 2010). Lessons learned from the case of Access Bank Plc involve both matter-of-fact and theoretical considerations, such as identifying so urces of change resistance, social occasion of employees on a regular basis and developing proper communication plans (Olufemi 2009). The idea is to help the banks employees perceive themselves as part of the ongoing organisational change which reflected elements of a planned process. They need to understand that organisational change may influence them to a significant extent in equipment casualty of becoming more confident and competent in accomplishing their roles and responsibilities (Nistelrooij and Sminia 2010). It has been demonstrated that all levels of management of Access Bank Plc were aligned with organisational change and thus prevented the governance of negative attitudes among employees. In conclusion, the progress of change in the Nigerian bank was significant due to the role played by HR managers and leaders who placed importance on communication to achieve the planned process of change. chastening of Change as a Planned Process Nigerian Public SectorThis section describes the failure of change as a planned process in the Nigerian public sector. In a study conducted by Abdulraheem et al. (2013), it has been found that government reform agenda in Nigeria failed to achieve proper results in improving the quality of education in the country despite pull ining the model of change as a planned process. In-depth interviews were conducted as the results showed that cultural differences are a significant indicator of bond to organisational values (Abdulraheem et al. 2013). It has been suggested that despite the easy formulation of theories and models of change as planned, such aspects of change were difficult to implement in practice. Employees resistance to change was indicated crossways the Nigerian public sector. Cultural differences in terms of change prevented the successful implementation of change.Different education programmes have been introduced in the context of the Nigerian public sector, but they failed to achieve the objectives of m eaningful change in education they initially presented. Abdulraheem et al. (2013) pointed out that change as a planned process was counterproductive to some educational programmes. The divergence of organisational values in Nigeria reflected the undone adoption of change as a planned process in public education. Despite change lawsuits, the level of educational development was failed to be comprehended properly.Change as a Manageable Process Unilever Nigeria PlcThis section covers the implications of change as a manageable process in the case of Unilever Nigeria Plc. The business milieu in general has created a fast measure of change in the workplaceVarious acquisitions, advanced technological tools, reformation, cutbacks and economic recession are all aspects that contribute to a quite unstable business climate (Hayes 2010). The cap dexterity to adjust to the demands of the evolving workplace is considered an essential element for individuals and organisational existence. Orga nisational change is unceasingly present at Unilever and individuals are shown ato manage, misrepresent and guide it. Such change refers not only to evaluate human factors, but also to an ability to organise and manage change factors efficiently, considering that change may be predictable (Grieves 2010). Organisational change taking place in the Nigerian organisation is at a transitory stage in a direction of stabilizing its future position in the industry. The process of organisational change at Unilever can be managed as the procedure of planning, controlling and executing change in organisations in such a way is to reduce employee confrontation/resistance and cost to the organisation. In turn increasing the usefulness of the change effort becomes a priority to managers. Change is both predictable and attractive for the Nigerian confederation embracing the idea of innovation (Carnell 2007).The current business surround indicates signs of rapid competitiveness which results fr om the application of change initiatives that target the development of companies in a relevant direction Aspects of globalised grocerys and swiftly evolving technology influence businesses to adopt change in order to strengthen their performance in the market (Hughes 2010). For instance, such changes may reflect the introduction of a new software product programme, or refocusing a marketing strategy. Companies, it has been suggestsed, must accept the force of change simply because their business environments require constant changes to take place (Jarrett 2003). Different external and internal organisational factors guide companies to consider the importance of change. upcountry demands for change are derived from aged management and lower-level employees who drive the urgency for implementing change. outer demands reflect changes in the PESTLE business environment (Burnes 2005).In practice, the management of change as presented in the case study of Unilever Nigeria Plc reflect s common aspects of change observed in other Nigerian manufacturing organisations. . Observing the level of judge organisational change among employees of Unilever Nigeria Plc may allow managers to structure the process of change in a manner to reflect employees different perceptions and expectations of change (Anthonia et al. 2013). This example also focuses on drawing lessons that can be functional and useful to other companies operating in the business environment of Nigeria. Approving and implementing organisational change indicate Unilever employees eagerness and willingness, support and assurance to the organisation which is important during the phase of major(ip) shifts in the structure of the organisation (Jarrett 2003). It has been suggested that senior managers are usually not in a rush in introducing change. They adhere to the belief that such procedure must be slow, balanced and systematic, particularly in giving manufacturing companies like Unilever Nigeria Plc. Resul ts from the survey conducted among employees of the Nigerian organisation revealed that the mean acceptance of change for all participants was reasonable. It has been indicated that characteristics of work settings do not represent any barriers to adopting change by Unilever employees.Acceptance of change by Unilever employees indicates the enthusiasm and confidence of the manifold parties to hold and operate in a flexible business environment dominated by stakeholders assurance to influence and execute the changes (Anthonia et al. 2013). As highlighted by different scholars (Caldwell 2006 Jarrett 2003), the process of change can be both planned and managed especially if all stakeholders accept the desired outcomes by such organisational change. Researchers have argued that change should be established, executed and managed in such a way that draws the dedication from the affected parties like employees to accomplish the desired goals (Burnes 2004 Carnell 2007 Hayes 2010). The idea is that change is obligatory and predictable for organisations, as in the case of Unilever. It has been argued that to fruitfully promote innovation in Unilever Nigeria Plc, it is not possible for senior management to have the ability and expertise requisite for recognising the necessity to manage change. Managers needed to widen their understanding of the major factors that may encourage or ram employees support for change initiatives in the organisation (Hughes 2010). This is significant because employees are considered the main stakeholders as well as the executers of change in the organisation. In the case of Unilever, it has been indicated that older employees and management staff were less receptive to the concept of change in comparison to younger employees working in the organisation.From the perspective of Unilever Nigeria Plc, employees were expected to hold and manage the execution of innovation through recognising the importance of innovative organisational culture. Unilever is a manufacturing social club, in which the success of innovations is closely associated with support and encouragement from both senior management and non-managerial personnel (Anthonia et al. 2013). Additionally, innovations in Unilever Nigeria require strategic policies representing the friendships vision, goals, priorities and ways of action. In order to contribute to successful management of change within the organisation, senior managers combined effort and interpersonal trustfulness of all employees from all organisational departments and levels comprising the organisations hierarchical structure (Olufemi 2009). Unilever Nigerian Plc indicates an objective to deliver sufficient dividend on stakeholder investments. Yet the company is not resistant to most problems faced by other Nigerian companies. also to most organisations operating in Nigeria, Unilever faced different internal challenges that weakened its competence to accomplish its mission thus pursuing to reinvent itself and manage the change process.Unilever Nigeria Plc has achieved solutions through innovations in order to implement change which has been recognise as a manageable process. The organisation is dedicated to innovation in various dimensions of its business, such as products, change policies, marketing initiatives and change chemical mechanism strategies. It has been demonstrated that Unilever should reconsider the way in which it carries out its business activities in the economic Nigerian environment (Anthonia et al. 2013). The Nigerian organisation provides a practical example of how companies embrace the idea of change and manage it accordingly, with the idea to promise that the change process is executed effectively (Hayes 2010). Employees support, motivation, encouragement and commitment to change is fundamental. For example, results from surveying employees at Unilever revealed that most employees accept innovations, as non-managerial staff was more ready to a ccept change.Unilever Nigeria Plc tries to achieve the goals outlined in its vision of cosmos a leading manufacturing organisation in Nigeria. However, the changes (or innovations) used to direct the company in that direction must be suitable to all stakeholders as well as properly executed (Burnes 2005). However, the successful execution of change and implementing other alteration measures in Unilever Nigeria Plc represents the relevance of two functional categories of human resources, that is management and non-management employees. Employees commitment to accomplish the various stages of change is a necessary requirement for the transformation of the company into an innovative enterprise because it would reflect strong indications of a companys dynamic tempo of development (Hughes 2011). It has been found, through administering surveys to a sample of 720 senior/management staff and junior/non-managerial staff, that employees of Unilever Nigeria Plc demonstrated a positive attitu de towards change. This indicates a high level of cite of change on the behalf of stakeholders (Anthonia et al. 2013). The findings recommended that senior management of Unilever Nigeria Plc indicated effective practices of uniting employees in order to sustain and manage the change process.The findings further implied that since employees at the company are likely to assess change completely, they are not hostile to it and thus any resistance is not expected to take place. In other words, employees would accept change and oppose it only if it increases legal concerns that may emerge in the workplace (Hughes 2011). This is consistent with the views shared in the organisational change management literature in the sense that negative attitudes of change may be an indicator for growing anxiety among employees. These findings are consistent with claims presented in existing literature, which shows that individuals may resist change or innovations because of uncertainty, misunderstandi ng, peer pressure, personal conflict and inaccurate perceptions of the change process (Anthonia et al. 2013 Hughes 2011 Paton and McCalman 2008). In particular, participative management, quality control management and trust in management emerged as important determinants of accepting the validity of the organisational change process by turning it into manageable and gratifying among employees of Unilever Nigeria Plc (Anthonia et al. 2013).The change initiated by senior management of Unilever Nigeria Plc was supported by employees, indicating that the organisation has adequately communicated the necessity to embrace and manage change (Anthonia et al. 2013). The major objective of the case study was to describe the organisational management of change at Unilever Nigeria Plc, which provided evidence that the change process can be manageable. The outcome that can be illustrated from this case study is that the corporate strategic model implied above does not seem to fit in with the ass umptions of change demonstrated by senior managers (Hughes 2010). This may result in damaging the execution of necessary change at the organisation. This can apply to all manufacturing companies in Nigeria, as the majority of Nigerian organisations face interrelated challenges crossways different industry sectors.Failure of Change as a Manageable Process The Food and swallow attention in NigeriaThis section demonstrates findings that change has failed as a manageable process in some companies operating in the food and beverage industry in Nigeria. Olarewaju and Folarin (2012) aimed at exploring the impact of economic and political environment changes on organisational performance. Respondents from three companies operating in this industry filled questionnaires, as the results indicated that change failed as a manageable process. It has been suggested that managers should demonstrate greater concerns regarding organisational change and performance in terms of employing regular s canning of programmes introduced in organisations.It has been reason out that the influence of the external business environment, which involves persistent change, on organisational performance in the food and beverage industry in Nigeria was inadequate (Olarewaju and Folarin 2012). Understanding change as a manageable process was not effective across this industry because some food and beverage companies did not succeed in maintaining their performance measurement system properly. Forces shaping competition in the industry were irrelevant, pointing out that change initiatives were inadequate in this business context.ConclusionThis paper presented arguments that change can be a planned and manageable process in contemporary organisations. The focus was on discussing the implications of change in the context of Nigerian companies, respectively Access Bank Plc and Unilever Nigeria Plc. It has been concluded that Access Bank Plc demonstrates a change structured process that is planned , whereas Unilever Nigeria Plc illustrates a manageable change process (Caldwell 2006). In addition, details of the failure of change as a planned and manageable process were included with regards to Nigerian public education and the food and beverage industry. The paper also illustrated the argument that change is linked with innovative organisational culture, which indicates a strong focus on the expected innovative performance of companies (Burnes 2004). The implications of conceptualising change as a planned and manageable process may help individuals and practitioners in the field recognise important characteristics and stages of organisational change.ReferencesAbdulraheem, I., Mordi, C., Ojo, Y. and Ajonbadi, H. 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