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

The Politics of Organisational Change - Essay ExampleThis is a qualifying from transactional leadership, a hidebound governance system where rewards are strictly contingent on performance from a functionalist perspective. Trust-based philosophies in transformational leadership are designed to foster job role autonomy and flexibility, thus promoting employee freedom to ensure trueness and loyalty to meeting organisational objectives. The multiple constituencies perspective is inter-linked with chosen management philosophy as it relates to connecting with subordinate force play with recognition of emotions and psychological needs related to their decision-making power in the organisation. It is not until these needs are conform to that substitute can be enacted successfully as constituencies in the organisation respond according to recognition of politics rather than the tangible realities of change, politics and organisational design. The politics of change and psycho-social co nsiderationsThe multiple constituencies approach to organisational development recognises the foundations and daring of the psychological contract as a template methodology for enacting more consensus-based organisational changes. This post-modern approach to managing people and confidential information them through organisational change practices rejects unitarism as a viable management strategy, a system of governance that is centralised and control is established through non-consensus governance actors (Grieves). Effectively, in ordinate to attain commitment and adherence to change practices, the subordinate constituency essential be granted recognizable power-sharing opportunities throughout the change processes to promote perceptions of autonomous operative 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, fair ness, equality and accountability (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 Field Analysis, dictate the need for negotiated strategies in order to maximise positive change outcomes. For instance, when fear of change is identified as it relates to a specific change goal, fear can be mitigated through more effective interpersonal communications among governance and subordinate work teams or promoting job security 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