Task: In this Assessment item, you will pick one article from the list
of articles provided on the course Moodle site. Based upon this article
you will write a 1000-1500 word essay with a minimum of 8 academic
references that describes and evaluates all of the following
1. The topic of the article
2. The objective of the article
3. The methodology and means of analysis used in the article
4. The argument advanced in the article
5. The conclusions/findings of the article
6. The implications for managers/management during organisational change
In addition, you will need draw upon the first 6 parts of the essay to
critically analyse the argument in terms of its:
Lastly, you will present the information contained in your essay to the
class in a 7-10 minute presentation.
Both your essay and your presentation should include 8 other
academic/practitioner articles. In using these articles you can link
your article to existing research on the topic and/or alternative
approaches to the topic.
According to Oreg (2011), employees in an organizational setting react differently to internal environmental alterations. The top management impact varies distinctively from the subordinates. However, executive organizational management and operational monitoring are the duties of the administrators (Hoch 2014). The leaders had a significant role in embracing change to set an example to the team. Further, the leaders had a duty of employing a leadership style that established a clear outline of the expectations for the employees. Employees tended to ape the managers in their course of service (Eagly 2003). On the other hand, both managers and staff had independent duties upon their roles, as well as the intended change within an organization.
The article states that employees tended to resist change, especially when the outcome is to the disadvantage of their personal interests. The article outlines the impact leaders had in influencing organizational transformation. The article brings out the subordinates’ determination in rejecting an overall organizational change (Judge 2004). The impact leaders had over the employees’ reaction to change is explained. Oreg (2011) further looked into the outcomes related to the reactions such as job turnover. However, the work directed much of its work on the duties of a leader in an organization unlike most corporate (Lowe 1996). Oreg (2011) defined the resistance of the employees to be directly linked to the leaders’ traits towards the team and the expected change. The report distinctively elaborated the top management’s personal attributes and then developed the effects of their behaviors (Judge 2004). Further, the work outlined the role of employees in ensuring success in change for instance, workers had a duty of embracing change at a personal level.
Oreg (2011) conducted a research involving 586 teachers and 75 principals. The team employed a hierarchical linear modeling to link the teachers with the schools and the principal. Additionally, statistical tools such the ANOVA and correlation defined the research outcome numerically. Empirical data was used to consolidate and interpret the research findings. The methods may have given an inoculate data as it was difficult to quantify a qualitative information such as attitude and resistance. The data collected only covers a small part as compared to the conclusive coverage and hence using the data from the school industry was too shallow…