Describe the concept of organizational change and identify the types of changes that occur in an organization.Analyze a conflict-scenario that occurred at your place of…

Describe the concept of organizational change and identify the types of changes that occur in an organization.Analyze a conflict-scenario that occurred at your place of employment due to a large-scale organizational change and relate your specific work-related conflict to a type of change that you have identified.Give the reasons why employees are/were resistant to that organizational change.

Sample Solution
However, the influence that organisational culture exerts on project management is not always positive. The researcher has observed this phenomenon first-hand, from starting his career as a project team-lead at Siemens telecommunications, to his current dual role as a senior project management consultant for an Information Technology (IT) business consultancy called Moyo Business Advisory (MBA) and programme manager for the Information Management (IM) division of Anglo American. In both instances, the researcher has observed that it is the organisation’s cultural style (Cooke and Rousseau, 1988; Lynch, 1997; Groysberg, B., Lee J., Price, J., Yo-Jud and Cheng, J., 2018: Online) that plays the dominant role in determining the way in which projects are managed, and ultimately the project’s success, not project management principles. The latter phenomenon leads to project management being no more than an administrative function, instead of the leadership role that it is intended to be (Patah, 2004; Banister-Hazama & Hazama, 2014), leading to not only disillusionment amongst project managers, but also various other issues, for example impacting on the bottom-line of projectised organisations (Kotter and Haskett 1992 cited by Cooper, 2000; Kreitner & Kinicki, 1998:67 & Suda, 2008). The aforementioned issues all exist within the environments in which the researcher currently resides. Du Plessis and Hoole (2006a) encountered the same phenomenon and developed an organisational culture assessment tool (Du Plessis and Hoole, 2006b) to determine an organisation’s cultural affinity with project management, with the aim to establish a more project-centric organisational culture and deliver more successful projects within projectised organisations. Morrison, Brown and Smit (2006) developed a theoretical model to address the same issue, which places project management at the centre of projectised organisations. The researcher intends to study the impact that organisational culture has on project management, to supplement the works of Morrison, Brown and Smit (2006) and Du Plessis and Hoole (2006a; 2006b) inter alia, and propose ways in which to harmonise the hypothesised critical relationship between organisational culture and project management, not only within the researcher’s environment, but also the broader project management community as a whole. According to Suda (2007), “understanding the culture of your orga>GET ANSWER Let’s block ads! (Why?)

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