Essay Instructions: We will pay $400.00 for this order!!
Please submit your research proposal. It should include the following components: (1) topic/title, (2) purpose statement, (3) hypothesis, (4) key research questions, (5) responses to the nine central arguments by Maxwell, (6) proposed paper outline, (7) preliminary list of references.
Please be sure to use APA formatting.
THE FOLLOWING MUST ALSO BE INCLUDED WITHIN THE PROPOSAL.
Philosophical Worldview
EX: a qualitative Postpositivist worldview
Research Questions
•
•
•
•
QUANTITATIVE PROCEDURE PLAN
Survey Design:
ex:The purpose of this cross-sectional or longitudinal study will be to test??
Why a Survey?
Form of Data Collection:
ex: self-administered questionnaire , interviews
Population and Sample:
The population for the study 68 active duty military; 24
civilian government employees assigned and/or employed within two different Medical units with the military
Population: 92
Sample will include:
ex: a survey invitation, and the survey respondents .
a singlestage or multistage sample will be used
sample population will be stratified to data comparisons and analysis.
Instrumentation:
Survey Instrument
ex:The survey (see Appendix A) was designed by the survey author, and tailored toward the
ex:The survey was created, and will be administered using
SurveyMonkey.com (see Appendixes A and B).
Validity and Reliability of survey:
The survey is judged to have validity because???
Determination on predictive validity will be assessed after the survey and research are complete
(Creswell, 2009).
However, potential threats to the external validity of the survey results
include:
•
•
•
The survey and the survey results are found in Appendixes A and B; and the compiled results are found in Appendix C. The results are compiled using the Microsoft Excel 2007, with
Survey Procedures:
The survey administration and data measurement steps for the study are as follows:
1. The survey will be sent to all contact information can be
a. First, a pilot test will be sent to (businesses to be determined).
b. The survey will be emailed to 2.
To maximize participation, follow up emails will be sent 2 and 4 weeks after the initial
email are sent.
a. If participation is deemed statistically low after 60 days, then the survey team will
place individual phone calls to the businesses who have not responded.
3. The survey will remain open for ?? days.
4. Collect the data totals outlined in Error! Reference source not found. (items 1, 2, 3, 4).
5. Calculate the data elements outlined in Error! Reference source not found. (items 5, 6,
6. Answer the research questions based on the calculations in Error! Reference source not
found..
7. No pretests, treatment or posttests are required for this study because the hypothesis is
based on comparing data from a snapshot in time.
Variables
(dependent variable)
(independent variables)
Data Measurement, Analysis, and Interpretation:
Responses
Responses Bias
Statistics
Appendixes
Summary
References
Dealing Effectively With Organizational Change
Du Juania M. Deloatch
American Military University
BUSN500 Quantitative Methods for Decision-Making
Thomas J. Schaefer
November 22, 2009
Abstract
This study seeks to investigate how effectively individuals deal with organizational change. This literature will show how changes within organizations can be a stressful event that effects the emotions of employees, thus having implications on the degree of support and attitudes towards change when various strategies and tactics are utilized. A sample of 69 respondents; both military and civilian responded to an employee satisfaction / organizational change survey. Participants of this study consisted of 52 active duty military personnel and 17 civilian government employees; all with diverse backgrounds. All 69 personnel are affiliated with two separate Medical Readiness organizations.
Dealing Effectively With Organizational Change
I. Introduction
Organizational change is a growing area of importance for modern organizations’ strategic development. Effective organizational change management represents an imperative of success for organizations. Quantitative data was collected by administering employee satisfaction questionnaires in order to obtain statistical data on responses to attitudes in regards to the organizational change process as well as job satisfaction. Qualitative data was also collected through interviews from random participants in order to attempt to gain personal responses of employees experiencing change.
We all have our own assumptions about how organizations work, perhaps developed through a combination of experience and education. Organizations are continually forced to make changes to nearly every aspect of their operations due to a growing global economy, political pressure, social stress, technological advances, and a vast array of other internal and external influences. Managers at all levels, whether in a public or private business environment, have found that the only thing that will remain constant is change. Regardless of whether the change will have an impact at the individual or organizational level, it is human nature to resist the change from what is familiar to the unknown. The effect of this phenomenon grows rapidly as the proposed change goes beyond superficial organizational changes and imposes risk and uncertainty onto deep-rooted cultural aspects of the organization. Remarkably, despite the perpetual state of change in organizations, research has shown that three out of every four organizations that have initiated large-scale change efforts have not realized the significant organizational improvements that were intended, often at a tremendous price (Choi & Behling, 1997).
In an attempt to better understand the change process, academic researchers and practitioners from various disciplines have attempted to classify different stages of change whether it involves health and human services, educational systems, psychology, or general business environments. “Understanding the dynamics of the change process and the factors that influence it, both positively and negatively, may facilitate the diffusion process” (Moore, 1993). Perhaps the most simplistic interpretation is a three stage process introduced by Lewin (1947) who described the change process as a force field model that involves three steps: (a) Unfreezing; (b) Changing and (c) Refreezing. Although this original view of change seems elementary, there are countless other people who have studied change and developed their own stages, indicators, and factors that contribute to the acceptance/resistance to change. For instance, the Tran theoretical Model (TTM) offers an example of a more modern interpretation of the change process (Prochaska & DiClemente, 1982). The TTM uses a five-stage construct to represent the transient, motivational and constancy aspects of change and prescribes a different intervention strategy for each stage. The five stages are, (a) precontemplation (an individual is not intending to make changes), (b) contemplation (an individual is considering a change), (c) preparation (an individual is making small changes), (d) action (an individual is actively engaging in a new behavior), and (e) maintenance (an individual is sustaining the change over time). While more contemporary views add granularity to the change process by identifying additional factors and offering more detailed stages of change, the process of implementing change generally distills into three intertwining stages: (a) readiness, when the organizational environment, structure, and member’s attitudes are receptive to a proposed change; (b) adoption, the members of the organization temporarily alter their attitudes and behaviors to conform with the expectations of the change; and (c) institutionalization, when the change becomes a established element of the employee’s permanent behavior (Holt, 2000).
Based on the dismal success rates of change implementation, managers are being encouraged to be proactive by utilizing change measurement instruments to gauge their organization’s demeanor before implementing changes (e.g., Jansen, 2000; Simon, 1996).
Largely, the results have been poor due to the fact that few organizations actually assess
readiness for change prior to implementing changes. One of several factors that experts have contributed to these less than desirable outcomes has been the organizational members’ initial readiness for the changes which is the initiating stage of change. It is a primary assumption of this research that those organizations that are able to gauge readiness before implementing changes will be able to develop focused readiness development programs and positively influence more successful change initiatives.
A significant impediment toward managerial efforts to gauge readiness for change is the vast number of change instruments that are readily available. In reviewing the academic literature for this paper, over 40 different measurement instruments were found to exist that claim to measure some aspect of readiness. Because of limited perspective, no one instrument has emerged as a standard and instruments are often used inappropriately without regard to the psychometric properties involved (Holt, 2000). The purpose of this portion of the research was to analyze the existing instruments available to measure readiness for change and integrate those that have empirically demonstrated reliability, utility, and validity into a new synergistic instrument that can be utilized across various research disciplines. It is anticipated that the development of a more comprehensive change measurement instrument will facilitate future research concerning
readiness and foster a better understanding of the complicated dynamics of organizational
change.
Specifically, this new change instrument was designed to comprehensively measure four main research perspectives dealing with organizational change. The first perspective was the process of the change, or “how” leadership will encourage change in an organization. The second perspective measured was the context of the change, which examines “why” the change is needed. A third perspective of interest was the content of the change with regard to the nature of the change and “what” exactly is involved. Finally, because of the critical role that the
individuals within an organization have on the success or failure of organizational change, the
individual perspective, or the “who” of the change, was of interest. In the research analysis, each perspective is broken down into smaller elements to ascertain the specific variables necessary to accurately measure each perspective. Beyond the veil of confusion imposed on organizational managers by the sheer number and variety of instruments available to measure readiness, two other details must be addressed as well. First, the research surrounding each instrument has its own interpretation of what readiness is and what is required to measure it. Second, when
searching for an appropriate change instrument, how is an organizational manager supposed to make meaningful comparisons among the existing instruments?
Problem
The need for change is increasing and often necessary for an organization to succeed, in this identify factors which often causes for change within an organization
Purpose
The purpose of my study is to identify through extensive research how individuals adapt to and are affected by organizational change. Human beings are certainly familiar with change and often prove they are quite capable of adapting to it.
Theoretical Perspective (did not prepare yet)
Hypothesis
Change is accepted when organizations promote an understanding of their strategy, articulate the
vision, and provide a climate in which employees are motivated to achieve a common goal.
Research Questions
1. The need for change is increasing and often necessary for an organization to succeed, identify factors which often causes for change within an organization
2. What are the types of organizational changes?
3. What are the impacts of change?
4. How is successful change achieved?
Review of Literature
Change is inevitable, it occurs in one’s personal and professional life, and is no surprise that change and uncertainty is a challenge that businesses face as well. Assessing change depends on outlook viewed objectively; it is a means for endless opportunities in businesses and personal life. How proficient you are at dealing with change begins with being open-minded and flexible. This allows for an awareness of what's going on in your immediate world, anticipating change before it happens, and plan to take advantage of new situations and opportunities. A business may need to restructure their organization by asking questions and seeking information when things don't work out the way you would like them to.
The best way for an organization to show that it is truly customer driven, is by properly managing information, making that information available to the staff and training staff to use that information to build valuable relationships with the customer.
The organizational background of your business will clarify the company’s focus. Developing a clear plan of direction will assist in defining the organization's culture. Individuals within the organization must modify behaviors in order to create the desired culture. Employees must have clear expectations and noticeably understand what acceptable behavior for the organization is. Training is the best way to insure that you are effective in both communicating expectations and teaching new behaviors.
Organizational Change
Organizational change can be defined as the activities associated with planning, designing, implementing and internalizing tools procedures, routine processes, or systems that will require people to perform their jobs differently (Mourier & Smith 2001). Organizational change cannot be defined in simple terms because it can occur across a broad spectrum, an industry-wide revolution in technology, or a refinement of one individual job description. The point is organizational change is more than just a change in process and procedure; it’s a transition that requires a change in human performance (Holt 1993).
Factors Causing Change
So what causes change to happen? It may seem sometimes as though organizational change appears out of the clear, blue sky, without reason. When organizational change occurs, there are two possible reasons driving the change, those being either external or internal.
Externally driven change is a necessary response or solution to immediate, external circumstances. It may be caused by factors external to the whole organization which in turn would be external to an individual’s role or department. For example, response to new legislation, bad publicity, or competition from business rivals is external change. One organization’s externally driven change may have been the internally driven change of another organization, as this often happens with vehicle manufacturers such companies as General Motors just to name a few (Maxwell, 2003).
Internally driven change is an attempt to move toward or realize long-term goals. Internal considerations that may influence a company change may include labor relations, employee problems, and a variety of financial issues. The more intense these situations becomes, the more likely change will occur. Years ago, USAA insurance and Financial institution faced major competition from its competitors, this is when the CEO, Robert McDermott announced restructuring that included upgraded computer technology, training over 800 employees on this new technology, pay incentives for claim adjusters and customer services reps as well reassuring employees the security of their jobs. Mc Dermott also reassured that this change process would be well thought out within a 5-year period. In 1992, USAA had implemented these and many more changes, rose to the top ten positions in the insurance industry, and gained a reputation as one of the best companies in America. According to Heinrich and Betts, “To succeed in the twenty –first century economy, companies need to adapt to a new environment in which everything is in motion… In short, it’s adapt or die” (Perspectives on Organizational Change,
n.d.).
To make change really happen an organization must start from its vision and mission. (Aniisu, 2009). In today’s changing economy, uncertainty and constant changes are an ongoing concern and present reality. Many times with these conditions, there’s often a feeling of insecurity that leads us to seize any source of stability and predictability. In the workplace, we particularly yearn for a sense of direction, more so when we are not the actual change agent. Working with large organizations, individuals often express a need to know the vision, especially when a change has or is about to be implemented. This change can be in the form of a new employee or employer.
Vision is the general framework of future direction that will guide and unite efforts (Quinn, 1996). Individuals yearn for a leader who can align the internal with the external realities and make the organization successful. They want someone who can guide them through the unknown and the unfamiliar. Most have very high expectations of their leaders and at times may easily and quickly become disillusioned by their leader’s failure to meet expectations.
General Motors under the new leadership of its latest CEO Alfred P. Henderson has the challenging task of turning this company around. According to Henderson, his strategy is simple and that is to focus on the car business again. It has been affirmed that perhaps Henderson won’t like to hear it, but he could learn a thing or two from Alan Mulally (Ford’s CEO). Mullaly has identified a clear vision of the future, gotten his managers behind it, and created a no-excuses culture (Fortune, 2009).
Strategies for Change
Change in an organization cannot be totally effective without implementing organizational change strategies. Requirements for this process include evaluating, planning, implementing standards, and monitoring goals and objectives. To bring about desired change in an organization requires careful consideration of the organization’s change strategy in order to address the main variables that will affect the change outcome (Cameron & Green, 2009). Strategies for change implementation are as follows:
1.Establish the need for change in order to determine the extent of a problem or the total opposite; an opportunity. If people affected by change do not agree with a problem or change, it’s possible the process should stop; of course this depends on the organization. For example, when the United Steel Workers union and steel making companies started to form labor management teams, not all union and management officials agreed with the idea. Progress had to stop, and the change was ultimately implemented only in companies that believed teamwork would work.
2.Find an idea that fits the needs within the organization by talking with other managers or leaders within the organization; assign employees the task of seeking issues or problems within the organization, and asking perhaps creative individuals to seek solutions. This is an opportunity to encourage employee participation and providing them with the freedom needed to think about and perhaps explore new options.
3.Solicit support from top management/officials to articulate new goals. Large changes require the blessing and support of the president, general manager, or the general, depending on the organization’s setting. For smaller changes, influential managers or leaders relevant to the department or section within the organization is required.
4.Develop plans to overcome resistance to change by aligning needs and goals, communicating effectively, educating, participating in change, and coercion. As a last resort managers and leaders may overcome resistance by threatening employees with loss of jobs or promotions, firing or transfer. Of course this particular isn’t hardly favored but is sometimes required for administrative changes that flows from the top on down.
5.Building the change team such as a creative department to create new ideas or a task force to ensure that implementation is completed. The leader brings the right people together and establishes momentum through teamwork
6.Reward success by recognizing internal champions from the individuals who assisted with achieving goals and objectives. This can be used as a motivational tool for others within the organization others (Daft, 2002).
Reactions to Change
Often when an organization changes, different employees will act in different ways. For some there’s increased stress resulting from perhaps an increased workload (Ming-Chu Yu, 2009). These employees are likely to feel job insecurity, which can cause a negative effect on their job performance and the organization achieving its goal. Other employees will view the change as an opportunity for growth, these employees also even work harder at convincing others to climb aboard, and they also tend to become more involved in organizational functions.
The Hawthorne Effect, named after the factory in which it was studied, explains the mere observation of a group or more precisely. The perception of being observed and one’s interpretation of its significance tends to change the group. When people are observed or believes someone cares about them they act differently. Usually these changes cause effects that are unintended and not recognized (Newstrom & Davis, 1997).
The technology of the 80s and 90s bears almost no resemblance to that of today. In the same, way our jobs and organizations probably bear little resemblance to that same time as well. Companies reduce their staff, rearrange organizational structure, and upgrade their tools. Dealing with all this change can be daunting, yet being able to survive the change is vital to you career. The starting place for mastering change is with the understanding of what an organization is and what organizational change means. Regardless of whether you work for a civilian or military organization, the global environment in which we operate is increasingly volatile and complex. Today’s business organization have to change rapidly at times, leaders often make quick decisions, ones that sometimes have an effect on an organization’s long term and short term success. Managers and employees must be able to perform as well during the change as they perform when the organization is not changing. Performing well during change means executing change just as well as you execute your day to day business.
Methodology
Methodology is the total strategy for the study and it starts from the identification of the problem to the final plans of for the data collection (Uys & Basson 1991).
Research Design
The aim of the study seeks to extend previous studies by measuring a wide variety of coping strategies that might be used by individuals in dealing with organizational change. A research design is a blueprint for conducting the study that maximizes control over factors that could interfere with the validity of the findings (Burns& Grove 2001). This author states that research design guides the researcher in planning and implementing the study in a way that is most likely to achieve the intended goal.
According to Polit & Hungler (1995), research design is the overall plan for obtaining
answers to the research questions or for testing the hypothesis and Uys and Basson (1991), stated that it is the structural framework within which the study is implemented. In this study the sources of stress experienced by registered nurses were identified and the relationship between stress, coping, and turnover was described.
Quantitative research Polit & Hungler (1995) defines quantitative research as a systematic collection of numerical information and analysis of that information using statistical
procedures. This is supported by Kennedy (1998 stating that a quantitative design is used when data is measured in numbers. Quantitative research was used because the study consisted of a larger number of subjects, who were scattered in the different units/wards and a survey method
was found to be the relevant to use. Descriptive statistics was used to describe and summarize the data obtained from the respondents. Seaman (1987 supported this by stating that quantitative design is used to count and measure data including counting frequencies, use of percentages and
average.
Survey
The purpose of this longitudal survey study is to determine the theory that change is accepted when organizations promote an understanding of their strategy, articulate the vision, and provide a climate in which employees are motivated to achieve a common goal, furthermore, employee satisfaction questions will be an element of the survey.
Uys and Basson (1991), state that survey research is an empirical and logical investigation that involves the systematic and impartial collection of data from a sample of cases, as well as the statistical analysis of the findings. According to Burns and Grove (2001) a survey is a technique of data collection in which questionnaires (collected by mail or in person) are used to gather information about an identified population. It is used to collect data that can be collected through self-report. There is no manipulation of variables or an attempt to establish causality. This is supported by Seaman (1987) who mentioned that in a survey, standardized information is collected from subjects from a larger population of more than one hundred. For the purpose of this study the researcher identified sources of stress experienced by registered nurses, described the relationship between stress, coping.
Motivation for the use of the survey
A self administered survey and several interviews were used for this study. Because of the nature of work of the participants (staff shortages, long hours, and limited time for interviews) it made it difficult to conduct face to face interviews with a1.l A questionnaire was ideal as the respondents used their own time and pace to complete the questionnaire. Uys and Basson (1991) states that the questionnaire is less expensive time consuming and has an advantage of involving a large number of subjects. Babbie (1992) supports the choice of the questionnaire stating that the central element in survey research is the standardized questionnaire.
Population and Sample
The target population is all elements (individuals, objects, or substances) that meet certain
criteria for inclusion in a given universe (Burns and Grove 2001). This is supported by Polit
and Hungler (1995), who states that the target population included all the members who are
under study that conforms to a designated set of specifications. In this study the population
consisted of 68 active military and 28 civilian government employees of various grade levels and responsibilities.
Uys and Basson (1991) define the sample as the number of units of the population under study and should represent the characteristics of the population being studied. Polit and Hungler (1995) stated that sampling is the process of selecting a portion of the population to represent the entire population and nonprobability. Sample size is the number of subjects needed in a sample (Polit and Hungler 1995).
Data Collection Instruments
Data collection included self administered questionnaire; observation and interviews, basically a combination of methods. This data will be used to examine the individual responses to the proposed research questions.
A 15-questions survey with specific change effort/employee satisfaction in mind will be used. Participants will place checkmarks next to the statement that comes close to representing their opinion. Question 4 is based on a 1-10 scale and questions 7 and 15 require a yes or no answer.
Survey statistics will be administered by ANOVA/or Survey Monkey.
Validity and reliability after calculations should prove reliable based on variables used. Murphy’s Law on the other hand, could present a problem
References
Choi, T. Y., & Behling, O. C. (1997). Top managers and TQM success: One more look after all these
years. Academy of Management Executive, 11, (pp.37-49).
Moore, R. E. (1993). A Case Study of The Diffusion of An Electronic Mail System in a High School
Administrative Setting. Unpublished Doctoral Dissertation, University of North Carolina at
Greensboro, Greensboro, NC.
Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; Social
Equilibrium and Social Change. Human Relations, 1, (pp.3-41).
Prochaska, J. O., & DiClemente, C. C. (1982). Transtheoretical therapy: Toward a more integrative
model of change. Psychotherapy: Theory, Research and Practice, 19, 276-288.
Holt, D. T. (2000). The measurement of readiness for change: A Review of Instruments and
Suggestions for Future Research. Paper presented at the Annual meeting of the Academy of
Management, Toronto, Canada.
Jansen, K. J. (2000). The emerging dynamics of change: Resistance, readiness, and momentum.
Human Resource Planning, 23(2), 53-55.
Holt, D. T. (2002). Readiness for change: The Development of A Scale. Paper submitted for
presentation to the Organizational Development and Change Division of the Academy of
Management
Mourier, P. & Smith M. (2001). Conquering change: How to Succeed Where Most Companies
Fail. CH 1, Retrieved November 29, 2009. http://mmlviewer.book24x7.com
Holt, David H., (1993). Management and Principles (pp. 474). 3rd Ed., Prentice Hall. Englewood,
New Jersey
Maxwell, John C. (2001) Developing the Leader Within You (pp.174-175) Thomas Nelson, Inc.
Nashville, Tennessee
Aniisu (2009). Internal Communicators as Change Managers. Retrieved 1 November 2009.
http://intraskope.wordpress.com
Quinn, Robert E. (1996). Deep Change: Discovering the Leader Within You. Retrieved
October 29, 2009. http://mmlviewer.book24x7.com
Taylor, Aex III (October 12, 2009) Fortune: “Can GM Survive?” 60 (7), 60. Retrieved
October 31, 2009, Proquest, ISSN: 00158259
Cameron, E. & Green, M. (2009) Making Sense of Change Management: A Complete Guide to
The Models & Techniques of Organizational Change. Retrieved October 31, 2009
http://mmlviewer.book24x7.com
Daft, Richard L. (2002) Organizational Theory and design 4th Ed. (pp. 271-273) West
Publishing Co. St. Paul, Minnesota
Min-Chu (Spring 2000) Entrepreneur. Retrieved November 31, 2009, www.entrpreneur.com
Uys, H.H.M. & Basson, A.A. (1991). Research Methodology in Nursing. (PP. 37-38) Cape
Town: Kagiso Tertiary
Burns, N. & Grove, S.K. (2001). The Practice of Nursing Research. (pp. 223)
Polit, D.F., and Hungler, B.P. (1999). Nursing Research: Principles and Methods, 6th ed. (pp.115)
Philadelphia, PA J.P. Lippincott.
Kennedy, I. (1998). Research Methodology. Advanced Research Workshop, REME
801 MEDUNSA
Seaman, C.H.C. (1987). Research Methods: Principles, Practice, and Theory for
Nursing. (pp. 174) Appleton & Lange.
Uys, H.H.M. & Basson, A.A. (1991). Research Methodology in Nursing. Cape
Town: Kagiso Tertiary.
Babbie, E. (1992). The practice of social research. California, Belmont Wardsworth
RESEARCH PROPOSAL OUTLINE
I. INTRODUCTION
Statement of the Problem
Purpose of the Study
Theoretical Perspective
Hypotheses
Research Questions
II. LITERATURE REVIEW
a. Define Organizational Change
b. Identify Factors of Change
c. Strategies/Tools Adaptation of Change
(1) Establish the need for change
(2) Develop plans to overcome resistance to change
(3) Solicit support from top management/officials to articulate new goals
(4). Develop plans to overcome resistance to change
(5). Building the change team
(6). Reward success by recognizing internal champions
III. METHODOLGY
(1). Research design
(2) Reason selected
(3) Population/Sampling
(4). Data collection/Analysis
IV. CONCLUSION
V. LIMITATIONS
VI. RELIABILITY/VALIDITY
VII. RECOMMENDATIONS
VIII. BIBLIOGRAPHY
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