Back to the Future and the Implementation of Change

Back to the Future and the Implementation of Change Order Instructions: Back to the future

Back to the Future and the Implementation of Change
Back to the Future and the Implementation of Change

In the Collaboration that began in Week 7, you were asked to review the relationship between new approaches to the implementation of change and three of the generic themes that populate many of the modules in your degree programme:

(1) the emergence of a more inclusive concept of what is meant by organisational stakeholders,

(2) an increased emphasis on ethical and socially responsible corporate behavior and

(3) growing recognition of both the benefits and the costs of rapidly developing technology adoption. Your collaboration activity over this final week should extend this discussion out into an assessment of how those three themes might be incorporated into the type of philosophical perspectives on the change that were evaluated in your Week 7 Key Concept Exercise post.

To prepare for this Collaboration:

• Review the Required Learning Resources and your Key Concept Exercise from Week 8.

• Review the Collaboration from Week 7 to ensure that the range of views that were presented in that Collaboration is adequately considered in your Week 8 submissions.

Back to the Future and the Implementation of Change Sample Answer


Regardless of how new technology, social and ethical practices as well as the emergence of organizational stakeholders are executed, they will face resistance from some workers within the organization. Apparently, it is about their attitude and not belief system regarding the implementation process.  This collaborative activity presents a discussion of new technology, social and ethical responsible organization practices and emergency of how organizational stakeholders can be integrated into the type of philosophical perspectives on change.

The integration of these three themes can be done in different ways. For instance, with organization stakeholders, there is a need for the firm to take into account the attributes of the change instigator, such as; collaboration, honesty, open and effective communication. These attributes are important for the firm as they encourage workers to support and embrace change while reducing resistance.  Additionally, change leadership in the organization facilitates an environment for participation with all stakeholders. Another thing is ensuring that the organization is unitarist whereby all stakeholders collaborate to attain the target goals. Such an organization is harmonious with integrated structures where workers and management share the same goals and interests (Dobson, 2013).

When it comes to integrating ethical and socially responsible corporate practices, it is necessary to carefully assess the manner in which the organization reacts to change in accordance to its key competencies without forgetting stakeholders’ interests (Balmer & Burghausen 2015).  Moreover, the connection between the organization and community is important in the integration of ethical and socially responsible corporate practices.  Nevertheless, these linkages must be sustainable. Therefore, this means, changing the way in which the firm is managed, leading to effective integration.

To adequately integrate technology into a philosophical perspective, the organization should recruit champions to play the role of enthusiastic welcomes.  These champions can be used as channels to change the attitude of those resisting the adoption of rapidly developing technology (Long et al. 2013).  In this case, the organization purposes to transition from management based change to a change that involves a partnership between the management and employees, which is effective in many instances to convince resistors.

Again, human resource professions can be used to help implement technology through their efforts of restructuring the company. Since technological development is evolving at a rapid speed, human resource personnel can hire competency workers, in turn, increase efficiency and performance (Naude, et al. 2012). Nevertheless, human resource personnel should ensure that workers recognize the firm’s main priorities. This can be achieved by explaining to the employees the firm’s vision and the relevance of technology adoptions.

Furthermore, for effective incorporation of technology in the firm, the human resource experts should be in a position to change by aligning the corporate activities with modern tools that increase profitability (Ulrich, et al. 2012). Basically, the organization must practice good management style instead of leaving it to the senior executives to change employees’ attitude towards change. In particular, human resource experts should take the main role in driving this change across the organization by being empathetic, good communicators, honest, ethical and flexible (Bamberger, Biron &d Meshoulam 2014). Recognizing the organization can be essential in integrating fast-evolving technology; stakeholders; and ethically and socially responsible corporate practices. In turn, such recognition will go a long way in defining an appropriate strategy to align the management and workers towards a profitable organization.

Back to the Future and the Implementation of Change Bibliography

Balmer, J.M. and Burghausen, M., 2015. Introducing organizational heritage: Linking corporate heritage, organizational identity, and organizational memory. Journal of Brand Management, 22(5), pp.385-411.

Belogolovsky, E. and Bamberger, P.A., 2014. Signaling in secret: Pay for performance and the incentive and sorting effects of pay secrecy. Academy of Management Journal, 57(6),           pp.1706-1733.

Dobson, J.R., 2013. The theory and practice of people management: A critical review of the         British experience. Journal of Business Management, 7, pp.152-164.

Long, C.S., Wan Ismail, W.K. and Amin, S.M., 2013. The role of a change agent as a mediator in      the relationship between HR competencies and organizational performance. The          International Journal of Human Resource Management, 24(10), pp.2019-2033.

Naudé, M., Dickie, C. and Butler, B., 2012. Global economic crisis: Employee responses and        practical implications for organizations. Organization Development Journal, 30(4), p.9.

Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M., 2012. HR from the outside in: Six competencies for the future of human resources.

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