Sample Business Studies Paper on Organizational Change

An organizational change is any transformation or transition process that reduces operational costs and maximizes revenue generation in a firm. The success of an organizational change is marked from the enactment phase to the implementation stage, which concludes effective adoption of a policy in a firm. Introducing and implementing organizational policy, which shapes the firm’s public image and market coverage using ethical and moral responsibilities, is a vital investment move for executive management.

Implementing ethical and moral responsibilities among employees improves the public image of any institution. For instance, Google LLC has a positive public image in its globalization efforts of adopting more women in the tech industry. Apple Inc., on the other hand, coordinates its CSR efforts by providing internship opportunities that define the career paths of most graduates (Van der Voet, Kuipers, & Groeneveld, 2016). The organization would also benefit from implementing Ethical and Moral standards in different ways. For instance, international organizations would be referred to the institution to benchmark employee ethical and moral practices in a professional setup. This would enhance the firm’s possibilities to attain a high market coverage.

Market coverage determines the scale of production of an organization in a competitive industry. Moreover, market coverage also evaluates the competitive strength of an organization by addressing the organization’s SWOT analysis. For instance, McDonald’s has a strong competitive advantage in its market coverage as it provides fast foods to markets in most countries in North America including the U.S and Canada. This is attributed to the many branches opened all over 1st world economies such as New Zealand and Australia (Coskun, Basligil & Baracli, 2008). McDonald’s operates in a labor market where acquiring human resource is an easy process. There are different strategies – in form of policies – that an organization can enact and implement when seeking for long term organizational change. For instance, ethical and moral policies would ensure that an organizational culture and its public image attract high profit margins

The objectives of implementing of implementing an organizational change would require a top-down implementation methodology. Research studies and case scenarios have shown that organizational change processes that begin with the executive management and end up at the operational level have been successful in building a firm’s public image (Jick & Peiperl, 2003). For instance, practicing ethical leadership skills (such as fair recruitment practices) has enabled Apple Inc. to retain its global image despite the death of its Founder, Steve Jobs. The effectiveness of the top-down methodology is based on the fact that employees emulate what their leaders practice and hence the implementation process would be warmly received at the operational level of production or management. This approach ensures that executive management illustrate the practical implementation of ethical policy such as official and casual dress codes for employees, and it should begin with managers. Adoption of punitive measures to those who breach the policy should be executed without fear or favor irrespective of working position.

An organizational change that improves the personal attributes of employees produces positive results aimed at building an effective public image. Most organizations practice ethical and moral professionalism when an organization is involved in a project, which integrates different professions and stakeholders. However, they fail to replicate the same on the internal practices of an organization. Ethical and moral policies should be uniformly adopted to mitigate any vice that would negatively affect the public image of a firm.

References

Coskun, S., Basligil, H, & Baracli, H. (2008). A weakness determination and analysis model for   business process improvement. Business Process Management Journal, 14(2), 243–  261. doi: 10.1108/14637150810864961

Jick, T. D. & Peiperl, M. A. (2003).  Managing change: Case and concepts. New York, NY:         McGraw Hill

Van der Voet, J., Kuipers, B. S., & Groeneveld, S. (2016). Implementing change in public            organizations: The relationship between leadership and affective commitment to change          in a public sector context. Public Management Review18(6), 842-865.