This literature review is part of an assessment for management unit MAN5010. It is also a personal commitment to pursue and familiarise myself with significant challenges faced by management today. The majority of business analysts acknowledged that business is becoming more uncertain as the future becomes more competitive (Furnham, 2000 cited in Senior & Swailes, 2010). In a globalised world, change is almost endless in organisation to be sustainable considering the vast competition brought about by both emerging and developed countries. To sustain competitiveness an organisation is required to manage its product and the markets demands, technological advancement and the fast change in many facet of the business (Santhidran, Chandran, & Borromeo, 2013).
Organisational change is considered crucial to sustainability but is difficult to manage because of its complexity. There are key aspect in organisational change such as process improvement, new product, technological ...view middle of the document...
To support the line of argument that organisations that develop high organisational commitment amongst employees’ are better able to manage organisation change and sustainability. The following objectives have been set:
To establish that organisations should seek understanding on the organisational change antecedent to determine successful outcome.
To discuss how affective commitment contributes in managing organisational change.
To explore the importance of growth need strength (GNS). This concept focuses on seeing change as an opportunity for growth.
To show findings that the level of commitment of the senior executive affect the success of change thus making the company sustainable.
Brief description of research traced
The key references for this review were sourced from the following journals:
Harvard Business Review
Journal of Management
Journal of Business Economics and Management
Journal of Organizational Change Management
In addition to the journals described above, other major references that have been published recently were also reviewed, including the following:
Management (Samson & Daft, 2009)
Organizational Change (Senior & Swailes, 2010)
The report focuses on investigating and analysing the importance of developing organisational commitment in managing organisational change
The findings show that developing affective commitment proves to be helpful in change process. Making the employee as part of the change initiatives that allow them to see the benefits and the values of the change will likely be more engaging and will increase commitment in the organisation (Cunningham, 2007; Shum, Bove, & Auh, 2008).
The study shows that growth need strength (GNS) of an employee is important to develop before the implementation of an initiative change in an organisation. Research demonstrates such needs are necessary to employees attitude in order to work and keep its commitment to organisational change and sustainability (Elias, 2007).
The research shows that a change initiatives fail when organisation neglect to access senior executive commitment (Sirkin, Keenan, & Jackson, 2005).