Organisational Change Management Change Process in the Multilevel

Question: Define the Organisational Change Management for Change Process in the Multilevel. Answer: Methodology: While analysing the research methodology for the current study, it has been observed that the scholar of this paper has not been focused on the theoretical development of the study. The scholar has elaborately described the organisational readiness for change process in the multilevel. As per the opinion of Cole et al. (2006), proper data collection process and data analysis with sampling technique are highly required to draw a conclusion of a study. In this present context, the author of this paper has not critically discussed the proper methodology, which is one of the major drawbacks of this current study. Additionally, the theory-based discussion is not sufficient to promote an unbiased outcome. Thus, the perception of the author is not judgmentally satisfied with the proper methodology. In the opinion of Suwaryo et al. (2016), drawing a motivation theory and the social cognitive theory used in the study has helped to suggest several conditions and circumstances to promote the or ganisational readiness for the change process. Although, implementation of the descriptive research design and deductive research approach is essential to employ in this type of study to achieve a successful research outcome (Weiner et al. 2008). Therefore, deficiency of the usage of justified research methodology has minimised the research efficacy. On the other hand, evidence-based practices and implementation of the proper tools at the time data presentation is required to coordinate all the collected data (Chanyagorn Kungwannarongkun, 2011). This could give a degree of interdependence in the change process to find out the ultimate result of the research. Hence, it could be inferred that the author of this paper has to incorporate a suitable research methodology and an appropriate data analysis process to find out a rational outcome of this current study. Argument: The current article has successfully discussed the factors influencing the organisational readiness for the change process. The description regarding the multilevel and multifaceted construct for the organisational readiness is also transparent to the readers. The researcher has done a smart work regarding how the shared belief and collective capacity of the workforce could increase the overall change efficacy of the organisation. On the other hand, past literature in the change process indicates that a descriptive case study analysis could provide better understanding regarding the organisational commitment to implement the change process (Weiner et al. 2008). This scenario is found contradictory with the current study, where the author has tried to put own views rather than analysing past literature on the similar topic. A descriptive literature review could have given the better outcome of the current study. Otherwise, the change efficacy of the firm affected by the contextual fac tors and the change in the valences has been clearly described by the current researcher. The overall argument placed by the researcher in the present study can be considered average. Conclusion/Findings: After analysing the current topic regarding A theory of organisational readiness for change, it has been identified that the author of this paper has failed to develop a theory of its determinant factors and associated outcomes. Adding to this, much more emphasis on the literature of the topic has destroyed the conceptual definition of the organisational readiness. The author has successfully elevated the psychological state of the organisational members towards the implementation of the organisational change. Although, it is not well enough sufficient to draw a final conclusion. The article has made more contribution for making more theory-based discussion regarding the current situation, whereas, lack of focus in research methodology, data analysis and literature review has made the conclusion of the study more uncertain. Thus, it could be depicted that the author has with an emphasis on the empirical inquiry to find out a suitable solution for the current research. Change commitment would be the suitable implications for the managers to implement the change process successfully within the organisation. The employees often appreciate the participative and the leadership development structure (Weiner et al. 2008). The change process often extracts the employees out of the comfort working zone, which creates a adverse impact on the overall performance. Therefore, the employers require showcase a commitment towards the employees, which would increase the motivational aspects. The enthusiasm amongst the staffs would allow the management to introduce the change successfully within the work culture. Change efficacy is another practical implication that can influence the employees to present a positive behaviour towards the change process. Cole et al. (2006) mentioned that employees might require a persistent training session to adopt the change process with efficacy. The staffs often get used to with an existing work culture; the change initiatives often brings a change in the roles, responsibilities and the operational measures (Demiris et al. 2007). Thus, in the majority of the times, the employees fail to deliver the project within the speculated time span. Thus, the training measures need to be implemented to train the staffs to understand the right procedure of the new operational process. Moreover, the cooperative behaviour would be an effective initiative to motivate the employees. During the change process, the employees have a high tendency of creating mistakes. Thus, the impulsive reaction often leads to demotivate the employees, which impact on the employee retention ratio. Strengths: The current article attempts conceptually to define the organisational readiness for any of the change practices. In the present article, the scholar has evaluated useful theories and practical frameworks to justify the journal content. Indifferent past proven facts and data have been discussed in the present journal to showcase the significance of the employer commitment towards its employees. The article emphasises the importance of the employees motivation to experience a better reaction in the organisational change process. The author in the present journal is enabled to understand the beneficial measures that motivate the employees to sustain the change process. According to Holt et al. (2007), the employees mainly present a reluctant attitude towards the change process due to a sudden shift in the responsibilities and the operational measures. Therefore, adequate provision of the employee benefits enacts to be a driving force to influence the employees to participate equally in the organisational change process. The scholar has used the valence change framework to execute the accurate initiatives that can increase the positive reaction of the employees with regards to the change management process. Despite several shortcomings, the writer has executed the personal perception with accurate details, which helped the readers to get acquainted with the subject matter of the journal. Weaknesses: The researcher has conducted secondary analysis for inferring on the current research. However, the evaluation of the organisational readiness for the change process requires primary data analysis, as it helps to gather quantitative and qualitative measure regarding the study (Fallman, 2008). The lack of adequate data analysis is one of the major weaknesses of the current study. On the other hand, the theory and its implementation part have been found reliable, while the practical application is found inappropriate. Thus, the outcome of the study is not strong enough to make a clear understanding regarding the topic. Reference: Chanyagorn, P., Kungwannarongkun, B. (2011). ICT readiness assessment model for public and private organizations in developing country. International Journal of Information and Education Technology, 4(1), 99106. Cole, M. S., Harris, S. G., Bernerth, J. B. (2006). Exploring the implications of vision, appropriateness, and execution of organizational change. Leadership Organization Development Journal, 27(5), 352367 Cole, M. S., Harris, S. G., Bernerth, J. B. (2006). Exploring the implications of vision, appropriateness, and execution of organizational change. Leadership Organization Development Journal, 27(5), 352367. Demiris, G., Courtney, K., Meyer, W. (2007). Current status and perceived needs of information technology in critical access hospitals: A survey study. Journal of Innovation in Health Informatics, 15(1), 4551 Fallman, D. (2008) The interaction design research triangle of design practice, design studies, and design exploration, Design Issues, 24(3), 418 Holt, D. T., Armenakis, A. A., Feild, H. S., Harris, S. G. (2007). Readiness for organizational change: The systematic development of a scale. The Journal of Applied Behavioral Science, 43(2), 232255 Suwaryo, J., Daryanto, H. K. K., Maulana, A. (2016). Organizational culture change and its effect on change readiness through organizational commitment. Bisnis Birokrasi Journal, 22(1), 124126. Weiner, B. J., Amick, H., Lee, S. . D. (2008). 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