Empowering Leadership of Change Management for Sustainability in High-Performance Educational Organizations | Chapter 6 | Language, Literature and Education: Research Updates Vol. 7

 

Organisational leadership is pivotal to defining an organisation's culture, driving team morale, and achieving success. This framework sheds light on empowering leadership of change management for sustainability in high-performance educational organisations. A mixed-method study, which includes qualitative interviews and a quantitative survey, investigates critical empowering leadership of change management, such as vision for creating an organisational future, structures and work processes to support the organisational vision, open communication among the organisation's personnel, continuous learning, teamwork, sharing power, and participation in operations. These factors have a direct and indirect impact on creating an organisational culture for sustainability.  Change management mechanisms in modern corporate management and leading organisational practices, strategic planning, human resource management, process focus, knowledge management, and performance outcome lead to goal achievement in high-performance educational organisations.

 

 

Author(s) Details

Srijuntra, C.

 

Dr. Khon Khen University, Thailand.

 

Pitchaya-Auckarakhun, M.

 

Dr. Rajabhat Mahasarakham University, Thailand.

 

Kanlapa, S.

 

Dr. Nakhon Sawan Rajabhat University, Thailand.

 

Sa-ardthean, S.

 

Dr. Nakhon Sawan Rajabhat University, Thailand.

 

Jedaman, P.

 

Dr. Rajabhat Mahasarakham University, Thailand.

 

 

Please see the book here:- https://doi.org/10.9734/bpi/lleru/v7/6047

This chapter examines the potential roles of Human Resources (HR) in ensuring effective change management in organisations. It specifically focuses on four key constructs from the human resources and management literature – change leadership, communication, employee engagement and employee commitment and links them to practices in a Ghanaian research organisation, the Council for Scientific and Industrial Research (CSIR). The chapter is premised on the assumption that employees, when well engaged through HR activities, can be better informed and understand the need for change during any change management process. The case study from CSIR was tested using a quantitative research design of a survey questionnaire among 64 employees and a review of institutional documents at the CSIR - Forestry Research Institute of Ghana (CSIR-FORIG). The findings show that HR functions, such as; communication, training, and monitoring of performance that make the Human Resource Manager a change agent have some setbacks at the CSIR-FORIG. This demonstrates that change management implementation in any organisation may not yield the needed outcome partly due to HR role which may not be strongly integrated into the implementation strategy of the change process. Considering the complexity in managing change this chapter suggests a more integrated approach to change management processes. Four predictor variables have been proposed to serve as a strategic framework to guide the effective change management process: active communication; change leadership; employee engagement, and employee commitment. Therefore, policy and practice implications on any change management process need to recognise the role of HR and effectively engage HR professionals in any change management strategy. Author(s) Details Georgia Marfo Coffie Council for Scientific and Industrial Research, Building and Road Research Institute, Kumasi, Ghana. James Antwi Centre for Health and Social Policy Research, West End University College, Accra, Ghana. Please see the book here:- https://doi.org/10.9734/bpi/bmerp/v4/1783

 

This chapter examines the potential roles of Human Resources (HR) in ensuring effective change management in organisations. It specifically focuses on four key constructs from the human resources and management literature – change leadership, communication, employee engagement and employee commitment and links them to practices in a Ghanaian research organisation, the Council for Scientific and Industrial Research (CSIR). The chapter is premised on the assumption that employees, when well engaged through HR activities, can be better informed and understand the need for change during any change management process. The case study from CSIR was tested using a quantitative research design of a survey questionnaire among 64 employees and a review of institutional documents at the CSIR - Forestry Research Institute of Ghana (CSIR-FORIG). The findings show that HR functions, such as; communication, training, and monitoring of performance that make the Human Resource Manager a change agent have some setbacks at the CSIR-FORIG. This demonstrates that change management implementation in any organisation may not yield the needed outcome partly due to HR role which may not be strongly integrated into the implementation strategy of the change process. Considering the complexity in managing change this chapter suggests a more integrated approach to change management processes. Four predictor variables have been proposed to serve as a strategic framework to guide the effective change management process: active communication; change leadership; employee engagement, and employee commitment. Therefore, policy and practice implications on any change management process need to recognise the role of HR and effectively engage HR professionals in any change management strategy.

 

Author(s) Details

Georgia Marfo Coffie

Council for Scientific and Industrial Research, Building and Road Research Institute, Kumasi, Ghana.

James Antwi

Centre for Health and Social Policy Research, West End University College, Accra, Ghana.

 

Please see the book here:- https://doi.org/10.9734/bpi/bmerp/v4/1783

Paradigm Shift of Change Management in the 21st Century to Sustainable Educational Organization | Chapter 9 | Progress in Language, Literature and Education Research Vol. 2

 The rise of change management in educational institutions in the 21st century has raised the need to complying paradigm shift in leaders’ view on setting the goals, responsibilities and objectives towards the productive achievement of the organization's aims, this chapter sheds lights on the paradigm shift of change administration aiming to bring about a tenable educational organization by way of a mixed method research design in what way the data collection extracts the change factors which involve leading the arranging with vision for change, clever organization management for change, results-base administration for change, knowledge management and work force focus for change, creating organizational profit of quality for change and sustainable instructional organization. These factors give reason for the relevance of this unit as it adds knowledge in administrative change management established empirical data accompanying significant impact on tenable educational organization and the main implications will directly and obliquely influence the implementation of education tactics, organization change, organization civilization, knowledge sharing memory, excellent organization to tenable educational institution.

Author(s) Details:

Jedaman, P.,
Rajabhat Maha Sara Kham University, Thailand.

Singma, S.,
Khon Kaen University, Thailand.

Srichaiwong, P.,
Northeastern University, Thailand.

Kenaphoom, S.,
Rajabhat Maha Sara Kham University, Thailand.

Please see the link here: https://stm.bookpi.org/PLLER-V2/article/view/12698

Developing Capabilities for the Workforce to Embrace Technological Change at a Logistics Company in Durban, South Africa | Chapter 4 | Current Topics on Business, Economics and Finance Vol. 3

 The purpose concerning this study was to analyze how the trained workers in a logistics party in Durban, South Africa, transitioned from a manual to an automated process, to  survive short shelf-history inventory stock. The earlier implemented manual stock control system to monitor jutting-life was having another in one's place with the Systems Applications and Products in Data Processing (SAP), that automatically stated stock approaching jutting-life end dates. To understand the process of change, Kotter’s 8-step model of change was utilised in administering this study.  A qualitative research approach was used due to the preliminary nature of the research. Interviews and focus groups were administered, and data were analysed utilizing thematic study. The study findings enhance broadening the understanding of the emerging incident opportunities to embellish the capabilities of the management workforce.

Author(s) Details:

Neville Chinniah,
Graduate School of Business and Leadership, University of KwaZulu-Natal, Durban, South Africa.

Simon Taylor,
Graduate School of Business and Leadership, University of KwaZulu-Natal, Durban, South Africa.

Cecile Gerwel Proches,
Graduate School of Business and Leadership, University of KwaZulu-Natal, Durban, South Africa.

Please see the link here: https://stm.bookpi.org/CTBEF-V3/article/view/10010

Are You doing the Right Things? Initial Stages of Individuals Change Management: Identify, Acknowledge and Make a Courageous Move Framework | Chapter 2 | Selected Topics in Humanities and Social Sciences Vol. 2

 In sports, too little attention has been paid concerning why changes are important for personal development and who exactly should notice when a change in personal activities would be needed. People themselves do not necessarily recognize that their efforts and goals are not in good sync. When this happens, they make changes to their routines, when things go badly wrong, but at the same time they can be blind for their inefficient ways of working. Authors have created a framework to ease the issue to identify a need for change to achieve sports goals. The study concentrated on the forefront of change management: identifying and acknowledging the need(s) for change, particularly in the early stages of an individual's change needs detection phase. As a result, we propose the Identify, Recognize, and Make a Bold Move framework. These stages can be used to elicit appropriate changes. The study's value lies in its comprehensive and in-depth examination of the early stages of sport training-related change management.

Author(s) Details

Erno Salmela
Industrial Engineering and Management, School of Engineering Science, LUT University, 53850 Lappeenranta, Finland.

Ari Happonen
Software Engineering, School of Engineering Science, LUT University, 53850 Lappeenranta, Finland

View Book :- https://stm.bookpi.org/STHSS-V2/article/view/1801