The Concept of Organizational Change Capacity is an article that is written by Richard Soparnot. The main aim of the article is to suggest ways through which managers can overcome the challenges associated with instituting changes in organizations. For a long time, the issue of instituting changes in organizations has presented managers with endless headaches. Generally the main goal of the author is to suggest a framework for change capacity and identify some components and dimensions of change (Herdesky 36). All the main ideas contained in the article are presented in a clear explicit manner therefore making it easy for the reader to easily understand them.
This article is meant for both professionals in change management and also rookies who are new to this topic. To begin with, the article is meant for professionals because it touches some areas that rookies would find hard to comprehend. More specifically, the article addresses the issue of Organizational Change Capacity which is relatively new. Many of the available works on this topic mainly dwell on the broad subject of organizational change but do not go deeper to look at Organizational Change Capacity. Based on this, the article contains new ideas that may be helpful to professionals in organizational management (Richard 9). Secondly, the author also addresses some of the basics of organizational change using simple language. This makes the article appropriate for people who are new to the subject.
Because the article is meant for both professionals and law people, the author uses simple language. If the author used too complicated language, lay people would find it hard to comprehend what the article is all about (Richard 7). One of the main weaknesses of the article is that it is not critical of the literature it cites. Any professionally written article must carryout a critical analysis of the literature is cites. The major theoretical framework upon which the article is based is change management action and the ways through which managers can handle the initial conditions (Watson 47).
The article contains both the ideas of the author and those of other people. In other words, the author introduces his won ideas developed from research and also builds upon the ideas and concepts of others. The main research methodology used by the author is empirical and it involves carrying out a study of Renault SA. The article is based on quantitative research that included studying change management at Renault SA. The main data collection method that was used during the research was background check. The main findings of the research were that there are three major dimensions of change capacity namely the process, context and the learning dimensions. The context dimension is mainly made up of resources required to facilitate the process of change. Secondly, the process dimension includes the principles that are necessary to implement change (Herdesky 28). Lastly, the learning dimension of change capacity is used to handle the introspective capacity of an organization. These findings are relatively new and add to the already existing literature on organizational change.
The main shortcoming of the article is that author concentrated on Renault alone. To make his case more convincing, the author should have looked more companies. The second shortcoming of the article is that it is not critical of the literature it cites. Any professionally written article must carryout a critical analysis of the literature is cites
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