Posted: September 4th, 2015

prominent obstacle to implementing workplace change

 

Question 1

 

Kotter and Schlesinger (2008), Supplementary Readings Week 3, argue there are four “most common” reasons why people resist workplace change: (1) parochial self-interest; (2) misunderstanding and lack of trust; (3) different assessments; and (4) a low tolerance for change.

 

Which one of these four reasons is the more prominent obstacle to implementing workplace change? In your answer discuss reasons or relevant examples.

 

(Provide the reason why this one, but why not other three)

 

Question 3

 

Butler (2009, p. 211), in Supplementary Readings Week 7, mentions Upchurch et al.’s (2006) concept of “a paradox of intention” to explain why management might introduce non-union employee representation (NER) arrangements: “… management claim NER gives rise to employee involvement and influence, the reality is that of a consolidation of existing power discrepancies”. By discussing relevant examples, assessment the merits of this claim.

 

 

Question 2

 

Both Kirsch and Wailes (2009) and Badigannavar (2009), in this unit supplementary readings, discuss aspects of the “Varieties of Capitalism” (VoC) framework to explain similarities and differences in management decision-making and industrial relations outcomes. How useful is the VoC framework in understanding contemporary workplace change? In your answer discuss reasons or relevant examples.

 

 

Question 4

 

Bray, Waring, Cooper and Macneil (2014, p. 50) suggest, “The distinctive feature of unitarist values is the assumption that employment relationships are essentially harmonious, with employees and employers sharing common interests and goals”. Yet Bray et al (2014, pp. 363-64) also assert, “Unitarism, for example, sees … where industrial conflict exists, it is seen as temporary or the product of aberrant behaviour [such as] … a failure of employees to grasp the commonality of interests”.

Is there a contradiction with this understanding of workplace interests? Is it possible to reconcile the common interests and goals assumptions of unitarist values with the signs and symptoms of covert workplace conflict?

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