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Edward Lisoski
Good post Marcus, and excellent discussion on how a consultant needs to be proficient in driving change in an organization. However employees often resist change, and  resistance to change can be challenging for today's leaders.
A follow-up question to you and all, providing a little historical perspective to the issue -
Luddites is the name given to bands of workingmen in the industrial centers of England who rioted between 1811 and 1816. The uprisings began in Nottinghamshire, where groups of textile workers, in the name of a mythical figure called Ned Ludd, or King Ludd, destroyed knitting machines, to which they attributed the prevailing unemployment and low wages.
In 1812 workers in Lancashire, Cheshire, and the West Riding of Yorkshire began to wreck cotton power looms and wool shearing machines. There was no political aim involved and no cohesion in the movement. Out
eaks of Luddism were very harshly suppressed by the government, even to the point of hanging those found guilty of such destruction.
Question to all – HR professionals who strive to move the HRM function to one using data analytics, transforming its focus to more quantitative measures and metrics may run into modern day HR Luddites who want to keep HR functions as is, focusing on soft skills, employee relations, etc.
How can you, as a change agent in your company, be successful in challenging the HR status quo?
For some basic information on the Luddites watch the short video below:

Marcus Mccall
Adapting to and welcoming change is essential in the dynamic world of contemporary organizations. This research delves into the crucial role of maintaining organizational change in ensuring that changes are woven into the organization's fa
ic. The discourse examines the inherent worth of maintaining change, examines the ROI for change spearheaded by consultants, and considers substitute approaches. The report's research attempts to offer a thorough grasp of the dynamics of change sustainability, establishing the framework for successful organizational growth.
Value in the Concept of Sustaining Change
Organizations must maintain change to guarantee that the changes they adopt have a lasting effect. With sustainability, the advantages of change projects eventually wane, which means that the time and money spent on the change process would be recovered. The new working methods must be ingrained into the organization's procedures and culture to be sustained and essential to daily operations. By ensuring that the changes are engrained in the organization, this integration helps it become robust and adaptive to future difficulties.
Return on Investment for Consultant-Driven Change
The return on investment (ROI) is a question that arises when external consultants are involved in processes of organizational reform. Critics contend that consultants may only sometimes offer measurable benefits and might be costly. However, according to the study, well-selected consultants may provide special knowledge, objectivity, and a new viewpoint (Aghbashlo et al., XXXXXXXXXXThe efficacy and efficiency of consultants' activities determine the return on investment for change they drive. The change process may be expedited, organizational learning can be facilitated, and best practices from other sectors can be introduced via consultants. Change further helps to introduce flexibility within the organization. Businesses that use consultants effectively may see quicker and more long-lasting transformation, resulting in a profitable return on investment.
Alternative Methods to Sustain Change
Although consultants are essential, other ways to maintain change can also be helpful. Promoting a change-oriented culture inside the company is one practical strategy. Employees may get used to change by opportunities for ongoing learning, creativity, and open communication. Furthermore, allowing staff members to own the transformation process improves sustainability. The long-term effectiveness of transformation projects has been associated with employee engagement and involvement (Bai & Sarkis, 2020).
To sum up, the long-term effectiveness of organizational reform depends critically on its sustainability. Integrating new practices into the corporate culture promotes adaptation and resilience, which is why maintaining change is valuable. When used wisely, consultant-driven change may accelerate the transformation process and provide a return on investment. However, it is essential to acknowledge the value of other approaches, including empowering staff members and fostering a culture of change. The secret to long-lasting organizational transformation is a comprehensive strategy that blends internal dedication with external experience. Organizations' future resilience and growth depend critically on their capacity to manage change as they negotiate the intricacies of a dynamic environment.
Aghbashlo, M., Khounani, Z., Hosseinzadeh-Bandbafha, H., Gupta, V. K., Amiri, H., Lam, S. S., ... & Tabatabaei, M XXXXXXXXXXExergoenvironmental analysis of bioenergy systems: A comprehensive review. Renewable and Sustainable Energy Reviews, 149, 111399.
Bai, C., & Sarkis, J XXXXXXXXXXA supply chain transparency and sustainability technology appraisal model for blockchain technology. International Journal of Production Research, 58(7), XXXXXXXXXX.
Answered Same Day Feb 03, 2024


Dipali answered on Feb 03 2024
19 Votes
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Response to Edward Lisoski    3
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Response to Edward Lisoski
Edward, I appreciate your thoughtful contribution. Regarding possible reluctance to change, you
ought up an important topic, especially when it comes to HR professionals moving towards a more data-driven approach. The historical viewpoint you provide, emphasising the Luddites, highlights the difficulties that might occur when people oppose technical developments that pose a danger to customs.
In order to overcome the cu
ent obstacle that HR professionals have when attempting to use data analytics, change agents need to use calculated methods. These are some suggestions:
· Effective...

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