Aims, objective and research question
Aims
This paper seeks to examine the instances where the Bombardier’s management and the organizational culture and structure need to be changed. The paper also investigates the effects of organizational change. This takes place through the investigation of the empirical analysis and literature. A significant part of this process involves developing measurements of the main paradigms of interest. Change readiness, commitment, uncertainty and job satisfaction. The paper then investigates the relationship between the change readiness and main constructs with emphasis being to test the hypothesis.
Objectives
The study explores the following objectives:
Explore the need for change in Bombardier organizational culture and structure
Investigate the effects of organizational change
Investigate the relationship between change readiness and the main constructs of change
Examine the relationship between the change readiness and the rate of change
The research questions
1. What is the significance of organizational change in Bombardier organizational structure?
2. Is there a relationship between the readiness for change and the main change constructs?
3. How does the relationship between change readiness and change constructs affect the organizational change outcome in Bombardier Company?
Research methodology
The study will center on a single case study- Bombardier Aerospace. Before unfolding the research methodology and data resources, the case detail provides a clear understanding of Bombardier Aerospace.
Bombardier Company is the best manufacturer of airplanes and trains globally. With its new models of C-series, the company is set to move to another level of aircraft manufacture by instilling its large fuel-efficient engines and low emission strength in the current designs. The company has also majored in design of newer and unique trains apart from the aero planes (Editors, 2000).
The single case selection was adopted because of the desire of conducting a longitudinal study. This approach is an appropriate response to the call for change research that addresses the contextual and temporal factors. The ability of presenting a comprehensive description of the case adds reinforcement to credibility of data interpretation. By concentrating on a single case, the researcher is extensive in data collection.
The study will take place using a case study using the qualitative method. The main study will take place using the internet-survey and exploration of the scholarly articles. The information from these sources will be resourceful in answering the research question and facilitating in the analysis. Various case studies previously conducted targeting this company will be provide significant information for the descriptive analysis.
Research methods
Because of the distance between the researcher and the area of study, the study will be exploratory without incorporating the field interview. By exploring the previously conducted surveys, the study will explore results of the interview sessions conducted in these surveys.
Data analysis
The employees’ discourses (from the previous studies) will enhance creation of composite narratives of the patterned meanings. Prior to the onset of the analysis, data will be classified into two groups. This allows evaluation of the various management and organizational change issues emerging over time. The descriptive approach will enhance analysis of the information gathered from the case studies and previous studies.
Literature review
Organizational change as an important construct
According to Choi (2011), change is a natural and significant process for developing people as well as the organizations. Without change, the organization and people would remain at the same stage on continuous basis. Attempts of maintaining the status quo is therefore unnatural and constrains people and organizational evolution.
Brisson (2010) emphasizes on the importance of continuous growth and development for the organizations in the domestic and global business settings. Yet, the forces and pressures in a global business environment are immense and stronger in comparison to the domestic business environment. As Judge, Naoumova and Douglas (2009) understand, this is because the global competition continues to intensify as companies establishes more multifaceted relationships with one another. Judge and colleagues (2009) explain that the clash of the local and global ideas results in production of new concepts in which the organizations should respond to the global competitors. On the other side, the foreign companies make attempts of accommodating the local practices. According to Westover (2010), this adaptation process has to incorporate description of the appropriate ethical framework appropriate for the international and national business environment. Previously, the business setting was less turbulent while organizations were small and simply structured. Today, in contrast, the organizations are more multifaceted while the change in the external and internal business environments is constant. For instance, the changes take place in the markets, technology, competition, workforce diversity, customers and societies (Smet et al. 2012). Changes also emerge in the educational level, availability and workforce attitude. Smet et al. (2012) additionally describe the changes in the accessibility of fixed economic resources. This clearly indicates the need for the organization to adapt to the new business conditions on constant basis. The changes should also be tactically balanced while being viewed as the main factor in the modern management.
Leadership and organizational change
Self et al. (2007) insists that the leaders mostly emphasize on small overall change components. This is important because of their ability to result in fixation on the tactical issues. In turn, this may have a profound impact on the entire organizational process of change. According to Cassar and Bezzina (2005), the small changes are grossly insufficient and inadequate in the decisions strategic in nature, and in decisions that results in main irreversible organizational consequences. Goodwin (2004) study explored more than 50 organizations concerning the initiatives of change. According to the final observations, many leaders lack the experience of matching stability with change. From a different perspective, Goodwin (2004) insists that preservation of the organization’s core is significant. Goodwin (2004) also emphasizes that change process that conflicts with the core identity always fail. According to Goodwin (2004), the organizational values are very fundamental that violating them would eventually result in destruction of the organization. These include the fundamental corporate culture, the leadership required to facilitate change, force behind the organizational power structure and internal politics. Goodwin (2004) lastly insists that organizations should develop a culture of innovation while producing the replicators of innovation thinking. These replicators should be implanted and disseminated in the organization.
Resources and data access
This research employs on several databases gathered from various sources. Using the questionnaires, the researcher will gather information from the organization that forms the basis for the analysis: Bombardier Aerospace. The secondary information is also significant for this study. Gathering of this information will take place through a comprehensive research from the previous scholarly researches and magazines with related information. These data sources will be merged followed by preparation for the statistical analysis. The researcher will be specific in the analysis to ensure that the gathered data addresses the problems that forms the basis for the research. The information sought from these secondary resources will be able to address the need for change in organization, the organizational change factors and impediments, culture change and organizational change in Bombardier Aerospace Company.
References
Brisson, C 2010, Managing change and transitions: a comparison of different models and their commonalities, Library Management, vol. 31, no. 4, pp. 241-252.
Cassar, V&Bezzina, C 2005, People must change before institutions can: a model addressing the challenge from administering to managing the Maltese public service, Public Administration & Development, vol. 25, no. 3, pp. 205-215.
Choi, M 2011, Employees' attitudes toward organizational change: A literature review, Human Resource Management, 50 (4): 479-500.
Editors, B 2000, Bombardier Tops Forbes Global A List For the Second Consecutive Year -- Company Selected As the One to Watch in Aerospace and Defense Industry, New York, United States.
Goodwin, R 2004, Managing Transitions: Making the Most of Change, Training Journal,,pp. 58-
58
Judge, W, Naoumova, I, & Douglas, T 2009, Organizational capacity for change and firm performance in a transition economy, International Journal Of Human Resource Management, 20, 8, pp. 1737-1752, Business Source Complete, EBSCOhost, viewed 12 May 2012.
Self, D, Armenakis, A, &Schraeder, M 2007, 'Organizational Change Content, Process, and Context: A Simultaneous Analysis of Employee Reactions', Journal Of Change Management, 7, 2, pp. 211-229, Business Source Complete, EBSCOhost, viewed 12 May 2012.
Shin, J. et al. 2012, Resources for Change: the Relationships of Organizational Inducements and Psychological Resilience to Employees' Attitudes and Behaviors toward Organizational Change. Academy of Management Journal, 55 (3): 727-748.
Smet, A. et al. (2012). Developing better change leaders, McKinsey Quarterly, 2 (2): 98-104.
Van de Ven, Andrew H.; Sun, Kangyong. Breakdowns in Implementing Models of Organization Change. Academy of Management Perspectives. Aug2011, Vol. 25 Issue 3, p58-74.
Westover, JH 2010, Managing Organizational Change: Change Agent Strategies and Techniques to Successfully Managing the Dynamics of Stability and Change in Organizations, International Journal Of Management & Innovation, 2, 1, pp. 45-50, Business Source Complete, EBSCOhost, viewed 12 May 2012.
