Admonishing Bureaucratic Revolution Over Compelling Steering

Main Article Content

Dr. Abhishek Sharma

Abstract

As associations are confronting difficulties in the globalization period, changes inside the administration in the association should be made to guarantee it can situate itself in the serious and always evolving climate. A very much arranged change the board is significant to guarantee that change can be made to the whole association and viably executed. Change the board is broadly known in the private area, notwithstanding, it is dynamically ascending in the public area. Authoritative change should be driven by a decent initiative with the goal that it is successfully and effectively managed. This paper meant to assess how earlier investigates had been managing change the executives lately assessing administration styles of the chiefs. Notable written works will be talked about to diagram the significance of compelling initiative style for overseeing hierarchical change. The general view from the past investigations show that a decent director can drive the representatives to acknowledge change drives in the association. The review remembers one of the variables to oversee change in the association that could be essentially used to guide the top administration, prompting corporate future heading in moderate society and energetic economy, worth completely for additional review.

Article Details

How to Cite
Dr. Abhishek Sharma. (2021). Admonishing Bureaucratic Revolution Over Compelling Steering. The Peerian Journal, 1, 36–47. Retrieved from https://peerianjournal.com/index.php/tpj/article/view/14
Section
Articles

References

Atkinson, P., & Mackenzie, R. (2015). Without leadership there is no change. Management Services, 59(2), 42-47.

Awuor, E., & Kamau, E. (2015). Analysis of the role of leadership styles in managing change in organizations: a case study of Kenya tea development agency (KTDA). Journal of Resources Development and Management, 10, 1-15.

Bamford, D. R., & Forrester, P. L. (2003). Managing planned and emergent change within an operations management environment. International Journal of Operations & Production Management, 23 (5), 546-564.

Barber, M., Donnelly, K., & Rizvi, S. (2013). An avalanche is coming: higher education and the revolution ahead. Institute for Public Policy Research.

Belias, D., & Koustelios, A. (2014). The impact of leadership and change management strategy on organizational culture. European Scientific Journal, 10(7), 451-470.

Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2012). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958.

Darwish, S., Alzayed, S., & Ahmed, U. (2020). How Women in Science can Boost Women’s Entrepreneurship: Review and Highlights. International Journal of Innovation Creativity and Change, 14(1), 453-470.

Dike, V. E., Odiwe, K., & Ehujor, D. M. (2015). Leadership and management in the 21st century organizations: a practical approach. World Journal of Social Science Research, 2(2), 139- 159.

Faupel, S., & Sub, S. (2018). The effect of transformational leadership on employees during organizational change-an empirial analysis. Journal of Change Management, DOI: 10.1080/14697017.2018.1447006

Ganta, V. C., & Manukonda, J. K. (2014). Leadership during change and uncertainty in organizations. International Journal of Organizational Behaviour & Management Perpectives, 3(3), 1183.

Gerwing, C. (2016). Meaning of change agents within organizational change. Journal of Applied Leadership and Management, 4, 21-40.

Gilley, A., Dixon, P., & Gilley, J. W. (2008). Characteristics of leadership effectiveness: implementing change and driving innovation in organizations. Human Resource Development Quarterly, 19(2), 153-169.

Hao, M. J., & Yazdanifard, R. (2015). How effective leadership can facilitate change in organizations through improvement and innovation. Global Journal of Management and Business Research, 15(9), 1-6.

Higgs, M. J., & Rowland, D. (2011). What does it take to implement change successfully? A study of the behaviors of successful change leaders. Journal of Applied Behavioral Science, 47(3), 309-335.

Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36(1), 2-16.

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: a critical review of the role of leadership and employee imvolvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

Ionescu, V. (2014). leadership, culture and organizational change. Manager, (20), 65-71.

Kuipers, B. S., Higgs, M. J., & Kickert, W. (2014). The management of change in public organisations: a literature review. Public Administration, 92(1), 1-20.

Mansaray, H. E. (2019). The role of leadership style in organisational change management: a literature review. Journal of Human Resource Management, 7(1), 18-31.

Mwakisaghu, J. K. (2019). Strategic management change. International Journal of Advanced Research in Management and Social Sciences, 8(5), 8-22.

Porras, J., & Robertson, P. (1992). Organizational development: theory, practice, research.

M.D. Dunnette & L. M. Hough (Eds.) Handbook of Organizational Psychology, 3, 719-822.

Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.

United Nation. (2019). Review of change management in United Nations system organizations: Report of the Joint Inspection Unit. Geneva, Switzerland: Author.

Wanza, S. L., & Nkuraru, J. K. (2016). Influence of change management on employee performance: a case study of University of Eldoret, Kenya. International Journal of Business and Social Science, 7(4), 190-199.