Propaganda Is A Form Of Communication - 1345 Words

Introduction Often times when people hear the term â€Å"Propaganda† they think of it as a negative communication tool due to its history. What is propaganda exactly? Propaganda is a form of communication, which may or may not be accurate. It is used to spread information and ideas for the improvement or destruction of a cause. It is also a form of persuasion that alters one’s power to form their own emotions, attitudes, opinions, and actions. We have seen and heard propaganda a million times throughout our lives. Mass media has played a significant role as a distributor of propaganda. Particularly in primetime television. Scandal, one of ABC Network’s most controversial programs on air to date, has pushed some of its viewer’s buttons during its winter finale. During its winter finale, which aired on November 19th, 2015, the producers decided to focus on abortion politics. The entire episode was basically a free publicity for Planned Parenthood (PP), which at the time was fighting with Congress over funding. The audience witnessed the former First Lady and current Senator of Virginia, Mellie Grant, perform a filibuster. A filibuster is â€Å"a delaying tactic used in the United States Senate to block a bill, amendment, resolution, or other measure being considered by preventing it from coming to final vote on passage† (Longley, 2016). Her stand was to keep Planned Parenthood funding in the mandatory budget rather than having it being placed in the discretionary budget. In otherShow MoreRelatedEssay on The Forms of Propaganda Used by the State in Nazi Germany973 Words   |  4 PagesThe Forms of Propaganda Used by the State in Nazi Germany One of the purposes of dictatorship was to give the Nazis control of peoples lives. The more control they had, the more easily they could put their aims into effect. 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Resistance to Change Organisational Change

Question: Discuss about theResistance to Change for Organisational Change. Answer: Introduction The primary reason for resistance in context to organisational change is the fear of accepting unknown procedure, which is implemented with/without any warning to the affected stakeholders. The decisions imposed on people gives them little time to think about the future consequences and generally results in resistance (Alas, Sharifi Sun, 2015). The concept of resistance in conjunction with organisational change is important to discuss, as because it tends to reduce the output as well as raise frustration and anger to employees which in turn can affect the continuity of work procedure. According to Hornstein et al. (2015), people feels uncertain in adopting the change, and they prefer to fire in misery than to move ahead into the unknown. Moreover, mistrust among individuals within the workplace most often results in resistance. The scope of the present report is thus based on analysis of resistance and its corresponding mitigation strategy that arises within the organisational behaviour of any firm. The focus of such analysis is thus concentrated on the resistant positions as for how it affects the overall work procedure. Likewise, from the managerial point of view, the consideration is critical such as to manage the resistance scenario with strategic and tactical measures. Similarly, the impact of power and positional advantage to the managers in the above-mentioned context for sustainable change management is also discussed. Why Change is Resisted Generally, people feels difficult to work in the improved system, as variance from the traditional practices makes them feel confusing and distracting. Even the concern about competence and uncertainty in ones own ability, makes people resist the change. This is further attributed to lack of competency, difficulty in learning newer things, and fear in relation to managing the performativity (Sharif Scandura, 2014). This attitude of the people reduces their level of efficiency, and ultimately the outcome of the workplace is reduced. Moreover, the resistance among the people towards the change often creates commotions and hostile attitude with the higher authority, creating a disruptive work environment. According to a report by Bringselius et al. (2014), in most of the cases, resistance to change is viewed as a problem, a barrier and a negative force. Lack of proper motivation and encouragement by the higher authority for the usage of the change (resource and procedures), is one of the reasons for change resistance by the people. According to Lozano et al. (2015), change leads to increasing work responsibility (burden), especially for those who are close to change like designing, and testing; is responsible for additional responsibility and extra work. This challenge to do the extra work inevitable and therefore the change is often resisted. Why Resistance is Problematic as Something to be Managed Resistance to change is mainly problematic because it affects the overall work continuity as well as the working environment. Note that often the change resistance is reflective within any organisation due to lack of proper knowledge or transparency for the prospect (Alas, Sharifi Sun, 2015). Likewise, lack of clear vision in conjunction with the benefits associated with the change is also responsible for such resistance, as a result of which adoption of newer task/procedure will be affected. In another report, it was discussed by the authors that resistance to change is also linked with job dissatisfaction by the employees (Vaara, Sonenshein Boje, 2016). With more number of people focused on resisting the change, they are less interested in doing the daily basis work of their job and thus, managers are requisite to think for the mitigation strategies in order to manage the organisational work practices and workplace environment. The ultimate consequence of such distension is further linked with employee turnover, failing to bring innovation to the procedures, and early identification of the risk associated with firms (Lundy Morin, 2013). Thus, the responsibility of managing the change resistance is to the managers and leaders, for which they are required to give information, make things clear, and discuss the benefits. In addition to this, the line managers are also requisite to adopt effective motivational tools such that the anger, frustration, annoying behaviour, an d interrupted communication within the team can be reduced (Vaara, Sonenshein Boje, 2016). Critical Perspective: Relationship Between Power and Resistance in Context to Organisational Change Resistance is portrayed as a set of oppositional behaviour by the change recipients whereas power is the potential ability of all social groups and individuals to influence the target within the organisations. In simpler words, the resistance is mainly reflective by the employees, whereas power is reflective by managers and leaders (Lozano, 2015). In particularly, four critical perspectives of power dynamics for implementing organisational change have been identified from a report by Ekman et al. (2013), which are relevant to the discussed context. The most widely used power concept in organisational change is the manifest personal power have been mobilised in many forms; in order to enable change within the organisation. Likewise, the political power approach is another strategy which involves authoritative directions by the change agent. In this regard, the change agent through its positional power attempt to align the strategy and convince the employees are making them feel that change is in their self-interest. The third power perspective involved in the organisational change is the manifest-structural power, where the power lies within department or sub-unit of the organisation. The variations in this regard are made compulsory for all the working groups, and hence, employees have to adopt the newer prospects in order to continue their routine responsibilities. Lastly, latent-cultural power is another critical perspective, which defines that reality, ideas, and shared values are the fundamental features of organising. Thus , the strategies decisions are mainly taken with consent, mutual opinion sharing, and discussion among the governing bodies, stakeholders, and all level of the departments (Ekman, 2013). According to a report by Lozano et al. (2013), the change managers simultaneously have focused on preventing resistance and conflict in the change management process. The resistance process depends upon the impact of power on individuals, however, to implement change effectively, it becomes critical to broken down the existing stereotype or traditional procedures with minimal benefits. According to the paradigms of power in the organisational change process, the power manifestation must be brought with ethical consideration and that the employees, customers, and stakeholders must be actively involved in the farming, planning, implementation, and sustainability course for any change requisite within the organisation (McDermott, Fitzgerald Buchanan, 2013). Analysis of Ethics of Managerial and Resistant Positions During the change management process, the managers need to take into consideration the employees point of view. The rationale is this statement further linked with the requirement of visionary explanation for significance and benefit of the change, training modules, and offering buffer time to learn and implement into the practice (Williams Schaefer, 2013). As the implementation of change is planned, the impact of change on the employees should be accessed by the change initiator as the economic well-being of employees are managed by the firms itself. The managers should take into account all the employees who are affected by the change. Note that effect of a change in this consideration must be reflective in terms of learning difficulty, any form of confusion, and negative perspectives among the employees (Huy, Corley Kraatz, 2014). These concerns are thus required to be negotiated or managed by managers according to their authoritative power. Managers are thus required to make strategies in order to lessen the effect of change, so as to get the desired outcome from the change. They should maintain ethics through open and transparent communication with the employees. According to Burnes et al. (2015), transparent communication during the change process increase the level of trust and decreases the risk of change resistance. Line managers should maintain strong ethical behaviour with the employees and community to have the participation of all the employees during the change process, and results are obtained in the long run. On the other hand, ethics of the resisting employees in the change process must ensure that continuity or position of the organisation must be managed with reference to market requirement, competitive values, and linking of stakeholders. The resistive behaviour of employees is basically of two types, viz., active resistance and passive resistance (McDermott, Fitzgerald Buchanan, 2013). The active resistance includes behaviours like manipulating, ridiculing, fault finding and appealing to fear. While the passive resistance shows the behaviour of assuming ignorance, verbal agreement but following thoroughly, and concealing information. However, the resistant position sometimes shows positive ethical behaviour resulting in a decisive role in the organisational change (Lundy Morin, 2013). Sometimes their criticism, disagreement and well-intended argument produce additional solution and option for the change maker. It is therefore needed to encourage and motivate the employees ethical p rinciples to make them feel that what they feel is in the organisational benefit (McDermott, Fitzgerald Buchanan, 2013). Implication of the Managerial and Resistant Position for Achieving Effective Change Management In order to make a successful and efficient change management programme, both the change manager and the employees need to take certain steps. Note that often the resistance often tests the commitment and seriousness of those who initiated the change. The manager needs to create strong core team for a broader organisational support (Pullen Rhodes, 2014). The rationale is further linked to measures for providing positive opportunities to more number of employees. The value outcome of such involvement will be associated with the objective to involve them in the process either with constructive criticism or with alternative solutions (Sharif Scandura, 2014). The manager is requisite to create a compelling vision for future among the employees by upgrading the product line of the change and also through increasing the excitement of completeness within the employees. Even the managers can force the resisting employees to accept change through the fear of losing jobs, not promoting and firing. According to Hibbert et al. (2015), the line managers and HR professional must align with the regulatory and legislative compliances in conjunction with using power for managing the change within the organisation. Apart from this aggressive step, managers can politely force employees to adopt change through offering incentives, and rewards (Sharif Scandura, 2014). This purpose falls within the scope of using motivational tools and strategies to manage the change within the organisation. Moreover, the resisting employees should generate self-interest within themselves for the modification and must seek cost-effective measures to contribute towards the achievement of firms objectives (Carroll Buchholtz, 2014). However, some people put up resistance to such extent, that it has some negative effect on that workplace, which can be referred to as unethical work practices on the part of employee responsibilities. Thus, there are risks involved in the change management programme for both the managerial and resistant positions. Mismanagement of the change would have a negative impact on both sides, especially in terms of productivity and competitive advantage (Pullen Rhodes, 2014). When employees mismanage the changing perspective, then the desired outcome and result cannot be achieved, which in turn can affect the market value and reputation of the firm. Conclusion and Summary In summary, the present report is based on the analysis of power usage by managers, the factors responsible for employees side, the requirement of ethical consideration; for an effective change management within any organisation. The study helps in identifying the fundamental causes associated with the generation of change resistance and their possible impact on the firms performance. Resistance is a natural reaction to change and to deal with it, the cause of resistance needs to be recognised and resolved by top executives. Fear of loss, unawareness, uncertainty is few causes of resistance among individuals. So, the managers can take several approaches to address the resistance which involves, clear communication, educating the detailed insights, marketing about the personal gain, providing opportunities through pilot-involvement, providing support and creating negotiation or compromising with employees. Apart from this, its the duty of employees to find the rationale of change, its beneficiary aspect, identify their personal skill and capability for effective change management. References: Carroll, A., Buchholtz, A. (2014).Business and society: Ethics, sustainability, and stakeholder management. 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