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1 UFHRD 2013 CONFERENCE- HRD IN TURBULENT SEAS Research Topic: A GENDERED APPROACH TO ORGANISATIONAL CHANGE MANAGEMENT: DIFFERENCES IN THE WAY MEN AND WOMEN MANAGE ORGANISATIONAL CHANGE IN NIGERIA. Author TARINABO, JENNIFER. OKOLAI Date: JUNE 2013 Working Paper for Stream 5: Doctorate Workshop SUPERVISOR: JIM STEWART Abstract 1

2 Purpose- This research seeks to examine and establish the link between gender and organisational change management. The purpose of this paper is to clarify and establish the extent to which male and female managers differ in their approaches to the management of organisational change. In doing so, the research accentuates the significance and impact of gender perception in Organisational Change Management. Highlighting that organisational change management also needs to be read readily from a gendered perspective. This is logically intended to promote result and performance-driven organisational change management and possibly suggest gender-inclusive methodology in the management of organisational change. Research Problem: This research was propelled or spurred by three key research problems. The first problem originated from the reported 60 to 70 percent failure rate of organisation's change management interventions, as indicated in surveys and researches reported by Daniels of CIPD survey, Creasey of Prosci Change Management Learning Centre and Paton and McCalman. The second problem is the fact that, in spite of the growing number of literature on gender studies and organisational change management, a gap exists in linking the two concepts together (gender and organisational change management) and have been neglected. The third problem is that, research on gender and organisational change management is still under-researched in developing countries like that of Nigeria-which happen to be the location, where data is to be withdrawn. Design/Methodology/Approach- The research takes a dual method also known as the mixed method (quantitative and qualitative), which will be done in two phases. The first phase will be done through semi-structured interviews, conducted on a face-to-face basis on male and female senior executives and employees of an organisation that has been subjected to wide reaching change and have sustained change over recent time in Nigeria, West-Africa. The second phase utilises online and self-administered questionnaires distributed to organisations that have experienced and sustained change in recent time. Responses of the first phase will be analysed with the use of "thematic analysis" and responses of the second phase will be analysed with the use of "content analysis" and "descriptive statistics analysis". Findings- The literature finds differences in the way both sexes lead and manage organisation change. Extant literature also speculates that female managers may be better equipped at managing proposed changes in organisations than men, as result of the approaches (soft, open and transformational style) they adopt in managing organisational change. It was also observed that women were ascribed as "Otherness"- an organisation's second sex, and are subjected to some certain parts of the change process and their skills 2

3 perpetually deployed in managing the "emotional aspect" of organisational change. Men were identified as espousing command-oriented transactional "hard-approaches" in managing organisational change and were situated as primary, effective and strategic managers of organisational change. Whereas, women were identified as espousing open transformational "softer approaches" and were situated as secondary, affective and emotional managers of organisational change. Research Limitations/Implications- This research concludes by highlighting future research areas for change agents, researchers, academics, entrepreneurs, female innovators and consultants. Conveying that further research is required to establish how best to harness the intrinsic benefits each gender can add to the management of organisational change practice and theory. Further research is also required to establish the extent to which women are better managers of organisational change as inferred by extant literature. Practical Implications- This research draws attention to the neglect and underrepresentation of gender in organisational change management practice and theory and also accentuates the addition of some gender-inclusive methodologies in the management of organisational change. The paper proffer some gender-aware models and approaches that harness and take into account the appropriate styles and beliefs male and female managers espouse. Originality- Unlike gender and other social sphere studies, this research offers awareness to a significant but complex literature that should be integrated into the management of organisational change management practice. It further creates awareness to organisations to modify their approaches and styles in the management of organisational change, so as to maximise optimal effectiveness of the whole process. This paper also help readers, agents, researchers, academics, female innovators and consultants understand their stance or the impact of taking into account the perception of gender in the management of organisational change. Keywords- Gender + Change Management + Male and Female Managers + Effective Leadership + Managerial Discourse + Gender stereotype + Thematic Analysis + Content Analysis + Leadership and Managerial Style + Effective Communication Paper type- Doctoral Paper 3

4 1. Introduction Mastering organisational change management is now a vital skill for today's organisations and living with change is a key survival to organisational success (Paton and McCalman, 2008). In taking a different approach (e.g. stress and gender, leadership and gender) to the exploration of gender and managerial discourse in present organisation, the research establishes the link or connection between gender and organisational change management. It links gender and organisational change management by exploring the differences in the way both sexes lead and manage organisational change, and further explores the perception of gender and its perceived impact on the management of organisational change. The research is distinctive in the sense that it integrates the various leadership styles adopted by both sexes in managing and leading in organisations and incorporates it into the management of organisational change. Bearing in mind that this paper is a working paper, the study sets to find out from male and female managers of organisational change and those who have been subjected to change interventions presently or in the time past. It therefore, seeks to ascertain the extent of link between the both concepts, and how might gender consideration impact upon the success of organisational change management. 2. Statement of Research Problem In spite of the growing number of research carried out on organisational change management, reports (Paton and Dempster 2002; Sharma 2006; Daniels 2011 and Creasey 2012a) indicates that organisational change management has often met limited success. Hence it has been reported to be having high failure rates. The high failure rate is attributed to lack of its gendered aspect being hugely ignored (Linstead et al. 2005). Consequently, there is need for academics, consultants and practitioners of organisational change management to establish the true nature, extent and effectiveness of the approaches espoused by both sexes and the intrinsic benefits both sexes can bring to the success of organisational change (Paton and McCalman 2008). Similarly, it is also been argued in current literature that gender in change management theory and practice has been rendered frivolous and derogated, hence, being negated (Linstead et al. 2005). This has been inferred as immensely contributing to the ample failure rate of organisational change management interventions and initiatives (Daniels 2011). Therefore, there is urgent need for more research to be carried out by internal and external change agents, consultants, 4

5 academics, entrepreneurs and managers involved in leading, initiating and managing organisational change to elucidate its gendered, social and behavioural aspects. The under-researched nature of organisational change management and gender was also made evident in (Dempster and Paton's 2002; and Paton and McCalman 2008) who postulate that the area of study is under-researched and represented - most especially in developing areas, of which the sample location of this study is no exception. Hence further research is required to harness the intrinsic benefits each gender can bring to organisational change management discourse. 3. Research Methodology Due to the exploratory and descriptive nature of the research, the study employs a mixed method approach (qualitative and quantitative) with the greater emphasis on qualitative method. As indicated in one of the problem statement of the research, the area of research has been under-researched and under-represented, thus may be contributing to its reported ample failure rate (Sharma 2008; Daniels, 2011 and Creasey 2012). Hence, the primary reasons of employing the mixed method approach. In addition, As (Madigral and McClain 2012) notes, the process of using the two methods is arrayed in the order of:- qualitative research identifying factors that affect under researched areas, then using the identified information to devise quantitative research that assesses how these factors would affect user preferences. The study therefore, employes the mixed-method approach in order to triangulate results (Patton 1990; Brannick and Roche 1997 cited in Holden and Lynch, 2004:14). The study further employs the "cases" research design, which was perceived appropriate for investigating social contemporary research phenomena such as this. The case design is a "bounded system," which draws attention to its subject rather than the process (Smith, n.d cited in Stake, 1995:2). The rationale behind the adoption of the case design or multiple numbers of cases is to study in detail the selected case(s) using the relevant methods that seem applicable to this research. Its general objective is to develop a full understanding of the selected case or cases (Silverman, 2005). Cases are often used to collect descriptive and exploratory data through a rigorous examination of events in a particular organisation (Boodhoo and Purmessor, 2009). Furthermore, Data collection will be done in two phases. The first phase will be done through semi-structured interviews, conducted on a face-to-face basis involving male and female senior executives and employees of organisations that have been 5

6 subjected to wide reaching change and have sustained change over recent time in Nigeria, West-Africa (names of the firms will be confirmed as study progresses). The second phase utilises online and self-administered questionnaires distributed to organisations that have experienced and sustained change in recent time. The survey questionnaire was formed and distributed based on the results of the semistructured interview, which complemented the study of the relevant "cases", in respect of reaching the right sample population. 4. Some initial results The literature finds differences in the way both sexes lead and manage organisation change. Extant literature also postulate that female managers may be better equipped at managing proposed changes in organisations than men, as result of the approaches (soft, open and transformational style) they adopt in managing organisational change. It was also observed that women were ascribed as "Otherness"- an organisation's second sex, and are subjected to some certain parts of the change process and their skills perpetually deployed in managing the "emotional aspect" of organisational change. Men were identified as espousing command-oriented transactional "hard-approaches" in managing organisational change and were situated as primary, effective and strategic managers of organisational change. Whereas, women were identified as espousing open transformational "softer approaches" and were situated as secondary, affective and emotional managers of organisational change. Hence, initial results from extant literature evince that gender differences and preferences in change management do exist. And that such difference may have possible effect upon overall performance of the organisation- which provides the basis and the significance of this research work. 5. Next Step: Being a working paper, the next stage of the research is embarking on the first phase of the primary study. 6. Acknowledgement The authors would like to acknowledge the contribution of Prof. Jim Stewart, Dr. Kirtsen Stevens and Dr. Penny Ann-Cullen. 6

7 7. References Boodhoo, R and Purmessor, D. (2009) "Justifications for Qualitative Research in Organisations: A Step Forward". The Journal of Online Education. New York: January 2009 Creasey, Tim (2012a) Online instructional guide for institutionalizing change management and building organizational capabilities and competencies. Change management learning centre:.available from < [28th June 2012] Daniels, Kathy. (2011) 'Change Management. Chareterd Institute of Personnel and Development. Available from < [28th June 2012 Dempster, L and Paton, R. A. (2002) 'Managing Change from a Gender Perspective'. European Management Journal 27(5), Holden, M and Lynch, M. (2004) Choosing the Appropriate Methodology: Understanding Research Philosophy [Online]. Available from < earch_philosophy_(rikon_group).pdf> [23 October 2012] Linstead, S; Brewis, A and Linstead, A. (2005) 'Gender in Change: Gendering Change'. journal of change management volume 18 (16). Available from < change> [10 February 2012] Madrigal, Demetrius and McClain, Bryan. (2012) Strengths and Weaknesses of Quantitative and Qualitative Research: Insights from Research. [Online] available from < [19 Nov 2012] Paton, Q.M. (1990) Quality Research and Evaluation Methods. Third Edition; London: Sage publications Paton, R and McCalman, J. (2008) Change Management: A Guide to Effective Implementation. Third Edition. London: Sage Publications Ltd Sharma, R. (2006) Change Management: Concept Applications. New Delhi: Tata McGraw Hill Silverman, David. (2005) Doing a qualitative Research: A practical Handbook. Second Edition; London: Sage Publications 7

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