Brief Thought on Change
Sosik, Jung, and Dinger (2009) argue that the more a manager is able to represent and advocate the collective benefits of his/her organizations the more likely she/he to be able to perform above and beyond the call of duty (altruistic behavior) and therefore may be expected to turn in superior performance. With regards to organizational change I think this behaviour as embedded in the self-value of the individuals will reinforce the value salience within the organization. Above and beyond the exchange of currency described by Cohen & Bradford, (1989) an effective manager need to be able to go all the way out to ‘help’ his/her fellow employees as they go through the ‘pain’ of change. Cohen and Randford’s (1989) representation of a conceptual link between altruism and self-interest tends to put the latter on as top notch priority. This may be the ideal behavior within the cycle of organizational changes.
It is within and under the circumstances of change when one has little control of the environment and when the path to discovery and improvements demands commitment from all employees to put the collective benefits of the organization above and beyond personal interest/agenda that the true benefits of the application of altruistic behaviour matter most.
Brief Thought Theories and Practice
The ‘competition’ of functional based managers and management academics have at times created a win-lose situation as each side question the assumptions and the ‘knowledge’ taken for granted as embodied in either theory and/or professional practices (Reynolds, 1999). Each side is known to have advocated claim of superiority of the knowledge acquired and embodied in their specific practices. This hinders the development of the very knowledge which has brought us to where we are as business practitioners and organizations. I think both theory and knowledge gain from professional practices are needed to enrich the acquisition and the creation of a new body of knowledge from which a superior future practice may continue to evolve.
It calls for management academics to develop strong voice to proportionately balance the critical reflection practiced by professional managers. Oftentimes, it is about acknowledging the discrepancies between theories and practices as we know it. It is not about proving right or wrong and/or what applicable and not but it is about enduring that practices may continue to involve theories and vice versa.