Planning Strategic Organisational Change - Assignment Example

Table of Contents Table of Contents 1 1.0 Introduction 2 2.0 Forces motivating change (external and internal factors) 3 2.1 External factors 3 2.1.1 Political and legislative action 3 2.1.2 Economy 4 2.1.3. Social/culture 4 2.1.4 Technology 4 2.2 Internal factors 5 3.0 Proposal for change 5 3.1 Proposal requirements 5 3.2 Proposal goals and objectives 6 3.3 Current initial proposal activities 6 3.4 Proposal work plan 7 3.5 Impact of the proposed changes 7 3.5.1 Impact on company operation effectiveness 7 3.5.2 Impact on human resource 8 3.5.3 Impact on financial and physical structure 8 4.0 Implementation plan 9 4.1 Purpose 9 4.2 Scope of implementation 9 4.3 Roles and responsibilities 9 4.3.1 Management representative 9 4.3.2 Cross functional teams 9 4.3.3 Quality control committee 10 5.0 Resourcing implementation 10 6.0 Estimated cost/Budget 10 7.0 Sustainment funding 11 8.0 Implementation schedule and milestones 11 9.0 Conclusion 12 10.0 Work cited 12 1.0 Introduction Change is inevitable, this therefore implies that change will always be ever present and requires good management practices to control it. Managing change does not only include understanding human behaviors but also required skills in management and effective change. During the changing process, there are certain stressors but how an organization is required to handle itself is what really matters. Staffs within an organization are required to come up and utilize different basic defenses when there is high degree in uncertainty. As an organization is coming up with strategies that will ensure change is put in manageable standards, it is essential to involve staff members. Organizational changes can either be viewed as opportunities for example new and improved technology or that which is threat such like global warming or further it can be a combination of the two e.g. globalization. It depends on how effectively has an organization prepared itself and also on how management and staff are competent enough to welcome these changes (Synnot & Fitzgerald, p30).In today’s world, environment seems to produce various changes in companies faster as compared to the past. New information and communication technology, political and legislative action, customer demand and public opinion, acquisitions, mergers and all downsizing characteristics are connected to the reason for increase uncertainty within organizations. It is evident that management never usually takes place in a self-contained environment but rather it constantly increases due to external factors and pressures. 2.0 Forces motivating change (external and internal factors) Several forces affecting an organization can either be categorized as either external or internal. External factors also known as macro environmental factors are considered to be those factors beyond an organizational control and they include; political/ legal, economic, technological, social, competition and demographics. Whereas internal factors also known as micro environmental factors are those factors which are within an organization control. They include shareholders, employees, suppliers, distributors, employees and wholesalers. 2.1 External factors 2.1.1 Political and legislative action Increase participation by organizations in national activities has widely be the main cause of political interference in almost all organizations (Kotter, p24). The more intense is politics signifies that organization faces chances of it being affected either financially or economically affecting any firm result. It is essential that key parties within organization and does not involve in any kind of political interests as this may greatly damage the image of the company. Various policies are created and formulated through countries political systems, this clearly indicate that any policy formulated and implemented is more likely to affect a company either negatively or positively (Kotter, p40). 2.1.2 Economy The shift from industrialized to knowledge based organizations has greatly influenced change within firms. In fact, it creates challenges affecting companies’ knowledge greatly affecting every step of workplace. Knowledge economy is associated to white collar jobs whereby technical and legal research is required in organizations, this have made many firm to change their way of arrangement so as to fit into a positive lifecycle. Currently, more organizations are hiring technical staff that have computer skills as way to suit and have the best competitive advantage. 2.1.3. Social/culture Clearly, organizations are considered to be the first and foremost social system in all communities worldwide. It is obvious that without people there can never be an existence of any kind of organization. Social versus cultural aspects are key systems which creates competitive advantage on financial markets, demographical factors and socio-economic as current life expectancy is rapidly increasing (Kotter, p7). Study indicates that cultural aspect does not exhibit a one way street. For instance, in America oversees goods and services are being poured out at the same rate as they are being shipped out (Kotter, p10). 2.1.4 Technology Technological advances have been well documented in recent years. It is evident that impact of organizational culture has not been key as compared to learning of basic Information Technology has become mandatory technical skill. Information technology is growing in a faster rate and this is key reason why organizations are working toward achieving the best as part of improving and increasing operation and transactions. Technology is known to open up a new world whereby employees are engage in business decision making. 2.2 Internal factors It is evident that without a proper hierarchy defining internal factors there can never be a sustainable growth within an organization. Suppliers, wholesalers, retailers, distributors and employees act as strong backbone towards achieving organizational success. Without one of the named internal factors then it is evident that a company cannot be able to sustain itself in future especially on current challenges brought about by increased globalization and improved new technology. 3.0 Proposal for change For any organization to be successful in various changes taking place, it is essential that proper implication and recommendations are put in place (Kotter & Rathgeber, p40). Implication and recommendation are through proper and effective operational management, effective board of governance, improvement of leadership skills, constant training programs and effective communication. It is therefore very essential for one to come up with a proposal as way to combat with current external factors. 3.1 Proposal requirements The following requirements forms better view of what is supposed to be proposed for any organization to be able to be ready especially during changes which can either be due to internal or external factors (Kotter & Rathgeber, p56). The proposal will focus on: Establishing of a committed and an active participation especially in both departmental and managerial leadership Recognizing the need to come up with essential elements of energy that will ensure that organizational staffs are trained so as to deal with constant changes Widely consultation with each and every workforce as part to involve and prepare every personnel (Kotter & Rathgeber, p56). Establishing a good and perfect communication through constant evaluation and measuring of how workers effectively communicate with one another 3.2 Proposal goals and objectives In order to ensure that the proposal change is effective it is essential to define certain goals and objectives. These goals and objectives include; To ensure that the company is able to handle various changes whether brought about by either external or internal factors (Kotter & Rathgeber, p56). To encompass the whole organization with strong and perfect communication systems that will ensure that there is effective communication Come up with ways in which all members in the organizations will be involved during implementations of changes 3.3 Current initial proposal activities Organizational assessment on how various changes are managed within both managerial and technical level Board establishing with incorporation of staff and management members whereby all ongoing board activities are scrutinized so as to identify areas that require maximum attention Strategic planning where certain strategies are addressed and identified as part of fitting in current organizational change Leadership and managerial development that includes of establishing goals which will be effective in ensuring change is in its manageable conditions 3.4 Proposal work plan Training will be a key element in implementation and evaluation of the proposal plan which will ensure that there is successful development especially based on organizational change. Learning will be identified among workers (Corporate Leadership Council (CLC), p3). 3.5 Impact of the proposed changes Every time an organization engages in implementation of change impact can either be of long term or short term duration. By trying to come up with ideas that will ensure that all personnel in a given organization are all take care on through implementing changes which do not criticized by encourage them to work together so as to improve a firm performance. Impact widely affects operation effectiveness within the organization, both its financial and physical structure and finally its human resource (Corporate Leadership Council (CLC), p1). 3.5.1 Impact on company operation effectiveness Operation effectiveness within an organization is defined as the overall systematic assessment of all activities within an organization. Whenever change is incorporated within an organization, evidently, operation effectiveness is impacted either positively or negatively. Change may be as a result of technology or individual. For instance, with current improved technology operation effectiveness may tend to reduce as personnel tries to adapt and learn how a particular technology is used. Further, training staff on new implemented change may be time consuming and much time would be directed towards it reducing time utilize during normal activities. 3.5.2 Impact on human resource Human resource plays a major role especially during organizational change. Currently, change is known to create wider gaps between human resource and workers. Recently, due to the financial crisis taking charge across the globe many human resources within United Kingdom were down sized so as to withstand pressure being felt (Kotter & Rathgeber, p56). Clearly, impact experienced by human resource is mostly negative since it involves cutting down cost which is a negative effect to employees. Improved technology across Europe has seen most organization in UK replacing employees with machines increasing unemployment levels in the country. 3.5.3 Impact on financial and physical structure Based on financial, it is evident that most organizations worldwide are forced to work within a compressed budget so as to minimize on cost to be used during implementation process (Kotter & Rathgeber, p56). Currently, organizations are widely explaining financial risks involved in their implementation plan so as to secure a strong future. On physical structure, if no proper measures are placed, an organization may either destroy or perfect its physical structure. Physical structure may be destroyed if companies use personnel as bait towards its change implementation through retrenching them. Positively, its physical structure may be redeemed by ensuring proper methods of implementation are implemented. 4.0 Implementation plan 4.1 Purpose This plan is designed as part to meet the following requirements; To comply with all impacts that are brought about by changes Establishing and maintaining a plan which will be effective on long term basis 4.2 Scope of implementation As part to ensure change is implemented, it is essential to define the scope in which implementation will take place. The scope will comprise of entire installation process, through defining of vision, mission and vision. Further, it will also entail understanding of current changes which affects organizations (Kotter & Rathgeber, p56). 4.3 Roles and responsibilities Chief executive: His overall responsibility will ensure that the implemented through maximum execution of services and ideas. 4.3.1 Management representative His agenda entails managing and overseeing implementation process through arranging trainings, assistance and guidance where necessary. 4.3.2 Cross functional teams This team will comprise all representatives from various departments whereby they will organize, supervise, distribute information and co-ordinate its staff for maximum implementation process. 4.3.3 Quality control committee The team will provide quality oversight so as to support change implementation effort. It will constantly meet up with the chief executive so to discuss key issues based on current implementation processes being used by companies in United Kingdom. 5.0 Resourcing implementation For a successful implementation, companies need to ensure that resources are put in place. However, preliminary funding requirements are essential to integrate all resources through identifying and analyzing all present resources. 6.0 Estimated cost/Budget The estimated cost for the whole implementation process will roughly be £ 25, 000 whereby most will be raised from companies’ resources and from sponsorship. Current budget will not be altered rather; it will continue to serve it initial purpose. Organizational Budget for change implementation    EXPENSES  UK£ Total I. SALARIES   1. Staff salaries 1,000 2. Consultants 900 II. IMPLEMENTATION COSTS   1. Research and documentation 5,800 2. Training of management and staff 3,000 3. Requirements /installation process 3,000 5. Printing and publication of materials 2,000 6. workshops/ meetings and discussions 3,000 7. Legislative advocacy 5,000 8. Media training/workshop 2,000  TOTAL £25,000 7.0 Sustainment funding Beyond funding process funding will be achieved by way of installing an appropriate account. It is expected to be minimal so as to cut down on cost so as to avoid the reoccurrence of unexpected expenses. 8.0 Implementation schedule and milestones Target Implementation April 31, 2011 Commencement of implementation process, identifying all required teams. May 1, 2011 Development of an ISO –policy statement a s required by UK government May 2, 2011 Completely installation of all required information and system to assist in the implementation process May 15, 2011 Providing awareness to all employees by way of training June 1, 2011 Completing at least few management review and establishing an effective budget June 15, 2011 Completion of implementation process 9.0 Conclusion Having understood that change is here with us and it is inevitable, organizational management should be prepared in deciding how to handle changes either brought about by external or internal factors. It is evident that failure to effectively implement change within organizations a firm cannot succeed. Each company requires coming up with a strategic plan whose main focus is ensuring that it is able to adapt with constant changes taking place across the globe. Adaptation of these changes requires two aspects that is management of change which entails identifying problem brought about by various changes. The second is that aspect which requires establishing new sets of skills designed to woe customers on how good is a company prepared in using its resources to welcome positive change and shun those which are negative. Before embarking in any organizational change it is essential that problems surrounding it are analyzed and how the implementation process will take place. 10.0 Work cited Bridges, W. 2003. Managing Transitions: Making the Most of Change. Nicholas Brealey Publishing, USA Corporate Leadership Council (CLC), 2001. Change Management Models and Business Applications. Corporate Executive Board, Washington, DC, USA Kotter, J.& Rathgeber, H., 2006. Our Iceberg is Melting. Changing and Succeeding Under any Conditions. Harvard Business School Press, Massachusetts, USA Kotter, J.P, 1999. What Leaders Really Do. Harvard Business School Press, Massachusetts, USA Kotter, J.P, 2002. The Heart of Change. Harvard Business School Press, Massachusetts, USA Kotter, J.P, 2003. Leading Change. Harvard Business School Press, Massachusetts, USA Synnot, B, & Fitzgerald, R., 2007. The Toolbox for Change. Practical Approach, Danjugah Pty, Brisbane, Australia Read More