The paper "Waste Management at Greener Telco" is an outstanding example of a management case study. This report identifies the main issues that Greener Telco faces as it tries to implement environment-friendly practices in the context of its organisational culture that comprises a workforce that does not value environmental objectives. Moreover, Greener Telco has management that does not know how to institute the changes that different stakeholders are advocating for. Possible interventions to resolve the issues identified include identifying managers who have the right attitudes and beliefs to drive the desired change. Once the managers are identified, they would have the choice to work with Kotter’ s eight steps model of change or Lewin’ s three-phase model of change.
This report recommends Kotter’ s model based on the model’ s detailed step-by-step approach to change management. Problem Identification and Analysis Greener Telco is faced with expectations from the government and other stakeholders to embrace environmentally-friendly practices. The board of directors expects the company’ s executives to encourage employees to adopt environmentally-friendly practices. However, a survey conducted among employees indicates that the employees do not attach much value to environmental objectives, and even more serious is that they do not know how they can reduce, recycle or re-use the waste generated in the company.
Arguably, the greatest problem facing Greener Telco relates to introducing changes into an already established routine. In other words, the employees are expected to embrace the reduce-reuse-recycle strategy, yet that is not what they are used to. Additionally, there is another issue that relates to how the management of Greener Telco will guide, integrate, motivate and supervise the change process. According to Keller and Aiken (2008), both management and employees’ attitudes need changing if a new desired state in an organisation is to be attained.
In the case study, for instance, the management cannot advocate for environment-friendly practices if they do not understand or employ such practices (Keller & Aiken, 2008). The management team, therefore, needs to champion for change, and to do that, the members would first need to buy into the idea that environment-friendly practices are necessary for the organisation (Ajmal, Farooq, Sajid & Awan, 2013). Notably, the management at Greener Telco has a responsibility to initiate change by developing the necessary mindset among employees; offering leadership; having knowledge about the issues and opportunities that may arise during change management, and involving stakeholders (particularly the employees) for purposes of building commitment.
Moreover, the management has a facilitating role, which involves working with individual employees, teams and networks. Finally, the management has an implementing role, where the members are required to plan and manage the change process; keep employees focused and motivated; monitor and evaluate the progress of change; and persevere until the desired change effects are attained (Warrick, 2009). Statement of the Key Problems/ Issues Based on the foregoing section, the main problems or issues that Greener Telco faces include an unknowledgeable workforce that has no idea about environment-friendly practices and a management team that does not know how to institute the changes that different stakeholders are advocating for. Evaluation of Alternative Solutions According to Miller (2002), the executives’ (in this context the management’ s) successful behaviours towards change depend on two factors: their adaptability to change on an individual level and their beliefs about change.
Any successful change at Greener Telco will, therefore, occur only if the management team is adaptable to the proposed environmental changes and believes that the change is necessary.
Therefore, based on the foregoing argument, whoever is charged with enforcing the relevant changes at Greener Telco needs to bring together a team of managers whose adaptability to change is not in doubt. According to Miller (2002), such managers can be identified through their optimism, self-assuredness, innovativeness, collaborative behaviours, proactive nature and sense of purpose. The beliefs that managers have are also essential when choosing the people to lead change initiatives in an organisation.
According to Miller (2002), some managers believe that making people understand the logic behind the proposed change will make them more willing participants. Another category of managers holds the belief that powerful communication will inspire change while yet another category believes that people are unwilling, unable and not ready to change. The former group of managers believe that change can only occur if a detailed change plan is designed and followed. Finally, Miller (2002) indicates that some change leaders believe that people are not always ready, able or willing to change, hence making leaders invest more time and resources in inspiring commitment among the targeted people.
At Greener Telco, identifying the change champions in the management will require the leaders to identify the set of attributes and beliefs that are most desirable for pushing the environment-friendliness change initiative and then train the identified people appropriately.