Essays on Case Study For Research Report Assignment

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Introduction Organizational change occurs whenever an organization alters its strategies for achieving success and when it makes alterations in its major practices. Organizational change also occurs when the basic nature of the functioning is changed in keeping with corporate goals and strategies. Organizations have to often evolve through different life cycles just as people have to do in order to attain success. Organizational Development (OD) often requires considerable changes to be made during the course of the development process, which is why organizational change has assumed a very important role in the context of organizational culture, leadership and behaviour.

For businesses to grow and survive in a competitive environment it becomes imperative for business leaders to improve upon productivity, customer service and product quality. The business leader of today has a number of choices to bring about positive changes in the organization by using a combination of OD interventions such as Total Quality Management, improvement in Customer Service, team building and restructuring the working systems. This paper will argue that in order to achieve higher levels of motivation and performance by employees, the company will have to restructure the organization of work and performance objectives.

This way the problem of effectively introducing the required cultural and behavioural changes at Scottish Road Network Authority (SRNA) can be resolved in keeping with the company’s plans for strategic restructuring. Problem Identification The problem in the instant case is to introduce the structural changes effectively without adversely impacting the performance of the company and satisfaction and morale of managers and employees. It is essential for senior managers to be genuinely convinced of the advantages arising from the change process.

The changes can be brought about only if the organizational culture can be developed in a way that the transition takes place without any hurdles. The problem becomes more crucial to handle in the light of the present organizational culture within SRNA that is conservative, male dominated and more focussed on hands on execution of work. The senior management of SRNA has been considerably agitated over the sudden plans of bringing about massive structural changes, which they feel will have far reaching adverse consequences amongst staff in adapting to the virtual transformation in their roles.

But the changes are essential in view of the long term objectives of the company to shift its focus only on planning of the road networks instead of continuing with the added functions of road building and maintenance. The problem is to bring about the changes effectively by managing cultural and behavioural changes. Literature Themes or Arguments A common question asked in businesses today pertains to what can be done in making the business live on and grow. The world is changing rapidly with several opportunities and problems arising every day, thus making it extremely difficult to predict the results of decisions and actions taken in executing strategies related to the achievement of business goals.

In adding to the uncertainties are the hundreds of techniques and procedures available in enhancing productivity and customer satisfaction. In reaction to such uncertainties business leaders are often reluctant to take initiatives in fear of making the wrong choices to the detriment of the organization in the long term. According to Beer (1990), some organizations take wrong decisions and are unable to sustain the developmental efforts due to incompatibility of the chosen processes.

Other organizations make efforts in resolving technical problems which may be initially successful but end up with complications related to large number of teams that are unable to implement the organizational changes effectively. The issue in hand is for SRNA to tackle the problems of managing the impending changes effectively by influencing the organizational culture and behavioural patterns amongst the leadership and employees (Koch, 2006).

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