Essays on Making Sense of Change Management Case Study

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The paper "Making Sense of Change Management" is a perfect example of a Management Case Study. At the macro level, several key problems exist for the organization because of its outdated and under-designed policies. The issues create unnecessary debt for the organization, and cannot allow it to implement changes. Again, the organization lacks strategic planning and design capacities (NOGO Railroad, n.d). Imperatively, the duplication of roles and responsibilities has resulted in strategic problems. Essentially two problems arise because of these macro issues Inadequate communication with train operators because of geographical location Outdated contracts with the employees, especially the telegraph operators, which has reduced role capability and responsibility structure.

Again, the organization lacks competitors from the macro environment, and as such, it is not keen on modernizing its operations, and other aspects. Micro Level At the micro-level, the HR practices at the organization are the biggest problems because the organization lacks a Human Resources structure. The strategic HR functions in a workplace are essential because they include HR practices that fit into the structure of an organization, its planning and mission, and vision. Because of the lack of an effective HR structure, there are no recruitment procedures, no specific job descriptions.

The implication is that the organization lacks formal policies, design of authority, and a mechanism to review skills before one gets promoted (NOGO Railroad, n.d). Additionally, employees, managers, and leaders are not trained because the organization lacks a comprehensive training program. Secondly, the performance of the employee is poor because of featherbedding as related employees lower their output to ensure that they have jobs. Therefore, the two macro problems in the organization are The Micro Problems at the Organisation Include Favoritism is displayed where employees are hired not based on meritocracy, but on other considerations like physical conditions.

For instance, Dave is promoted to the position of communication manager partly because of his physical condition and not solely on experience and education. Featherbedding is rife in the organization because of nepotism. NOGO Company has historically been employing related people and these employees deliberately lower their output to ensure that their relatives do not lose employment. Other internal problems include nepotism, internal politics, informal communication and structures, and poor contractual engagements like in the communication department where women are not supposed to work directly with communication and train crews. Causes As outlined, NOGO Rail Company does not have competition in the regions that it has operations.

Consequently, most of the problems are internally generated because of poor management approaches and no interest in organizational development and change processes. It seems that the management is happy with the status quo and not keen on pursuing market and performance-driven strategies, especially in its planning and human resource activities. The main causes of problems at the company include having excess human resources because of poor HR practices due to a non-existent HR policy.

The excess employees result from bad HR practices like nepotism, featherbedding, favoritism, and nepotism. Secondly, the resistance to change is a huge cause of the situation at the organization. For instance, the position of a fireman is not necessary because of the change in engine technology.

References

Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the

models, tools and techniques of organizational change. Kogan Page Publishers.

CASE: THE NOGO RAILROAD (n.d). Organization Renewal: The Challenge of Change

Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational

leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958.

Poell, R. F., & Van Der Krogt, F. J. (2014). The role of human resource development in

organizational change: Professional development strategies of employees, managers and HRD practitioners. In International handbook of research in professional and practice-based learning (pp. 1043-1070). Springer Netherlands.

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