The paper 'Implementation of Organizational Change" is a great example of management coursework. According to McFillen et al. (2013), organizational diagnosis is an important task that can be used to create a relationship between change and readiness in an organization by selecting the right directions of change that creates the readiness to accept change in the organization. McFillen et al. (2013) proposed that diagnosis of the causes of problems that an organization is facing can be achieved by neither understanding the systems in terms of areas where the components are nor functioning according to expectations.
In respect to BTS, the main systems that affect the operations in the company include the relationship between the management and the proprietors of the company which is not friendly, employees are not provided with fair treatment in terms of benefits and the product that was initially applied is no longer effective. In addition, McFillen et al. (2013) suggested that the second step of diagnosis is the knowledge of standards to which activities in an organization must conform in order to be considered successful in the accomplishment of the vision of an organization.
In the case of BTS, it is found that the main standards that the company must conform to include: providing employees with benefits and adequate salaries and producing quality woollen and cotton fabrics that create a high demand both locally and internationally initially. Finally, McFillen et al. (2013) stated that the last stage of the diagnostic process must involve determining the solutions that must be applied in order to meet the challenges currently experienced by the organization. The solutions should be in terms of operations strategies and managerial strategies.
This supports the views that were suggested by Hayes (2014) who stated that employees and the proprietors should cooperate and communicate in better terms to reach a solution to the challenges faced by an organization. For example, in the context of BTS, the strategies can involve determining the best strategy for the production of cotton and woollen fabrics that meets the demands of the people in Indonesia and abroad. It also involves employee management strategy such as satisfactory payment system and benefits so that they are motivated, and creating a positive relationship between the Board and the owners of the company. In addition, Barratt-Pugh et al (2013), suggested that the relationship between change and readiness in an organization can be achieved by creating the right culture in the organization so that the employees become ready to accept change.
This is where the HR focuses its strategic approach of leading the change and not eliminating casualties. Similarly, Hayes (2014) explained that readiness for change can be created through cooperation among employees and sharing ideas of change.
This was not the case in BTS because, instead of leading the change, they dismissed some employees as a measure to save on the costs of operations of the company. Barratt-Pugh et al (2013) also suggested that resources in an organization should be used to make the employees ready to accept the new changes in operations and organization of activities. At BTS, resources were conserved and the management risked to invest them on effecting change such as coming up with a new production strategy.
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