Excessive Change, Change Intervention - Assignment Example

of Business Assignment Question 5 Dislikes of change, many employees in an organization are faced with the challenge resisting the proposed course of action because of poor managerial change framework. The employees enlightened by the management by being appealed to their sense of adventure and love challenge. The management can take the initiative of training the employees for quality and efficient responses. Discomfort with uncertainty of employees should be alleviated in a formal manner. The management should have an organizational framework of doing things in a formal manner like status, autonomy, membership of friendship networks, and security. Therefore, proposed change should not threaten such interests. In situations where there is perceived negative effects on interests, the management should evaluate congruence between the different components of the organizations that has led to the breach of interests. First there is establishing a method identifying the symptoms of negative effects. By utilizing the Bolman and Deal framework under the human resource frame, the management can easily know what befits the organization during and after a decision making process (Werkman, 2009). Attachment to established culture or ways of doing things should is to be alleviated by cross-cultural mingling of employees as long as the objectives of the organization are met. The presence of a cultural web is paramount situations like beliefs, values and artifacts, and finally the degree of attachment of existing culture. Perceived breach of psychological contract should be solved amicably through a high degree of consensus between affected parties in terms of trust, loyalty, and recognition. The proposed change must in harmony with these key elements of personal compacts. Next is lack of conviction that change is needed is countered by assuring the employees that they would be rewarded for their efforts. The strategy is to be in tandem with commitment to specific courses. Lack of clarity as to what is expected needs that there should be way in which there is repetition of the message to the employees. Lack of clarity arises from the fact that responsibilities of a position are too vague. Consequently, job description is required and there should be organizational flexibility. This is to enable the management to diagnose formal and informal differentiation and integration of tasks within the organization. Belief that the proposed specific change is inappropriate can emanate from the notion that the staff have little work or are either overloaded with work therefore the capacity to serve is also impaired thereby see no need for change. Belief that the timing is wrong, all stake holders are to be called and assured of the strong sense of urgency shared with the rest of the company and to emphasize continuous improvement. “Excessive change” cannot be substantiated therefore the senior management needs just to give direction of the particular change being initiated. Should ensure management mobilizes all the relevant parties on board and the change does not necessarily to be large. Cumulative effect of other changes in one’s life is only countered if the morale is high in the organization’s employees. Also the management should ensure a two way of communication that reaches all levels of management in the organization for the employee to communicate ho they feel about the change irrespective of what transpires in their lives. Perceived clash with ethics is to be avoided as it works against the objective of the organization. There should the organization ethical framework that should be respected at all costs. Reaction to the experience of previous changes, if the organization had previously implemented major changes in the recent past and went on smoothly then it is on the right path of progression. However, if there was legacy of anger and resentment, acknowledgment of equivocal success is to be expected in any attempts to initiate change. Disagreement in the way in which change is being managed is always to be resolved through regular communication within the organization. Question 6: Change Intervention. A small scale the food store business in the neighbor hood was trying to enter into a franchise business. They were of the idea that they would reap more be profits if they turned their business into a franchise business. The meeting is held in the neighborhood’s social hall during the weekends so that all people are present on 16th December, 2012. The attendants are to be told how the business entails a greater amount of input in terms of sales turnover, financial pool, and number of employees. Chain food store business is to operate in such a way that the franchise operates under a franchisor’s trade name and is identified as member of a select group of dealers that engage in the franchisor’s business. The founding members are to pool their resources thus the bringing together of these resources forms the basis for inviting other serious investors as the project proves objective in all the spheres. With business showing eminent prospects of growth venture capitalists came on board. The firm is to kick start its operations when venture capitalists invest their money in the business since it is a riskier business investment. This was because the use of venture capital will keep them afloat until they had real breakthrough as this approach will lower the overall risk in plunging in food chain business The franchise ordinarily pays an initial fee or lump sum price for the franchise license. This fee is separate from the various products that the franchisee purchases from the franchisor. In most instances the franchisor receives a stated percentage amount of the annual sales volume of the business done by the franchise. Also the franchisee is in the agreement is to pay a percentage of the franchisor’s advertising costs and certain administrative expenses incurred. The franchisor determines the territory to be served by food business firm. The firm has certain exclusive rights to operate in a certain geographic area. Periodic inspection is done to ensure quality standards are met because the franchisor has the legitimate interest in quality of services. A franchisor can suggest the retail prices of services but cannot mandate them. By structuring the meeting in this objective and result oriented analysis many people were of the opinion to attend. This is because more ideas are laid on the table so that people can have their say on them thus an interactive meeting. All people are to be engaged in the meeting by subdividing the opinions among all levels of people. A representative sample of people is ensured by the incorporating use of social networks, emails, brochures, internet, and finally seminars in schools so that all involved stake holders are captured. Data is gathered through observation, interviews, surveys, and lastly analysis of performance. Each of these techniques is perceived as an intervention in itself. Using the appreciative inquiry technique of discovering of what is being practiced currently that is best in life, having a dream for the food business to turn into a franchise, designing and co-construction through collective dialogue, and finally sustaining the food chain’s destiny. Using the most up to date technology the message of large-scale is squarely driven home. The new issues emerging as a large scale intervention agent is that most of the people are resisted to change. They perceive change as hard to swallow because of blocked relationship patterns due to their non-rational reactions. Common reasons for resistance are; parochial self interests; lack of trust and misunderstanding; difference in assessment; low tolerance to change due to the fear of meeting the new demands of upgraded skills and behavior when the business becomes a franchise. However, this can be countered through communication and education, involvement and participation, support, agreement and negotiation, and finally co-optation and manipulation. 7. The Vision "Wow" Factor According to Van den Steen (2005, pg.2), Motorola; "Our history is rich. Our future is dynamic. We are Motorola and the spirit of invention is what drives us." Toyota; "To become the most successful and respected lift truck company in the U.S. Avon Products; "To be the company that best understands and satisfies the product, service and self-fulfillment needs of women - globally." Krafts food; “Helping People Around the World Eat and Live Better." DHL; Customers trust DHL as the preferred global express and logistics partner, leading the industry in terms of quality, profitability and market share.”  The two different frameworks all tend to give a unique definition of a visions statement. Duke (2005, 33) is aspirational, compelling and directional thus giving a futuristic image of the statement. The Scott-Morgan (2001, 53) is aspirational, inspirational, and finally perspirational to provide a give clear cognitive and affective organizational future ideal component of the vision statement. All the vision statements are short, vivid, inspiring, concise, and they are free from any jargon or complicating words. This is because they provide a broad and inspirational image of the future thus incorporating the ‘wow’ factor in it. As a result they try to create the image of the future we are trying to create in tandem with the company’s aims and objectives. Most of the successful statements are engaging, memorable, powerful and compelling.       8.   Vision and Organizational Change A company like the BMSI Holdings Inc. is undergoing organizational change so as to closely align Matterhorn Services agency and the business operations within the Banclsure program. Besides increasing the synergies throughout the Banclnsure Program, the changes will pave way for improved integration between the company’s customer service activities, underwriting, and excellence in operations. Vision is a strong belief focused on the right course of action and it also shows that managers need to be visionary with their organizations. This is because vision is the most vital component when being faced high uncertainties and actions are hard to contract on (Van den Steen, 2005). According to Van den Steen (2005, pg.12), a manager who is in possession of strong beliefs about the correct course of action will attract through sorting in the labor market employees who have similar beliefs. Also, the employees need to share a vision for the future that is entrenched in its philosophy, goals, values, and mission. This type shared vision enables the organization to differentiate itself from other organization their field of expertise. For this to be attained there must be top level commitment in all parties involved. The concept of organizational change and process as seen through an individual’s perception of clarity of vision and execution effectiveness are significantly related to vital individual affective outcomes. Besides, when change is perceived as appropriate and well executed clarity of vision plays a minimal role in influencing the affective outcomes (satisfaction of jobs, and turnover intentions). Any success associated with change is hinged on the picture of desirable future. Vision provides a sense of enduring purpose and a corporate sense of being. This is because without any sensible vision the efforts of change can dissolve into an array of confusing projects that will take the organization in the wrong path. Therefore, vision should be easy to communicate thus the tone of the article being positive. Through vision change can be successful because it gives an explanatory variable for understanding. In, summary any organization must have vision in order to attain change (Machiavelli, 2009). 9. Restructuring The information needed in any restructuring program of any organization include the human systems and the structure of the system includes beliefs, world views, and the mental models of their members and leaders. Restructuring involves simplifying the organizational structure by eliminating divisions, departments, and downsizing employees to manageable operating costs. Moreover, innovation is needed to successfully utilize skills to create new services, goods and technologies. It is therefore is required re advisable to continually change the organizational learning so as to stay afloat in the current business world. A non-threatening, and a performance appraisal process that focuses on development is a good tool when an organization undergoes organizational restructuring. The information needs to be acquired in a formal manner without any hitches. The information is to be objectively focused on the change strategy being proposed. The information is to be acquired from the leader of the organization as it will give a broader picture of what happens in the organization. The information is to be acquired individually through an email as communication is easy with regard to usage of email. The best source of media is media materials that coveys the message to a particular group that is concerned. It involves the use of news releases, brochures, and fact sheets distributed through e-mail, fax, and handouts. The worst form of media communication is use of traditional and non-journalistic oriented media communication. As a manager of change use of these insights in terms of forming a media communications strategy is done with the help of various tools like; speakers bureaus which utilizes the best speakers; publications for the right audiences; special events; media events through news and press conferences; and finally professionally produced materials for social marketing. 10. Toxic Handlers When I was on attachment on design firm that used to work on behalf of the clients had its share of problems until the emergence of a toxic handler. The project manager was that kind a person who was always dictating to other people to do the most perfect designs though sometimes it was not appealing to the customers. This was always present whenever we went for onsite jobs. He would bark orders to the employees, hurrying everybody, and openly criticizing those who made mistakes. This went on for a period of 9 months as customer started complaining of being forced to accept certain designs for their homes. It took the intervention of the CEO to restore customer satisfaction. This took approximately 4 months to restore customer loyalty. He allowed the affected customers to avail their complains to him thus bearing the brunt of poor customer relations by the project manager. He listened emphatically for their needs there by giving solutions to them a task specifically for the project manager. By customers going to him personally their problems were solved thus ensuring customer confidence when narrating about their ordeals. This led to burn out and development of ulcers as the CEO worked for long hours in addition to what he was supposed to work. This somehow affected the internal management of the design firm until the project manager was fired for exhibiting indecent behavior to several clients. It was from this point that the situation returned to normal. 11. Productive Failure Every organization has to under go change as it is the norm in the modern world. Organizational change is the reaction to the ever changing environment, besides being a response to a current crisis situation. Failure in our organization change was attributed to various factors. Firstly it requires sufficient capabilities of management and if they fail it also leads to organizational failure. Also failure in change may be triggered by an unprogressive manager. The organization did not consider the reasons for change, internal situation, and the external environment before deciding on the factors to change. The organizational change did not include a proper strategy, culture, vision, system and the style of production. This was as a result of the organizational change not following the systematic view point required. There is failure of change if the restraining force is greater than the driving force of the organization. Therefore, it is recommended to ensure that the driving force is greater. In summary, failure of change is caused by; insufficient readiness to attain change, lacking systematic plan for organization change, fast expectation of solutions, focusing on change activity instead of results, poor management with regard to change process, and lastly mismatch between the change plan and context of the organization (Werkman, 2009). 12. Change Leader Skills appropriate for a leader of change in a modern organization include; ability to make rational decisions; should have the right attitude to oversee the change process up to completion; appropriate knowledge by being a seasoned agent of change and to also bring expertise if required to bring credibility; necessary skills both analytical skills and team building skills; able to look deeply for candidates for change; should be visionary; able to build networks and coalitions. All the above skills can be cultivated through learning, leadership training, attending conferences on proper leadership on organization change, being a team player and motivator in anything you do for your organization. Although I may posses the following skills improvement is needed through; effective communication; emotional intelligence; having desirable vision; reliable toxic handler; and a leader with confidence. Improvement of skills can be attained through; Conduction of a change skills inventory to determine my leadership change skills gap and knowledge; Building knowledge of the process of change process, and enhancing their skills; Integrating organizational change skills into performance expectations and leadership development programs; Supplementing existing skills and internal change of knowledge with appropriate external support. Reference List Machiavelli, N. (2009, July 2). National Defense University. Retrieved January 3, 2013, from Vision and the Management of Change.: http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/intro.html Van den Steen, E. (2005). Organizational Belief and Managerial Vision. Journal of Law Economics and Organization , 21 (1), 256-283. Werkman, R. A. (2009, April 22). Retrieved January 4, 2013, from Understanding Failure to Change: A Pluralistic Approach and Five Pattrens: http://www.onderzoekenadvies.org/wp-content/uploads/2010/01/understanding-failure-to-change.pdf Read More