Change Management in an Organization - Case Study Example

Change Management in an Organization Change management is characterized by several aspects and is influenced by many forces that maybe found externally or internally within the organization. One underlying factor though is that from time to time, any organization must undergo some sort of change. More to that at any other level within the organization change management is perhaps the most instrumental since it affects such other factors as decision making (Rogers 2004). By management, we are referring her to any level of leadership that is found within the organization. When this level is restructured, a number of occurrences do take place. We may be able to understand these changes by looking at some of the ways in which they affect the organization, Several theories that attempt to explain and looked into change management will also be looked into The Organization. We need first to understand some of the changes Virgin Blue went through in order to delve into this subject fully. In this study, Virgin Blue will be our case subject of discussion owing to its recent re-structuring. The airline’s main aim of undertaking this expansion seems to have been an attempt to capture the business class market and thus there the introduction of a business class product aimed at attracting corporate travelers by creating what may seem like a customized product for them. With it came the new uniform for cabin crew and ground staff and there were intentions to bring on board another aircraft. From one perspective these may look like ordinary daily changes and acquisitions that an institution is bound to make from time to time while from another angle these might have been complex issues that were deliberated over a long period of time and might not have come with ease. There might have been compromise and sacrifices to be made. This is the complexity of the whole issue of change management has to deal with. In view of the fact that Virgin Blue commands about 10% of the market share, we are able to establish that Virgin Blue underwent just a relatively minimal transition that was more geared towards expansion. However, someone may argue that it wasn’t necessary for the staff uniform to be renewed to enhance this expansion or someone may say that the staff uniform has nothing to do with expansion (Rummler 1999). It is therefore not easy to describe organizational change in one descriptive term. There are many angles from which one may look at and thus the importance of theories and models that attempt to explain these changes. Applying the Teleological Models In Change Management To cope with the changes that are bound to take place, Virgin Blue may adopt the provisions of the Teleological Model. This model holds the view that the process of change is inclusive of other considerations such as purposive planning, informed strategizing reward and incentive mechanisms, continuous analysis and engagement with stakeholders as well as looking at the leadership cluster. At the center of coordinating all these activities is the leader who must be keen and observant to be able to somehow handle all those activities almost simultaneously (Sleeth, Johnston & Wallace 2006). This he does through creation of other subsidiary contributors such as departments and departmental heads who keep their eyes on the ground and consistently give feed back to the leadership. The information gathered assists in the activities mentioned concerning strategizing and restructuring. They therefore contribute greatly to inform a change of any nature in the institution. In the case of Virgin Blue moist of the provisions provided for in the Teleological Model must have been applied before reaching to decision that there is need to change the uniform for example or increase the number of lounges, there must have been ground work that researched and analyzed the importance of these changes. Change Management through Evolutionary Model Evolutionary Model is anchored primarily on the belief that circumstances situations and the environment in general form are the drivers upon which change depends. In other words, they determine the need for change while at the same acting as agents of change (Volberda 2002). The model further argues that people have very little contribution to change and further argues that change happens because circumstances and the environment demands for its occurrence. The model further observes that a change in one arm of the structure affects all other parts of the structure by extension. This model thus lays emphasis on the need to have openness, where openness is taken to be the relationship between the environment and the internal organs of the institution. The arguments raised by these theories are largely at play when one looks at the changes that have been introduced by Virgin Blue. Among the issues that have been said to contribute to the changes introduced by the company is the overall gloomy economic picture and the consumer worries (Vecchio & Applebaum 2005). Looking at it keenly bit can be seen that these are external environmental circumstance that are influencing and determining that there be changes to a particular direction. Here one activity brings about concerns about another and there has to be action taken towards that direction. First, there is the unimpressive economy that leads to consumer concerns and therefore the organization has to restructure to remain relevant and cater for these demands. The institution therefore has to act in consideration of the environment within which it is operating since the impact of external forces cannot be underestimated. Life cycle Models and Change Management. The theory recognizes that an organization undergoes some growth cycle and therefore has the ability to grow and mature as well as experience some moments of decline. It can be simplified by saying that any organization undergoes the process of infancy, which is the moment not so long after its inception and its life takes shape from that moment on. The model introduces an important aspect where it argues that the change is not brought about by people in the organization or recognizes the need for it but rather because it is natural process that the organization has to undergo just like human beings (Hill & Jones 2009). It thus advocates for the introduction of other important enhancers of institutional growth such as training and proper communication. The model observes that to cope in whatever environment the organization is operating from, there must be other supportive factors hence the need for other supplementary like periodical training for employees (Kanter, Stein & Jick 2000). In the context of the change that Virgin Blue is undergoing, it can be said that the acquiring of an extra aircraft is a process growth. It is an expansion plan. That will also bring about the construction of another lounge. Cultural Models First of all the cultural Model acknowledges that there are norms and way of doing things that is characteristic of human beings and on a broad perspective it is applied in an organization. Changes within this way of life is said to be natural and is triggered by the occurrences within and without the normal daily occurrences of these institutions. This model further recognizes that change is not a single instant occurrence but a long-term undertaking that may include an alteration in behaviors, believes and perspectives in an organization. A unique aspect of this theory is that it establishes the symbiotic relationship between organizations (Zammuto & O’Conner 2002). Another perspective to look at this establishment is that organizations do not work in a vacuum but have counterparts and competitor and for them to achieve a given objective, they must put into consideration the role played by each of these instruments. Virgin Blue’s systematic approach to change has a leaf to borrow from this theory. It has been reported that Virgin Blue intends to partner with SkyWest in flying to regional routes. The symbiotic aspect of the cultural model can be looked at in the form of such partnerships and can still be analyzed from the aspect of good decisions that may be made where introducing and implementing change in the institutions may determine the performance of the organization in periods ahead (Turner, Haley & Hallencreutz 2009). This model is greatly relevant in change management modules since it recognizes the ability of the organization to go through certain developmental stages. In recognition of this, organizations should be able to create room for accommodation of this growth rather than wait to be caught unawares. These models are just a small portion of many theories that try to explain how organizations go through the process of change. They may as well attempt o explain why some changes are easily adapted in an organization while others take time to be absorbed yet still others are completely rejected or are hard to be pushed through. This now introduces us to another important aspect that is important in change management which is the need to establish what kind of change is important at any one given stage. Ideally, organizational change may occur at four levels. There is the Process Change, which focuses on the ability of the business to re-engineer themselves or what is called the Business Re-engineering Process (BRP).There is also the System Change which focuses on the procedures that have been put in place to assist in the overall achievement of the company’s objectives in one way or the other. These procedures may include finance systems, the communications systems, and the human resource systems and so on. The nature of change that is carried out through an adjustment of the system may affect the whole operation of the institution or may have partial implications. There is also the structural type of change that is primarily concerned with the outline that encircles existence of organizations. Organizations are formed out of conscious consensus by people who share common goals. When these structures come together, they change the operating rules of the environment they are set up in by introducing new ideologies and even by bringing in competition. The other type of change is the organizational change that now incorporates all other changes since they have to take place within a given set of framework. Organizational change has components such as culture and relationships that it picks from its environment of operation (Hill & Jones 2009). With this backdrop in mind, we can be able to propose the most effective nature of change that can be adopted by Virgin Blue. Owing to the changing nature of its business and in order to be able to keep up with emerging trends, Virgin Blue needs to adopt the Process Change. The process change is from a wider scope incorporative of many aspects the most fundamental l o them being periodical reengineering and restructuring by following some smooth transitional mechanism. Strategies of Change Communication. Whatever changes the organization may seek to impose, there must be deliberate and focused communication that gives guidance to the as to how these changes will be implemented. For instance, one a decision has been made that there will be an additional carrier to the company’s record, all the relevant stake holders must be informed so that each one of them knows who plays what role , where and in what manner. Communication must not be interpreted to mean giving directions or orders in a dictating, manner. It is in two ways where it may be posed as an idea that the organization seeks to undertake a particular structural change and then invite comments, suggestions and views from al the stakeholder. Although all the suggestions given might mot be reflected in the final outcome of the changed structure, it will have achieved some sense of improvement from these ideas (Trahant & Burke 2001. Planning. Change, even at an individual level, calls for planning. requires some sense of planning. Changing that may be undertaken without plans is likely to hamper operations and it will not bring out the expected results. Depending on the strength and the impact that is accepted out of the change of some plan, the organization will require some sort of planning. By introducing an new business class cabin, the airline must be able to stipulate well in advance beforehand how this business class would look like, what distinguishes it from all other cabins and so on, This kind of planning will ensure that inconveniences that may arise as a result of the change do are dealt with appropriately. Planning is a key strategy of change as it highlights the strengths and weaknesses of the system you seek to put in place (Hill & Jones 2009). Research By research in this context we mean that there must be gathering and analyzing of information that pertains to the change that we seek to implement. This is the section that deals with such issues as establishing whether indeed the change is important. who needs it, how it is needed how it is to be packaged . The importance of research in effecting change of any kind cannot be undermined. Failure to conduct comprehensive and detailed research may actually lead to losses for the organization, In the case of Virgin Atlantic, the decision to introduce a new business cabin must have been preceded by the realization that there was a vacuum or a deficiency in provision of services to the business travelers. Further, research is used to obtain customer sentiments about a product. Virgin Blue’s decision to alter their uniform must have stemmed from somewhere. They must have been informed by such a study. For an organization to invest so heavily as invoke the services of a world class designer, there must have been a certain degree of conviction that indeed the project was a credible venture. This underlines the importance of research instituting change in an organization (Johns 2003). Counter Culture It is almost common knowledge that change is not necessarily the assist processes in an organization. Most often, change will be met with sentiments both positive and negative from employees,, the leadership and all the other stake holders almost in equal measure..In view of this the agents that have been given the responsibility to effect the changes must be able to come up with ways of countering the attitude that would bring impossibilities into this culture. In most cases, this attitude comes from looking at the way things have always been done thus failing too see how the effect of the changes that are being implemented. Bringing down a culture is never easy for a community and it is neither easier in organization given that these cultures are born out of several years of practice within the organization (Van Buren &Werner 2009). One of the most effective ways of dealing with resistive culture is by highlighting the advantages the changes to be implemented would bring. However, there cannot be said to exist a definite way of dealing with pessimistic effects, but they must not be let to their own free devices since they may bring in negative contribution. As we have established, effecting change in an organization may not always be an easy task and with all the above strategies mangers tasked with the responsibility of effecting these changes may still face some challenges. which may include Competition. Completion will come to play in this subject in many ways. The most threaten technique through which it will establish itself is by the role that other airlines have to play in regard to this issue. There is no doubt that this is not an entirely new category that the airliner is introducing in the market. There have been other providers who have been there perhaps even for a longer time. This then translates into the fact that a good number of would be customers of Virgin Blue might have tasted the services of the other airliner and might thus be adamant to cheek out a new entrant. In addition, how well the competitor has been doing his business might will also determine whether Virgin becomes an equal player. The managers must therefore come up with ways of ensuring that the airliner is equal to the task Inexperience It has been clearly outlined that this is a new class that the carries intends to introduce.This, in essence, means that although the carrier is highly experienced in flight matters , it has not handled a cabin that has been customary designed for the business class. In this case it might not be experienced in the likes and dislikes of thus class of people and there fore there may not be a clear way of handling them until the crew learns the rules of the game. One may argue that research must have indicate what the preference of the people in this category are but in must be noted that while theoretically that might seem adequate the applicability is even a greater challenge, In this regard, a competitor air line that has dealt with this caliber of travelers before will no doubt have an upper hand. Challenge of specialization Businesses have adopted methods of coping in a rather completive world. This has seen the emergence of businesses that concentrate their efforts in particular field despite there being opportunities of divergence. Virgin Blue may suffer from lack of such specialization since it is already well known for its other provisions. Businesses that specialize in one area of trader are known to win customer confidence faster because of their ability to invest thoroughly in what they do best. Virgin Blue will thus have a huge task of detaching customers from such competitors into their fold. While these challenges may not seem to provide such a big threat to a well established and well-to-do airliner, it must be taken into account that sometimes it doesn’t take much efforts to bring down a great venture. .It then becomes important for the managers and other agents who have been tasked with the responsibility of effecting these changes to come up with ways that will help them effect these changes manageably. Some of these ways may be: Staffing and Scheduling Virgin Blue seems ready to fluey out with their new aircraft and new business class and even new uniform for the staff. However, it must be put into consideration that the new aircraft may bring up new technical challenges that the crew may not be conversant with. This means that a program must be put in place where crew members will be trained in handling this new machine. At the same time, the changes being effected must not bring about the issues of understaffing which may in turn affect the schedules of other aero planes The managers must thus come up with ways of dealing with the challenges presented by this new venture. This calls for creativity and leadership to be able to effect this change. We may now deal with some of the ways that maybe used to counter the challenges presented by this structural change. Advertising The organization must use resources to ensure that the public which is the main target for this venture is well aware of the introduction of such a service. The company can undertake to advertise to create public awareness on the matter. If it remains safeguarded for a selected few who may obtain information through a small medium, the venture may not realize the profitability anticipated by its initiation. Advertising is known to lift up small business undertakings to great heights and virgin Blue may use its financial muscle to utilize the media and other available forums to popularize this venture Training It is not debatable that the crew must receive training to be able to handle clients who travel in this class. Business people are very particular about first time impressions and the services they get at Virgin Blue will determine whether they spread a positive or negative ord about. Therefore the clue must be very articulate in handling these executives. Conclusion The above demonstration of the relationship of change management models and their application cements their importance and contribution to a business. Change agents must thus understand them to be able to apply and reap from their application. References Hill, C & Jones, G 2009, Strategic Management Theory: An integrated Approach, Cengage Learning, New York. Johns, G. 2003, Organizational behavior: understanding life at work, Foresman & Company, Glenview, IL, Chapter 17. Kanter, R.M., Stein, B.A. & Jick, T.D. 2000, The challenge of organizational change, The Free Press, New York, Chapter 6, 10. Rogers, W. R. & Byham, W.C 2004, Diagnosing organizational cultures for realignment The Guilford Press, New York, pp. 179-209. Rummler, G. 1999,In search of the holy, Training & Development, pp. 26-32. Sleeth, R., Johnston, G. & Wallace, R. 2006, The effective leader as a link between tasks and people , Advanced Management Journal, pp. 16-2 Trahant, W. & Burke, W. 2001, Creating a change reaction: how understanding organizational dynamics can ease re-engineering, National Productivity Review Journal, Vol. 15 Turner, D, Haley, H & Hallencreutz, 2009, Towards a global Definition of Best Practice in Change Management, The International Journal of Knowledge, Culture & Change Management, vol 9, No 8, pp. 123-139 Van Buren, M.E & Werner, J.M. 2009, High performance work systems, Business and Economic Review, Vol. 43 No. 1, pp. 15-23. Vecchio, RP. & Appelbaum, S.H 2005, Managing Organizational Behavior, Dryden, Toronto, Chapters 10, 19. Volberda, H.W 2002, Organizational flexibility change and preservation: A Flexibility Audit & Redesign Model, Wolters - Noordhoff, Chapter 3, 4, 6. Zammuto, R. & O’Conner, E.J. 2002, Gaining advanced manufacturing technologies bene- fits: the role of organizational design and culture”, Academy of Management Review Journal,Vol. 17 No. 4, pp. 701-28. Read More