Rationale for Change - Case Study Example

Rationale for change Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Instructor Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Organizational Change Organizational change is the altering of an organization from within. It is also the difference perceived within a given time or in the outlook of any entity. It is also defined as the understanding of alterations at the widest level within a given organization jointly among its groups and individuals (Kezar & Clearinghouse 2001). Though the definitions above give a view of what organizational change is, the actual organization change is best illustrated through the workforce of a given organization after the participants towards it have gone through radical mental perspective change from their previous manner of some task handling. Since change occurs as the results of joint co-operation of members within an organization, scrutiny of reason behind change is done so that the adapting process can be best approached. Transformational organizational change at present times may occur due the rising demand of the postmodernism we are headed to, under the influence of the fast growing technological world. For change effectiveness to be felt, a specialist is needed to be incorporated in the organizational goal of change. They role in an organisation is giving intellectual guidance on the steps and ways to take during the period of embracing change. They advocate and head implementing change process thus making an organisation welcome change responsiveness that is best required for the progress of any organization and its long term survival among its ever increasing innovative competitors (Ollerhead 2008). Benefits of a Change Specialist Since organizational change momentum is started by the in house managers then the specialist will maintain the momentum during the change assimilation period. This is possible by the use of their skill at change resistance and gaps identification in performance and developing of work and their corrective actions implementation. This helps eliminate barrier to organizational change thus progress is achieved. In addition the specialist play a role in developing sets of achievable goals in the organizational change plans that inclusive of coaching plans, resistance organizational change plans, communications plan and sponsoring road map. The delegation of duties to such as this will ensure that the other managers in other company department are not over burdened by new duties arising from the shift in organizational change thus ensuring their efficiency in their capacity is not compromised(Marcic & Draft 2008) . This will be backed up by the incentives behind their role in enabling mechanism reinforcement that success celebration among the members of the concerned organization. . Questions for change needs It is important for the organization to consider some question when identifying the need for strategic change. Identifying needs for strategic change assist the organization to differentiate what changes are important, those that need immediate effect and those that require to be thoroughly analyzed to be implemented at a future date. Strategic change is mainly about leveraging vision so as to get fundamental aspect of the organization which largely includes organizational culture and direction. Identifying question regarding strategic change is mainly about forging organizational robustness amid environmental pressures. Therefore, identifying question regarding strategic change is an accurate as well as insightful view of current factors affecting an organization which in turn is important in creating a clear vision (Nag and Hambrick 2007.). The first question in regard to change strategy is; what causes organizational change? It is very important for organization to identify the various causes of change. Today globalization and improved technology are considered as the main cause of strategic change. It is important for a company to understand that globalization is here to stay and it is important for organization to reorganize its strategy so as to adapt positive effects of globalization. Changes can also be attributed by both external and internal environmental factors. External factors largely stimulate outside a company causing changes. Internal environment is usually affected by organization management (Nag and Hambrick 2007). Nag and Hambrick (2007) asserts that, the other question that is important is; are the strategic changes necessary within the organization? This question assists the management in understanding what effect with the design changes bring to the organization. It is very important to implement changes that will ensure that overall organizational goals are achieved. Further, it is necessary for design changes to largely shape and anticipate the future through defining various opportunities that will be enacted when these particular changes are enacted. It is important to adapt changes that will largely reengineer various organizational processes. Reengineering focuses on making changes with the main goals of improving productivity substantially, customer satisfaction, quality and efficiency (Ackerman 1997). What is the employees’ perception towards the strategic change? This question will assist an organization management in knowing how its employees would react to a certain change. Normally, employees are quick to resist change but with good training from the management they learn to embrace change. It is very important for the management to communicate with employees before implementing proposed changes. Finally, it is important to know how the strategy change will be implemented. This question will enable the management to understand the various methods that will result to successful implementation of strategic changes(Ackerman 1997). Strategic Objectives Evidently, there are various underlined objectives that are common to any change program within an organization. For positive adaptation of strategic change, an organization requires to formulate their objective so as to enhance positive results (Ackerman 1997). The following will be considered as the main strategic objectives of the designed change program. To remain competitive so that to ensure that the implemented changes will meet the organizational needs so as to meet these environmental changes Ensure that changes made enhances the agency workplace environment so that employees can be able to perform effectively and efficiently thus improving on their provision of services to customer To initiate and develop change programs that will meet clients needs as well as incorporate policies that are largely intended to meet both organizational ad community goals Steps to develop key objectives for a change program There are various steps involved toward the development of key objectives for a change program. Planning Planning ensures that an organization remains relevant even with adaptation of changes so as to continue in its contribution towards its growth and stability. Carry out a comprehensive environmental scan This assists in providing an understanding on how the proposed changes relates to both internal and external environment. This entails performing both a SWOT and PESTLE analysis. Identify various questions, key issues and choices that need to be addressed so as to ensure key objectives for a change program are developed (Amabile 1998). This will enable the organization to set its priorities in terms of importance and time. For proper development of strategic objectives it is very essential to explore issues surrounding priorities as well as identify various critical choices. Redefine organizational values, its mission and vision It is important for organizations to be sure that there is a consensus between strategic objectives for the designed changes and the organizational goals in relation to its mission and vision (Amabile 1998). Develop a shared vision which relate to the developed strategic objectives This will help the organization work with employees towards positive adaptation of desired changes. Further, this is helpful since it will enable both employees and organization to focus on where they want to be at the end of the strategic change period. Widely agree upon key strategies to reach on the goals and objectives so as to enhance successful implementation This step requires looking where the organization is currently in and where it is likely to be in when strategic objectives are implemented (Amabile 1998). It is important to analysis the value, appropriateness, feasibility, timing, cost benefit and acceptability of the designed objectives. Develop a risk management/cost benefit analysis for change and an explanation of the planning process to introduce as well as facilitate a change program This step assist in developing change management project plan which includes communication plans, education plans, resources, timelines and evaluation strategies. Steps in a risk management/cost benefits analysis According to Amabile (1998), cost benefit analysis is an important tool in deciding whether to make a change or not within an organization. It largely involves adding up the values of benefits of the desired course of action and at the same time subtracting cost associated with it. Cost benefit analysis is connected to risk management. Cost Benefit Analysis Cost for applying change management Benefit of applying change management Dedicated resources on a project-for any change to take place there is need for someone to dedicate to employees side of change working on such a project Procurement of tools and methodology to be used in change implementation Purchase of materials to be used by the management during coaching Training time and cost for all parties involved Perspective 1: 3 “people side” ROI factors-higher proficiency and ultimate utilization and faster speed of adaptation Perspective 2: cost avoidance-change that is poorly managed is costly to both the project and organization Perspective 3: risk mitigation- organization, project and individuals are at a risk if change is not properly managed Perspective 4: benefit realization insurance- consider the project value in relation to work done by individual Perspective 5: probability of meeting objectives-changes that are effectively implemented are likely to meet their strategic objectives (Crookall and Schachter 2002). Step in risk management process Planning process to introduce and facilitate a change program It is important for an organization to provide an explanation of planning process to introduce and facilitate a change program (Henry 2001). Document Change control The following document is necessary in change program Version Number Date of Issue Author(s) Brief Description of Change 1.0 12/1/06 Person A Initial plan Change Constraints Its acknowledge the following change constraints Fixed budget is set at $75, 000 Scope is to largely complete basic framework otherwise cost constrain Completion of the change program within six months Change management guidelines and purview The following will be important subject to implementation of positive change management; Primary deliverables Framework components Change management advisor components Secondary deliverables Budget Schedule Scope The change implementation team has duty to interpret requirements within the following areas; Task assignments Quality review specific Specific framework content Estimate of change volume The budgetary impact of change in this program is expected to fall at the range of $300 to $ 600. It is assumed the number of change requested is roughly five. Further, it is estimated that change evaluation will be carried out within six month (Henry 2001). Roles and responsibility The program leader will act as the change manager and his responsibilities include; track and facilitating timely decision regarding various changes, incorporate changes into proper program documents, receive and log change requests, outline several options and recommend various courses of action and priorities for changes (Henry et al .2002). Other individual involved are change evaluators who key responsibility will be evaluating the whole change management process. Change Management Process For each change designed there is need for the following process to be followed. Logging needs to occur in various points within the change process. For instance, after evaluation and decision making process logging takes place though it is not shown in the diagram below. Any change request should be submitted through the change request form where after the change manager will evaluate the change through environmental scan. Evaluation will be carried by change evaluators within two weeks of submission. Con the fourth week change will either be approved or rejected. Within the beginning of the second month, the change manager will update his program documentation for various significant changes only. Based on communication, program team will be notified of changes as well as stakeholders two weeks within the second month. Timeline Action to be taken Timeline Analyzing causes of the desired changes Week 1 Evaluating various reason to carry out this change Week 2 Identifying members to carry out the change management process Week 3 Meeting of all employees involved in the change program Week 5 Collecting of tools involved Week 7 Commencing of the change program Week 8 Submission of reports involved in the change program Week 10 Finalizing of the change program Week 11 Implementation of the change program Week 12 References Ackerman, L. 1997, ‘Development, transition or transformation: the question of change in organisations’ in Van Eynde, D., Hoy, J. and Van Eynde, D. (eds.) Organisation Development Classics.San Francisco: , Jossey Bass Amabile, T. 1998. ‘How to Kill Creativity’ in Henry, J. (ed.) (2001) Creative Management, Open University Business School in association with Sage Publications, London Crookall, P. and Schachter, H. 2002. Changing Management Culture: Models and Strategies, Henry, J. 2001. Creativity and Perception in Management, Sage Publications, London Henry, J. et al .2002. Organising for Innovation, The Open University, Milton Keynes Kezar A. & Clearinghouse E. 2001, Undestanding and facilitating organizational change in the 21st Century: Recent research and Conceptualizations. Jossey-Bass, San Francisco. Marcic D. & Draft R.2008. Understanding Management, Southern –Western Cengage learning, Natorp Boulevard Mason, USA Nag, R. and Hambrick, D. 2007.What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal. Volume 28, Issue 9, pages 935–955, September 2007. Ollerhead D.2008. Maximize Success by engineering the right kind of changes, Journal of Institute Management Services, summer issue available at: http://www.ims-productivity.com/user/custom/journal/2008/Summer/MSJ14Summer2008.pdf Research report for the Government of Canada, October 2002 Read More