MANAGING ORGANISATIONAL CHANGE - Essay Example

Managing Organization Change Managing Organization Change SuHu Group has managers and employees who have organizational contradictions since 2008. This has been affecting the company a great deal. The underlying problems are within national and organizational differences. The managers and employees have politicized the organization and in co-operated their emotions in running the company. It is during the integration process that each segment began looking after their interests (Fiegener 2005, p. 36). The merging firms didn’t want to agree with each other and hence wanted to embrace their own agenda.

The employees were not certain of their jobs because of the problems that they were facing. The political disputes and culturally differences need to be resolved in order to bring organizational change. Main issues included acceptance of certain designs in some countries, and the question of which design was better than the other. To solve the problem of culture, there was need to learn different cultures of people in their export countries. This would avoid misunderstanding and conflicts between managers who come from different backgrounds.

It was necessary to manage the acquired units in a consistent way in order to bring change in the SuHu Group. Areas of management would include financial control, managing fixed assets, managing costs and profits, taxes, record keeping and employees (Fiegener 2005, p. 37). SuHu Group needed to make products that adjusted to different markets. This would reduce culturally conflicts and eventually avoid problems of deciding which design was better. As SuHu Group continued to do acquisition, it needed change in order to curb the problems it was facing.

Managing an organization change is often a complex task, one that is better undertaken with a participative style of management. A participative style of management is one in which the company involves others in decision making (Fiegener 2005, p. 38). There are a number of advantages for using a participative management style when a company is growing by acquisition. First, the complexity of acquisition and managing change increases the information-process demands on a company. Involving the other managers of SuHu Group in the decision making process is a way of reducing these demands.

Second, highly trained managers and employees are an important resource for coming up with news to tackle current problems. Third, if the employees at SuHu Group will be involved in making decisions, they will be motivated to implement the decided course of action. A participative management style will enhance job satisfaction. Establish a Team Spirit There is a need at SuHu Group to promote a team spirit where everyone in the organization is made to believe that they “are in this thing together” (Fiegener 2005, p. 39). This will apply to all managers and employees.

Great things will be achieved when people work together. Communicate with Employees Communication problems had to be resolved in order to enhance loyalty. Lack of communication was interpreted by employees as not caring. Open and frequent communication with employees builds trust and diminishes fear. Often the fear of change associated with firm acquisition is worse. This is what happened to employees at SuHu Group. References Fiegener, M 2005, The Management of SuHu Group, Enterpreneurship: Theory & Practice, 25(3), 34-38.