Essays on Organizational Change Management in Quantum Bank Case Study

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The paper   “ Organizational Change Management in Quantum Bank” is a comprehensive example of the case study on management. Organizational change management (OCM) is an essential framework and effort that arise to realign the organization structure, respond to the effects of new business processes and cultural changes in an enterprise. OCM centrally focuses on people within the organization by applying a systematic approach to promote new relations, behaviors, skills, setting new expectations, and proactive communication. OCM is geared forward by specific objectives to facilitate the right information and promote a higher likelihood of stakeholders to buy in despite the initial discomfort associated with such a change.

This report covers a case study involving Quantum Bank and how it took OCM. It will illustrate some aspects that facilitate a successful OCM as highlighted by Rouse (2014). There are five core aspects that should be reflected by the OCM strategy. First, stakeholders should agree on a common purpose or vision for change and separate it from competing initiatives. Secondly, to communicate the vision, strong executive leadership is an essential part of the process to sell the business case.

Thirdly, a strategy should e set t educate employees about the changes to be effected in day-to-day operations. Fourthly, concrete monitoring and evaluation are necessary too, with follow-up plans to measure the success of change and address unsuccessful issues. Lastly, the strategy should reflect reward in terms of monetary and social outcomes to encourage individuals or groups to own new roles and responsibilities. 2.0 Case SummaryQuantum Bank Inc. is an American-based bank with branches throughout the southeast of the U. S. In 1999, Quantum launched its Website to offer its customers an opportunity to check account balances, obtain various services and information and send questions using emails as well as link a variety of useful information.

Majorly, its desire to revolutionize its services was a proactive attempt to face competition in the industry. In turn, the case focuses on roles and responsibilities, training and communications plans as well as continued evaluation and coordination of change activities.

References

Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381-398.

Buchanan, D. (2013). Getting the story straight: Illusions and delusions in the organizational change process. Tamara Journal for Critical Organization Inquiry,2(4).

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Hendy, J., & Barlow, J. (2012). The role of the organizational champion in achieving health system change. Social Science & Medicine, 74(3), 348-355.

Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 1-13.

Mantere, S., Schildt, H. A., & Sillince, J. A. (2012). Reversal of strategic change. Academy of Management Journal, 55(1), 172-196.

Rouse, M. (2014). Organizational change management (OCM). TechTarget. Accessed [25 April 2015] from http://searchcio.techtarget.com/definition/

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