Essays on Problem Statement for BTS and It Resembles Deep Structure by Gersick Assignment

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The paper "Problem Statement for BTS and It Resembles Deep Structure by Gersick " is a perfect example of a management assignment.   Leading organization change is an important aspect since it helps to implement the change that can improve the performance of an organization. However, when implementing any form of change in an organization requires intensive research and consultation so that the stakeholders can understand the need of implementing the change and this will improve their performance (Daily and Browning, 2014). In this research, therefore, the case study will be analyzed to determine how the change was being implemented and the factors that lead to effective and ineffective change implementation. Assumptions from the case study The problems that were experienced in implementing the change in the organization were caused by the assumptions that were made.

The first assumption that was made by the new management team is that they assumed that being the successors of the business they can make any decisions of the organization. This affected the quality of decisions made (Olson & Eoyang 2001). The other assumption is that change can be implemented anyhow without following the change management process.

The other change is that they assumed that the management information systems applied were understood by all employees. On the other hand, the other assumption that was made is that applying technology can help to improve the quality of the products and reduce the cost of operations. They also assumed that BTS had a good reputation and in this way, they can beat competitors always (Cameron & Green 2012). Finally, they assumed that even if they don’ t consult the stakeholders they can embrace the change in the organization.

This led to serious problems because the stakeholders were not consulted and in the process, they ended up opposing the change causing the conflicts leading to a downgrading of the value of the company and its products and the change was not implemented successfully. The happening between growth and change in BTS In the case study, growth and change have experienced problems with the new management. When an organization grows or plans for growth opportunities, it is important to consider some important issues that help to implement the change effectively.

In the first place, the successors want to increase the growth of the business by manufacturing low-cost products for export. This is because the organization has a good reputation in the domestic market and it is high time that they should expand the business operations to the international market. However, growth should be planned carefully so that the resources of the organization cannot be misused. In this case, the new management team had good plans to expand the business operations by manufacturing cotton products to export (Armenakis et al 1993).

However, this growth was associated with some change. It is therefore important that the management should have considered the change management strategies to apply to ensure that the stakeholders support the initiative. Despite the growth plans developed by the new management team, the board of directors was not involved in the decision making hence they did not understand the value of expanding the business and this led to conflicts between the management team and the board of directors. In addition, Tommy and Khadija were implementing many changes at the same time.

The change should be implemented systematically engaging all the stakeholders (Daily and Browning, 2014). For instance, the new management wanted to eliminate the traditional approach to manufacturing to technological manufacturing with the aim of increasing the output to expand the products to the international market. This raised issues with the board of directors as they commented that the new management team was trying to be too smart in a short period of time. According to Larry Greiner, the change management process starts slowly and it should include all the stakeholders.

Therefore, the growth of the business was associated with change management which was not planned effectively (Larry 1993).

References

Armenakis, A. Harris, S.G. Mossholder, K 1993, Creating Readiness for Organizational Change, Human Relations, Vol. 46, No. 6, pp. 681–703.

Cameron, E & Green, M 2012. Making Sense of Change Management: A complete Guide to the Models, Tools and Techniques of organizational Change, 3rd ed. KoganPage, London.

Daily, S. L. and Browning, L 2014. Retelling Stories in Organizations: Understanding the Functions of Narrative Repetition, Academy Of Management Review January 1, 2014 vol. 39 no. 1 22-43.

Gersick, C 1991, Revolutionary change theories: Multi-level exploration of the punctuated equilibrium paradigm, Academy of management Review, Vol. 16, No. 4, pp. 10-36.

Hayes, J 2014, The theory and practice of change, Palgrave Macmillan.

Kotter, J.P & Schlesinger, L 2008, Choosing Strategies for Change, Harvard Business Review, Vol. 86, No. 7, pp. 23-95.

Larry, G 1993, Evolution and Revolution as Organizations as they Grow, Havard Business Review, Vol. 50, No. 4, pp-322-329.

Malhotra, N, Hinings, C. R. B, 2015, Unpacking Continuity and Change as a Process of Organizational Transformation, Long Range Planning, Vol. 48, No. 2, pp. 1-22.

Malhotra, N, Morris, T & Hinings, CR, 2006, Variation in organizational form among professional service organizations, Research in the Sociology of Organizations, Vol. 24, No. 1, pp. 171-202.

Olson, E. E & Eoyang, G. H 2001, Facilitating Organizational Change: Lessons from Complexity Science. Jossey-Bass/Pfeiffer.

Orlikowski, W 2004, Improvising organisational transformation over time: a situated change perspective. Information Systems Research, Vol. 7, No. 1, pp. 63-92.

Stacey, R 2010, Strategic Management and Organizational Dynamics. 2nd Ed, London, Pitman.

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