Evaluation and Case Study of Factors and Implementation of Organization

Evaluation and Case Study of Factors and Implementation of Organization doororganisational transfigure is a very common supposition tack together among successful companies. In fashioning the blood productive it plays a operative place. In the early 1990s due to increased competition in global economy, invigorated technologies, expanding markets results in much than(prenominal) rapid wobble. As a result the perplexity practices had been revived. Norm all toldy most people afford ostracize opinion towards extrapolatenate. This is because of their doubts of loosing something. They have the incomplete k presentlyledge of win over anticipate and this willing uphold their job personal life and workload. To overcome these negativity Oliver Recklies gave the stem that watchfulness need to keep in mind those negative side-effects of kind in inn to achieve the expected positive results. All the employees of the organisation should participate for the success of pro ject. The service of sort is the nonstop execution of instrument of policies and structures to changing external conditions. channelize is not the exception exactly a quieten ongoing process. As stool Naisbett say that a society in which we be living have been moving from old to the sunrise(prenominal). And we argon lock away in motion experiencing disorder. The purlieu of the ecesis, even societally and politically is incessantly changing.We be of all sequence looking for unuseder and better ways. The globalization and inter-cultural ex transmit had make us more vulnerable to trans visualiset than ever in front. The governings need to keep abreast virgin technologies and counsel ideas for betterment. The strategic importance on make up sensitive and competitive makes it even more all-important(a) to be open to change rather to resist it. It is very important to accept the change in any form like structural, structural, operational, or strategic.It is ve ry difficult to situate change because every make-up has diametrical criteria. Each face has different challenges. Also each presidency has different policies, resources, and culture. The leader of each organization has different aim and objectives. In order to survive in the plosive of crises each organization should adopt the change with pop tabu any fear.(Supreet Ahluwalia and Vivek Joshi ,2006)Factors influences change there argon different factors which influence organizations change. These factors merchant ship be external (technology, authorities policies, social pressure, exist of raw material etc) or internal (change leadership, turn in profit, union natural action etc).in this era of globalization the most unremarkably put onn organisational changes are writ of execution of brand- advanced technologies, mergers and downsizing.In todays business environment and within its competitive landscape, change management is managing to ensure the business remedy acr oss the organization and within each of it individual departments is continually embracing change and reviewing and adjusting within itself to do the best it possibly suffer, to get to the top, to outride on top.Change attention is a firms capability to implement and confine changes to its dodge, structure and its people that will result in the firm achieving the business results it seeks. Change management is a method of business improvement for organizations. habitus 1 Phases of changeIf organization is not in a immutable phase of change management and continually assessing and adjusting then business whitethorn be at best average within its industry. For some organizations this direction they whitethorn be going backwards and eventually bankrupt. Only those companies can survive which can adapt to changes.This change management model fol low-spiriteds all former(a) change management models and theories. Every organization can be summed up to be a combination of these three elements which includes the structure, the people and the strategy. some(prenominal) change in any area of an organization will affect at least one or all of these elements. cypher 2 Three elements for changeThe structure is the formations are process with physical resources that maintain the strategic objectives of the organization. Change management specialists will review complete and redress structured management operate system (MOS).The people tangled in this process are stakeholders, resourced people, and management group. All people involved n this process should be well informed and focused on the right things. They should communicate with each other.Figure 3 people involve in change managementThe strategy is the method for achieving the target of the organizations existence. Change management strategy provides the road map used for directing organization from where it is now to where you want it to go.The Skill of Change ManagementManaging change in the employment while ensuring the operations strategy is on the right path. This can be achieved by the abet of people and structure elements towards achieving the organizations corporate strategy.Phases of ChangeOrganizational change involves the fear of loss inherent in this process, and this loss is broadly speaking matte up by employees. The Kubler Ross Grief Model addresses the horny issues associated with change. The four steamy state of matters escortd throughout the change process may be convey by employees in behaviors that are obstacles to the process of change. This model consists of four coifs inclined belowDenialThe first emotional state during change is denial. This is the stage in which employees dont believe this is happening to them. They have certain fears and these fears should be communicate during this phase. This fear can be reduced by taking them in confidence. Fear and mistrust need to be replaced by acceptance.Resistances to changeThe atomic number 42 emotion al state is resistance to the change process. Resistance is natural reaction to change. Eric B. Dent and Susan Galloway Goldberg (1999) discuss their research on the origins of this concept and the prevalent idea that managers must overcome this resistance or are doomed to failure. Kurt Lewin, the mid-twentieth-century social psychologist, introduced the term resistance to change as a systems concept affect managers and employees equally. As we know that people of any organization are broadly resistant to change. According to Scott Jaffe resistance is a stage that ends as individuals startle to separate from the past become more confident of their capability. They play their procedure by their participation to reduce resistance to change. For grammatical case, competition might blackmail a business to organize work around processes to improve operating efficiencies. Functional departments involved in these processes would be combined. Employees might not see a need for this change. The reasons for change must be fully explained so that employees understand why it is necessary to embrace the change. Chew (1990) studied the plate of Machinists Mutiny. In his playing area he revealed that due to poor planning and implementation the change is stopped due to employee resistance. This term to a fault includes intellectual opinions that organization should adopt so they have better implementation of change erstwhile people are convinced that change is necessary, its era to move forrad with implementation and consolidation of change. The response to resistance is very important. Forcing compliance may increase resistance. Those affected by the change probably know a lot about what is required to implement something pertly, and their input is important to the change process. The degree to which employees will support your new initiatives depends on how many of their recommendations are used.ExplorationsThe third emotional state encountered is exploratio n. employees will search new roles if they are incapable to stop the changes. In this stage both individual role as well as the group role are defined. it is important that unresolved issues that continue to surface be addressed during this stage. One should be ready for the negative reaction of the employee. Those individuals should be warned at the first signalise of falling back to old behaviors. This negative reaction can be changed to the positive if trust can be urinated among groups.CommitmentsThe final emotional state is commitment to the change initiative. Mutual commitment is established for the change effort. Obstacles have been removed and the focus is on successful implementation of the changes.Models of the change processAfter years of failed change efforts, researchers are saying that knowledge of the change process is critical. To thrive we need to know successful change during and before the change process. There are five most popular models of the change process( Lewins three- blackguard change model, Kotters eight- foot musical note plan, Harriss five-phase model, Fullans change themes educate, and Greiners sextuplet-phase process). hardly in this report we will discuss merely two of them.Lewins Three-Step Change ModelChange involves a sequence of organizational processes that occurs over time. Lewin (1951) suggests this three step process. These steps mostly involve cut back the forces acting to keep the organization in its electric current condition.UnfreezingMovingRefreezingFigure 4 Three step modelUnfreezingThis is the first step which is courtly by introducing new information that points out failure in the current state. Crises often arouse unfreezing. This crisis can be due to increase in employee, demographic shifts, and an unexpected strike. This is not necessary that during unfreezing crisis always occur. For determining riddle creating zones in organizations financial data, climate analysis and enrollment projections can b e used.MovingOnce the organization is unfrozen, it can be changed by moving. This step generally involves the change in structure, development of new standards, attitudes, and behaviors. Some changes may be minor and involve a few members.RefreezingThe final step is refreezing which involves stabilizing the change. In this step mostly the changes in organizations policy, organizational culture, or modification in organizational structure often accomplishes.Kotters Eight-Step ModelJohn Kotter (1996) of Harvard University developed a more detailed approach for managing change which was ground on Lewins three-step change model.the steps involved in this model are given below.Establish a sense of urgency Unfreeze the organization by creating a convincing reason for changeCreate the control coalition Create a cross-functional, cross-level group of people with enough force to lead the change.Develop a vision and strategy Create a vision and strategic plan to guide the change process sa y the change vision Create and implement a confabulation strategy that consistently communicates the new vision and strategic planEmpower broad-based action Eliminate barriers to change, and use target elements of change to transform the organization. Encourage danger taking and creative problem solving.Generate niggling-term wins Plan for and create short-term wins or improvements. Recognize and come back people who contri alonee to the wins unite gains and produce The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are do to reinvigorate the change process. lynchpin new approaches in the culture Reinforce the changes by highlighting connections in the midst of new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession.Types of ChangeChange can be categorized into four categor ies, structural change, cost change, process change, and cultural change.Structural change occurs when there is an alteration to the conjunctions organizational structure. This reorganization may occur due to a merger. For instance, an organization that is design on increasing its innovation may reorganize its traditional functional structure into a more flexible matrix structure that uses gauzy, self-managed teams. Or, an organization that is expanding into new markets may adopt a divisional structure in which different geographic locations operate nearly independently of one another.monetary value changes are those that occur when an organization attempts to reduce costs in order to improve efficiency or performance. Major adjustments may be do to departments to cut costs reducing budgets, laying off employees in purposeless positions, and eliminating nonessential activities may all be a result of cost change.Process changes are implemented to improve efficiency or lastingne ss of organizational procedures. This may occur in production settings there may be changes to how a product is created, assembled, packaged, or shipped. Or, in a returns organization, there may be changes to the procedures used to accomplish work new computer systems may create the need to change how paperwork is completed, or a new manager may modify the process used to underwrite customer complaints.Cultural changes are the least tangible of all the types of change, but they can be the most difficult. An organizations culture is its shared set of assumptions, values, and beliefs. A prototypical culture is the very bureaucratic, top-down style in which perceptual constancy and standard processes are valued. When such an organization tries to adopt a more participative, involved style, this requires a shift in many organizational activities. Primarily, manager-employee dealings are altered with a change in culture.IMPLEMENTING CHANGEManagement must take a number of steps for th e proper implementation of change. The first step in implementing change involves people of higher management and executives. For instance, in an organization new computer system is to be installed in all its areas. Then they major personal are not and top management but also lower-level managers who supervise the employees for the use of the new technology. A different set of key people would be involved in a cost-cutting change. If the confederacy is reducing its operating budget in a specific division, the managers of that division and also human resources force should be involved. The human resource department is involved if there is change to personnel policies or in which demotions, transfers.After key personnel have been set and properly involved, the second step in implementing change is to develop a plan for effective transformation. The plan should help to define the responsibilities of the key people involved. Also set short-term and long-term objectives for the chang es. Because change can be unpredictable, the plan should also be flexible enough to accommodate new occurrences.The third step in implementing change is to support the plan. This involves the management. This key step involves facilitating employees to accept the change. The organization should provide the basic support to the employees like training, reward system etc. if organization does not provide this kind of support there are chance for the failure of the planChange process is the final step of booming change implementation. Communicating with the employee about the change and its importance will be very helpful through out the process. As we know that change can create fear in employees and to relax them increased communication can help a lot. Managers should carefully listen to all their question and their advises to overcome their fear. Creating opportunities for employee feedback, such as place meetings or having an open-door management policy may facilitate change more successfully. (Wendy H. Mason ,2003)Abrahamson (2000) gave the view of Change without Pain. The main theme in this article was change must take place, but change does not always have to be disturbing to the organization. The author believes companies should intersperse major change initiatives among carefully paced periods of smaller, organic change, using processes. The author calls this tinkering and kludging. By placing small changes among large changes, companies can manage change through dynamic stability. self-propelling stability is a process of continual but relatively small change efforts that involve the reconfiguration of existing practices and business models rather than create new ones The goal of dynamic stability is to create a change which can be sustained long term, not just in the short term. To achieve dynamic stability the big and small changes must be done at the right time, at the right pace and the organization must tinker and kludge. Tinkering is taking a current process and making small changes to it. This is done at a low cost to the caller and the results are often very quick. Kludging, on the other hand, is tinkering but on a larger scale. Kludging looks at outside resources for improved parts or processes and looks at the unused resources within the caller-up. Many companies do not crystalise they have resources not being used because the processes using the resources are to wordy to fully utilize the capacity of the resource.CASE STUDYThis case study was based on a company called Trail Manufacturing which produces cable unfold components. This study was done by Chew(1990).The company was a mid-sized company set up to run high volume jobs on manual equipment. But with todays economy and competition, Trail sterilized the best money was in low volume jobs. The President of Trail decided to make in new technology to replace the old machines. He researched the new machines and decided to bring in eight flexible manufacturing carrells which would replace twenty-eight old half a dozen-spindle make love machines. Since this was new technology and training would be needed a plan was laid out to set up teams, one for each cell, and the company would phase in the new machines. Each team would be prepare and then they would construct and run their own cell. Once one cell was on-line a new cell team would start up until all eight cells were on-line. The first five teams went through the process fine, but at team six the company had a problem. Team six consisted of men who had been at the company many years. The team went to the president and told him they refused to shift over to the new machines. They felt the old machines were running fine and the new machines did not show the expected improvements, so they wanted to continue work on three six-spindle screw machines. At this point the president had to determine if he wanted to keep going with the project or alter it to keep some of the old machines. So me management personnel felt that if the new cells were going to work, a clean break had to be make from the old machines. Others felt that since the productivity gains were not being seen yet by the new cells, the possibility of keeping the old machines for a short time might be a good idea. The case ends without a close being made by the company. Four experts in operations management give their opinions on the situation. Only one out of the four said the company should continue on with the original plan and if the members of team six leave the company then it is the price to be paid for progress. The other three are quick to point out the president made a persecute assumption in the planning. He assumed that by bringing in new technology productivity would improve. This is a wrong assumption because technology is only as good as the company and how the company works. One of the experts points out truly understanding how the whole system plays together, and not just implementing the latest technique, means bridging the gap between the emotional and the technical. The president did not see that by bringing in new technology it would change the culture of the shop floor. Men who had years of experience on the old machines and were in seniority would be at the equivalent level or lower than the younger more computer literate person employees. This would be a big culture change for the employees. Most of the experts suggested deceleration down the remainder of the cell startups and specifically addressing the concerns of the men on team six. If team sixs concerns are not addressed there could be more problems with the rest of the teams. This article showed a good picture of how a company has to go about major changes, especially ones affecting the culture of the company. The expert opinions enhanced the article and I would highly recommend this article because it is an example of a case that is played out in companies all over. demonstrationToday change is t he necessary of survival and a way of carrying out your business. EveryOrganization or firms should under go change with the exit of time otherwise will survive. This change along its success also brings fear of employees to come out of their comfort zones to uncomfortable zone.this leads to resistance to change. How efficaciously and efficiently the top management and leadership within the organization address these issues and how well are they prepare to handle the resistance will decide the faith of the organization and its success in implementing change. The importance of good communication system and the role it plays in make change process mobile and less painful can not be undermined.RECOMMENDATIONSFollowing are some recommendations.Managers should improve their interpersonal and communication skills so that they could help their provide overcome the pains associated with change.Tell people the truth and give as much information as you can. Keep giving information as soon as possible.Give them time to digest the news.Give them time to vent there might be anger because this is normal reaction. listen to staff and their concerns dont interrupt them so they can reduce their fear.REFRENCESAbrahamson, E. (2000). Change Without Pain. Harvard demarcation Review, 75-79.Chew, W. (1990). The Case of the Machinists Mutiny. Harvard Business Review, 4-8.)Dent, Eric B., and Susan Galloway Goldberg. Challenging Resistance to Change. Journal of Applied behavioral Science (March 1999) 25.Kotter, J. P. (1996). Leading change. Cambridge, MA Harvard Business School PressLewin, K. (1951). business line theory in social science. New York, NY Harper Row.Oliver Recklies Managing Change interpretation und Phases in Change Processes www.themanager.org/strategy/change_phases.htm. (accessed on 12 of November)Supreet Ahluwalia and Vivek Joshi (2008)managing Change in an Organization. http//www.indianmba.com/Faculty_Column/FC707/fc707.html (accessed on 13 of November)Wendy H. Mason (2003) ManagingChangewww.referenceforbusiness.com (accessed on 12 of November)