Both the Hotspot and Balanced Scorecard are frameworks for change. However, Gratton and Niven offer different ways of managing organizational change. The Hot Spots philosophy suggests that organizations should be designed around the people as source of ideas and continuous innovation. To fuel the emergence of Hot Spots, leaders should focus on structural designs and reinforcing appropriate practices and processes. In contract, the Balanced Scorecard focuses on measurable factors of change, such as the return on equity, customer satisfaction and staff turnover.
“UPS” was mainly interested in discovering methods to expertise in basic shipping of goods, information, and services, as well as to leverage their wide infrastructure. They wanted to continue to grow by entering new markets. In addition, their wish was to transform the company into an enabler of worldwide commerce. 2.2 Challenges faced by UPS and drivers of organizational change. In order to stay flourishing in the time of unprecedented change the company should state clearly its problems and implement organizational development techniques.
Palmer, Dunford and Akin identified a number of action steps which must be prioritized in order to erect a change plan. Firstly, the problem must be identified. According, to Palmer, Dunford, and Akin, “an individual in the corporation must become knowledgeable of the issue to be rectified” (Palmer, Dunford, Akin, 2009, pg. 194). An employee, preferably an individual in top management must recognized a problem exist, thus, undertaking the necessary actions to attenuate the
The communication given to these stakeholders has to be vital and properly analyzed because it affects the overall change. What entails this communication is the change itself, the theories and methodologies involved in managing change, focusing on the disadvantages and advantages but focusing on the best. Their role in the change management and how through their involvement these desired changes can be achieved. The overall communication should be based on the change management as their transformational change development plan. Keeping in mind that everything has to be in detail because decisions are to be
• Organisation Background This section briefly describe the background of the organisation. Organisation background information cover a range of areas, including how and why the organisation was set up, how it is run, what geographical area it covers and what issues they are trying to resolve. • Framework Analysis This section discuss the analysis of multiple frameworks (lens). The justification of the chosen framework and the pros & cons of other frameworks analysed. • Framework Application This section applies the chosen framework with the case study to analyse the challenge and come up with recommendation.
Imperative mode of change described in the model indicate the transformation achieved from the leadership authority position, where the change is complaint with the coercive power strategy adapted by the company. According to the McWhinney model, the Emergent solution is a mode of change that can be achieved by the creation and acceptance of a newer idea generated from the change leader individual, or that might have originated from the group involved in the change process. This mode of change bring in necessary changes by enabling social interaction through the alteration of the values held by the critical stakeholders, and the solutions arrived at are positive in nature. Inventive mode of change is one where the change is accepted in the company for the usefulness of a new alternative solution, and the transformation is achieved through the realisation new solution. Influential mode of change represents the transformation that is achieved through the recognition of the new values, either accepted by imposing its actual values by the company management or the adopted voluntarily by the group of the
6.2 Create appropriate dissemination processes to gain commitment from stakeholders in an organisation In the implementation of a strategic plan, it is important that the company involves its stakeholders in the change process. This however, should be done with care as stakeholder involvement should be done based on their importance, influence to the change and the degree at which the proposed change will affect them. Peter Senge in his field book ‘Fifth Discipline’ elaborates on the levels of involvement of stakeholder groups based on the importance of the change to the organisation. Source: Change Management Toolbook (2010) Telling – is a situation where the decision has already been made by the company’s management, albeit in the best
Environment Planning involves external factors like trends and markets and internal factors like infrastructure and personnel. The STEEPLE analysis for organization and shows all the forces affecting organisational change. An environmental impact assessment (EIA) is an assessment of the possible positive or negative impact that a proposed project may have on the environment, together consisting of the environmental, social and economic aspects. The purpose of the assessment is to ensure that decision makers consider the ensuing environmental impacts when deciding whether to proceed with a project. External assessment involves identifies the change drivers social, political, economic, legislative, technological, globalization and industry-related outside factors that might detract from company performance.
An Improvisational Model for Managing Change: The Orlikowski and Hofman's alternative model recognizes three types of change. Anticipated changes occur as intended. Emergent changes arise during the process. And opportunity-based changes are introduced during the process in response to an opportunity, event, or breakdown. The improvisational model plays a key role during the sudden changes that are happened in an organization.
Strategic Tools SWOT analysis SWOT analysis is an evaluation of the Strengths and Weaknesses and Opportunities and Threat of the business in connection to the internal and environmental elements influencing an element so as to build up its condition prior to the preparation of a long term plan (Tim Berry, n.d.). It is an effective way to recognizing the strengths and weaknesses of the company and analyzing the opportunities that available for the company and the threats that the company confront. Existing organization can know what they need to change and respond through using SWOT analysis and new organization could use SWOT analysis to investigate the existing business world and think what the new organization could do to compete with the