This chapter sets out to discuss the principle components of organisational change and development. It will further present an overview strategic management, and the factors that influence organisational change and human resources strategy.
Therefore, the purpose of this chapter is to give a theoretical background, which provides a framework for a thorough analysis of the problem under review with a view of coming up with solutions.
2.1.0 ORGANISATIONAL CHANGE Since some of the factors that have been highlighted as being change drivers in an organisation are its structure, the technology that it uses in the process of production or provision of services and the changes that occur in people (employees), interaction of these three is
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When a company decides to introduce a new line of services, this kind of expansion may require new technology and employment or re-deployment of people. These employees may be hired or trained depending on the situation.
2.3.0 STRATEGIC MANAGEMENT AND ORGANISATIONAL CHANGE Since organisational change is meant to re-direct the organisation, the issue of strategic management takes prominence. Organisations, like the ZRA, are now operating in an environment where the range of environmental variables is so great, their managers need to adopt and apply strategic management and corporate planning in the process of organisational change and development. This is where the change in management style comes in. Wright et al (1992) argued that strategic management can be viewed as a series of steps in which top management should accomplish the following tasks:
• Analyse the opportunities and threats, limitations or constraints that exist in the external
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Stahl and Grigsby (1992) noted, strategic management becomes very necessary as it helps an organisation’s management to identify and be sensitive to environmental forces and develop the organisation’s resources meant to address organisational problems, demands and challenges whilst taking into account the threats and opportunities existing in the market place or industry. Therefore, Stahl and Grigsby (ibid.) imply that managers need to engage in the ongoing process of evaluating their organisation’s internal and external environments and intervene, if necessary, by initiating strategic change that may lead to organisational change and development.
2.4.0 THE ORGANISATIONAL CHANGE PROCESSES From the discussion above, strategic analysis is important in the process of initiating organisational change and development. Greenberg and Baron (1997) contend that this is so because the issues highlighted are actually the forces that lead to a change in organisational strategy, structure and design, technology and operations, and change in people or employees and employers. It was observed that in all these processes, the manager is at the apex, operating as the change catalyst. The three potential
Describe your organization, include the organization's mission, and identify the various stakeholders. Grinnell Regional Medical Center (GRMC) is structured on a hierarchical basis that is comprised of the nurse or clinic manager who oversees the day to day work, the department heads who are responsible for the communications between the department and the executive leadership team and ensuring that the goals of the department are achieved, the vice president who answers directly to the CEO, the CEO who answers directly to the board. The organization is subdivided into acute care and outpatient services. Each of these service areas have been further divided into different departments such as emergency, surgery, radiology, and intensive care in the acute care subsection and urgent care, internal
Change can alter the normal routine of the workplace hence creating chaos. Organizational change can aid in improving the image of the organization, promoting efficiency and improve on the competitiveness of the organization (Schein, 2004). The manager can function as a trainer by helping the members of the organization to learn how to utilize the data to be used to promote development. He or she can help the members of n organization to acquire a new set of skills to help solve future problems of the organization.
Application The fictitious application scenario as a human services counselor for a community service center that is Christian based. At this community service center, it deals with martial affairs. I have been assigned to a married couple Carol and Barb. They have been married for almost ten years now and have two children.
My clearfit report was interestingly very true it was off by just a bit but overall it did represent me well. one of the parts that really resonated with me was coping with change. for most people change can be very difficult. An example where I had to deal with change in the workplace was I had a manager for 2 years who was very laid back and easygoing but one day I came in to work and we have new boss who is really strict and by the book. in order to keep my job and boss satisfied I had to cope with many changes in the workplace she was putting into effect.
BHS 3053 Family Dynamics Final Examination During this final examination I will answer various questions and scenarios to the best on my ability using the textbook and other sources as a reference. I will be starting with question two and followed by four, five and seven for my final examination. (2) Imagine that you receive a phone call from the principal of your teenager’s school. The principal informs you that your teen has been identified as one of a group of students involved in the cyber bullying of another student.
This structure will remain mainly functional but with a more flexible and adaptable system that will allow the company to focus on a project as well as the day to day running of the business. The company is expanding, they have added two new directors to the company’s structure to support this expansion. Kathryn Hannah will be promoted to Director of Organizational Development. Kathryn will be responsible for the change process and she will continue to run the HR department but will take the burden of directive control away from Laura Bolton, leaving Laura to focus on the purchasing department. Sidra Aktar will be joining the company as the new Marketing Director.
This structure will still remain mainly functional but with a more flexible and adaptable system that will allow the company to focus on a project as well as the day to day running of the business. The company is expanding, they have added two new directors to the company’s structure to support this expansion. Kathryn Hannah will be promoted to Director of Organizational Development. Kathryn will be responsible for the change process and she will continue to run the HR department but will take the burden of directive control away from Laura Bolton, leaving Laura to focus on the purchasing department. Sidra Aktar will be joining the company as the new Marketing Director.
Target Corporation, founded by George Draper Dayton, opened its first doors in 1902 in Minneapolis as Dayton Dry Goods Company. Dayton’s ethics and belief in “the higher ground of stewardship” is what molded his organization (Target through the years). Dependable merchandise, generosity and honorable business practice defined Dayton Dry Goods Company. Throughout the years, this company went through different leaders that have adopted changes to bring this company to success.
Lowes Companies, Inc. The Home Depot, Inc. Menard, Inc. Open more stores Open more stores Slowly controlled growth Target women Target DIY Target DIY, customer centric Centralized distribution Increase regional distribution centers Hub-and-spoke distribution system Better store appeal Improve supply chain and merchandizing tools.
Abstract The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011). Introduction Strategic planning is “a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other Entity) is, what it does, and why it does it” (Bryson & Alston, 2011).
1. Introduction 1.1 Overview of the company “UPS” United Parcel Service of North America, mainly known and brand-named as UPS was founded in 1907. In 1907, there was a big necessity in United States of America for personal messenger, delivery and transportation services. To accomplish this need a 19-year-old James E. Casey established the American Messenger Company in Seattle. In 1919 the company adopted its present name, United Parcel Service.
The post office was experiencing serious economic turmoil and overall poor performance and as a result, the change generators ventured into a process of change management. Change management according to Lewin's Change Management Model states “Change Management is a broad discipline that involves ensuring change is implemented smoothly and with lasting benefits, by considering its wider impact on the organization and people within it. Each change initiative you manage, or encounter will have its own unique set of objectives and activities, all of which must be coordinated.” This model is divided into three (03) phases unfreezing, changing, and freezing. In the case these phases were adapted as Generating change, Implementation and Adoption.
Companies succeed if their strategies are appropriate for their circumstances they face, feasible in respect of their resources, skills and capabilities and desirable to their important stakeholders-those individuals and groups, both internal and external, who have a stake in the behaviour. or expectations of the organization’s performance and fluencies over the business. They include employees, managers, shareholders, suppliers, customers or clients, trade unions and the communities local and national in which the organisation operates. Companies fail when their strategies are failed to meet the expectations of these stakeholders or produce outcomes which are undesirable to them. So it needs to consider all implications of a shift in strategy, not simply the effect a specific stakeholders
My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.
Emergent strategy When change happens, an organization changes its strategy, which in turn, changes its structure, organizational culture, recruitment standards and etc. It indicates that strategy process is part of change process. As mentioned before, most change initiatives fail, no least because not engaging all employees in the process towards change (Stanleigh, 2008). We suggest that emergent strategy is a central part of successful change. One reason for this being that the foundation of emergent strategy is to involve more people in strategy making process (Mintzberg et al., 1988).