Change in an Organizational Management-Free-Samples for Students

Questions: 1.Critically analyse the pros and cons of each option and critically evaluate the level of conflict they will lead to. 2.In your opinion, which of the four approaches should Oussama choose to follow in this situation? Or should an alternative approach be taken? Critically defend your arguments thoroughly. 3.Describe in detail the different change management phases that should be adopted in sequence. Critically evaluate the order of phases. 4.Provide a detailed communication plan to help implement the proposed organizational changes. Demonstrate how the communication plan will enhance the engagement and success of the experience. Answers: Introduction (background of the Case) Change in an organizational management is essential for maintaining the organizational performance, despite of the fact that same task performed by an individual employee increases the efficiency. It however, creates a stagnant and monotonous environment in the organization that decreases the performance of the employees. This is due to the decreased motivation in performing the similar task. There exists number of models that can help the organisations to adopt change in their system. Moreover, the process of change can be segmented into various steps. These can be summed up as understanding of change, planning for change, implementation of change and communication of change. The leader can further incorporate various models in the process as per requirement for receiving desired outcomes. The following report identifies the stages of change along with the models possible to implement in case of Moroccan Lights Co. The Moroccan Lights Co is an Arabic light manufacturing company situ ated in Marrakesh, which is currently in need of an operational change in the system to avoid monotonous work environment. The new manufacturing in-charge is however, facing troubling implementing as one of his subordinates is opposing the proposed job rotation scheme. The following will identify the change that can be brought in the organisation to increase the performance of the company. As identified by Chen et al (2015) job rotation is important in any field of employment. They conducted their study on 266 registered nurses in two of the Taiwan hospitals. The results came out in favour of job rotation as it contributes in job satisfaction of the employees. It further impacts on the organisational commitment of the employees. Hence, it will be unwise for rejecting the opinion of job rotation. Study conducted by Santos et al (2016) on the software firms concluded that the balance in job rotation is necessary, while keeping the balance as it has direct impact on the cognitive workload. It can also have adverse effect on the performance feedback. McGurk and Van Rossenberg (2013) reflected on the opinion of the HR consultancy firm Cornerstone OnDemand and supported their opinion. They linked job rotation with the employee morale and stated that job rotation contributes towards higher employee morality. It is often evidenced that the employees working in a single positio n for a longer time gets bored from performing similar activities. Moreover, it also limits the knowledge of an employee, in turn breaking the morale. Job rotation can potentially develop the greater sense of vale in the employees as they understand multiple, roles in the organisation. Disadvantages on the other hand will restrict the development of any particular skills within the employee. However, the situation will only occur if the job rotation takes place often than necessary. Hence, it can be avoided by implementing proper planning. The second disadvantage possible to point out is regarding the safety of the employees if they are not properly trained for their new role in the organisation. This can also be mitigated with proper training to the employees before shifting roles (McGurk and Van Rossenberg 2013). The second decision considered by Oussama is to impose the decision of job rotation on the subordinates is a reflection of autocratic leadership, which also has a number of pros and cons. The benefit of this leadership is the employees have little say decision making process and they have to follow whatever decision is made by the manager. This will help the organisation to increase discipline and order in the organisation. Though, autocratic leadership sounds effective for the organisations, it is no more efficient to increase the organisational performance in modern days (Vinkenburg et al 2011). The autocratic leadership will only decrease the satisfaction level of the particular employee. In the option proposes for a sequential switch between job rotations satisfying every subordinates opinion. According to Khan et al (2014), this decision represents the democratic leadership style. The benefit Oussama will receive from this decision will satisfy the need of every subordinates. Increased satisfaction will help in receiving greater employee performance. However, Grant (2012) argued that it is likely to have adverse effect by increasing the risk of failure. First, the company is likely to lose the control over the employees from this decision and lose its balance. Moreover, this fails in serving the purpose of job satisfaction the employee performing the task other than his choice is likely to decrease the motivation, which ultimately fails to reflect any improvement. The last decision made is the call for awareness program among the employees. This will communicate the advantages and disadvantages of job rotations to the employees enabling them to take more rational decision. As per Avolio and Yammarino (2013), this reflects a nature of transformational leadership where the leader will involve himself in the process to aware the employees about the benefits of job rotation. It will successfully address the issue of job satisfaction of the subordinates and also increases the morale. However, the only disadvantage of this process is the time required as stated by Garca-Morales, Jimnez-Barrionuevo and Gutirrez-Gutirrez (2012). This is a time consuming process as the leader has to make his or her subordinates understand the advantages of job rotation. As the third subordinate is quite stubborn about his negative view regarding job rotation, it will require considerable time, effort and resource for communicating the benefits of it. 2.The approach of spreading awareness among the subordinates on the job rotation strategy has the potential to bring sustainable change in the organisation increasing the employee performance. The possible success of this can be attributed to the transformational leadership style chosen by Oussama in handling the issue among the subordinates. This is useful as the transformational leadership style has the capability to achieve the unexpected or remarkable results. The role of transformational leaders is to supply motivation for performing a job. As according to Grant (2012) they have the capability to influence the followers way of thinking and perceived opinion. Moreover, attempt of changing the subordinates perception regarding job rotation will prove beneficial for the company in the long run. The statement can be justified on various grounds. First, the autocratic leadership chosen for the opinion of imposing will create unrest among the subordinates. This decision can considerably reduce the level of job satisfaction in case of the subordinate refusing job rotation strategy. Moreover, this imposition of the perception can also influence the other two subordinates leading them to perceive valueless in the organisation. The third opinion can be rejected basing on the limitations and risks previously identified. Hence, making the subordinates aware of the benefits they can attain from job rotation strategy will help Oussama avoid unnecessary conflicts in the organisation and maintaining the satisfaction level of the subordinates. This will further motivate the employees and increase their morale by understanding the value of job rotation. T hey will be able to learn the roles played by their co-workers in the organisation, which in turn enrich their value within and outside the organisation. 3.There are a number of change model exist in the market that can direct the change being implemented in the organisation. Situation and aspect of change considerably influence the decision of the leader in the model selection process. This is due to the approaches taken by various model of changed proposed by various scholars. A number of change models have been discussed below. Understanding change (Lewins Change Model) Kurt Lewin proposed three phase model of change. According to Kaminski (2011), this is the simplest model an organisation can implement. It incorporates unfreezing, changing and refreezing phases. The first phase identifies the need of change and spreads awareness among the employees. The next phase is the change implementation and the last one is the stabilisation of change. This model focuses more on understanding of change. Planning Change (ADKAR) ADKAR model is a more detailed in the process divided into five phases that are awareness, desire, knowledge, ability and reinforce. As identified by Kazmi and Naarananoja (2013) awareness is the identification of the need and opportunity for change; whereas the desire phase is the formulation of objective that will guide the change. Knowledge and ability is considered as the implementation phase of change. Reinforcement phase is the stabilisation phase of change where the changes are finalised. Implementing Change (Kotters Eight Phase of Change) Kotter divided the phases of change into eight starting from establishment of urgency to anchoring of change. As stated by Pollack and Pollack (2015) sense of urgency, coalition creation and development of vision are the developmental phase of change. Sharing vision, obstacles clearance and short term wins are considered as the implementation of change. Solidification of change includes the build on change and the anchoring phase as proposed by Kotter. As identified by Hayes (2014), above mentioned models can be broken down into three primary phases that are understanding phase, implementation phase and stabilising phase. It is important for the manager to follow the phases as they have specific role in the process of change. As stated by Cameron and Green (2015) the understanding phase helps the manager to in identification of the necessity of change and making preparation. The preparation involves spreading awareness among the subordinates, objective formulation and identification of change process. The later phase of change management is the implementation that involves the communication of change and preparing employees for change. The last phase involves finalising the decisions taken in favour of change to stabilising the implemented change. 4.Torppa and Smith (2011) identified the necessity of proper communication for surviving in the changing environment of the organisation. It is the responsibility of the manager to communicate the change that is being implemented in the organisation to maintain the efficiency of the employees. Transparency in communication will help the employees to understand the nature of change and adopt themselves accordingly to provide maximum output. Their study supports the statement with the result that indicates that 66% of the respondents the importance for structure, 57% find it important for motivating the employees and 42% identified the change in communication plan as adverse. An effective communication plan should incorporate the followings for supporting the changes in the organisation. Purpose The first step of the communication plan identifies the purpose of the change in the organisation. The manager for this case has to identify the necessity of changing to job rotation strategy. The shift in job rotation culture for this particular case is necessary as the job profiles in the organisation are becoming stagnant (Lipman and Ashlock 2015). Some of the employees started finding their job monotonous despite of the fact that it is increasing their efficiency. However, this further decreasing job satisfaction level of the employee that is resulting into performance degradation. Audience identification The primary stakeholders of this change are the employees who will get directly affected in this change. The other stakeholders involve the higher authority of the organisation and the applicants. The applicants are counted as a major stakeholder as the interesting rotational job profile will interest some of them to consider joining the company (Joseph 2017). Employees are considered as the primary stakeholders as they will be the one who will have to undergo the change. It is expected that the change will increase the organisational performance and job satisfaction, which makes the higher authorities of the organisation important consideration. Message to be Delivered The objective of the change can be considered as the message that has to be delivered to the major stakeholders. The objective in this case is to improve job satisfaction level of the employees working in the organisation. This is to retain the employees for longer period of time. It will further help in morale stability of the employees and increase their market value ((Joseph 2017). Finally, the change will serve as a promoter to increase the organisational performance. All these objectives are related to each other and facilitates in attaining the objectives. Media Considered It is important for considering multiple media for communicating the message to the stakeholders. Electronic mail, online update and physical mode of communication have to be considered in this case (Lipman and Ashlock 2015). The email and physical communication will be utilised for communicating the change to the employees and the higher authorities of the organisation through meeting. Online update of the job profile will be used for communicating the message to the possible applicants. Change Plan Implementation and Plan for Emergency The detail of the plan along with the emergency plan will be communicated only to the employees and the higher authorities of the higher authorities of the company. This will help maintaining the transparency of the plan, which will further help the stakeholders to act accordingly for achieving success from the change. Evaluation The evaluation of the plan will be done using the feedbacks received from the stakeholder involved. The feedbacks will help in understanding the efficiency and interest of the stakeholders for the change being implemented. Conclusion It is possible to conclude from the above that the transformational leadership will help Oussama to convince the subordinates regarding job rotation in the organisation. It will fulfil the purpose without affecting the job satisfaction of the employees. The discussion also identifies three primary phases of change management that are necessary and communicates the success of the implemented change. The order of the phases is necessary for properly planning and implementing the change. Kotters eight phase model of change can prove useful in this case. The eight phases of Kotters model can also be divided into the three phases identified in the change management. The further discussion communicates the importance of communication plan for implementing change as it helps maintaining transparency of the process. 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