Abstract
Organizational change can be defined as a specific personality of an organization. The change of an organization is formed by the experiences, language, education, weaknesses, strengths and work practices that each employee contributes in the organization. In general sense it can mentioned that Change management includes assessment of changes, implement the change, plan and attainment. This drives the leaders in an organization to develop proper organizational change among its employees for enhanced results. Change needs to be managed by the heads of an organization. The most important factor, which shapes the change in an organization, is the experiences and personalities of the employees. Sometimes to shape up change among the employees of an organization certain organizational structures of the firm also need to be altered. Several work systems, like employee selection, performance management, employee promotions and pay practices, need to be aligned with the change desired by the organization. We have to remember that changing the change of an organization is very difficult, as it requires that the people in the organization alter their behaviors too. This frame mainly deals with the people of the organization.
Introduction
Organizational change can be defined as a specific personality of an organization. It comprises of attitudes, assumptions, beliefs, experiences, norms, values and artifacts which are shared by the various groups and people that form an organization and the way they interact and behave with each other and people who do not belong to the same organization. Corporate change and organizational change are not completely similar as the latter has a deeper and wider concept and defines what an organization is instead of what it has. Organizational change is among those terms, which are hard to express clearly, but people know when it exists. The change of an organization is formed by the experiences, language, education, weaknesses, strengths and work practices that each employee contributes in the organization. The executives, managerial staff and founders of the organization also influence organizational change as they play an important role in the strategic direction and decisions made in the organization (Cameron, 2004).
It is a well-known fact in Australia that the firm Redo Furniture founded by Edward Keogh and Ernie Mayne in 1976 is the leading manufacturer and distributor of low-cost quality furniture in the country. The firm has been able to build a solid reputation in the manufacture of affordable self-assembled and quality household and office furniture (mainly desks, chairs beds etc) in the last thirty-two years of operations. Of late, it has come to the notice of the management that things are not quite okay at the manufacturing plant in Brisbane. The quality of workmanship is obviously not keeping the earlier standards set by the company. Worker absenteeism, low levels of productivity, high labour turnover and higher injury rates have become quite common.
This report gives a comprehensive preliminary report on several factors like organizational structure, culture, trust, job satisfaction, leadership, power and politics and so on. It will also give suggestions of the required organizational change based on which the management can act to save maintain operations in Australia itself.
Stakeholders’ effects
Change Management is an integral part of the corporate fraternity these days and that too with reasons. In general sense it can mentioned that Change management includes assessment of changes, implement the change, plan and attainment. Thus, the main aspects of Change management indicate two major points. One is to trace the change intricately and two is to support the procedure of the change and channel it into proper course or utilize this change for the advantage of the corporation.
Management of change constitutes one of the most important managerial activities in a project and project mangers often are required to meticulously design and implement a change management strategy. The fundamental principle underlying each business venture is to generate value for all stakeholders. The rationale underlying the design and implementation of a change management framework is to provide the administration with a means to cope with the randomness linked with the risks and opportunities. Project managers identify, analyze and determine the risks of change and uncertainties associated with a certain business venture and provide a detailed report to the top management of the company. An integrated change management framework can prove to be a powerful management instrument which extremely valuable abilities. The fundamental change initiating instrument was a carefully designed open approach which was meticulously designed to procure the views of the respondents about an environmentally conscious sustainable management strategy and thereby analysing the role of a project manager in the process of environmental change management.
Change management effective traits
Effective organizational change has a number of traits and is evident by high degrees of employee commitment, creativity and productivity. This brings about an increase in profitability, innovation and quality of the organization. This drives the leaders in an organization to develop proper organizational change among its employees for enhanced results. However, changes do not suddenly emerge all by themselves and needs to be actively shaped by those people responsible for ensuring the organization’s financial and strategic success. Thus, just as organizational leaders have to manage finances and operations of their company, they also have to manage its change. However, although organizational change is an intangible and subtle phenomenon is quite difficult for the managers to bring about and manage as it cannot be influenced or manipulated directly. There are no workable tools, which can be used to cultivate organizational change as it is defined by the behavior, attitude and beliefs of the employees. However, leadership, communication and people skills can be the only ways though which the organizational change of a company can be managed effectively. The organizational leaders need to determine the degree to which an employee understands and follows the strategic directions and missions set for the company. They also need assess how well employees interacts with each other and share information and knowledge (Hiatt, 2003).
In order to manage the change in the organization, it needs to be shaped in a slow and steady manner. Strategic vision, behavior and shared values need to be formulated for the organization. Change needs to be managed by the heads of an organization. Thus, they need to display a commitment that is in favor of implementing a proper change in an organization. Their behavior should symbolize the norms and values, which needs to be realized by the rest of the people. Legal and ethical sensitivity also needs to be developed. Lack of discipline and poor performances should not be tolerated as it impedes success, harming change. The employees themselves need to learn and execute certain behaviors through either the negative consequences or rewards that are associated with it. A behavior that is rewarded, like a simple thank you for work well done, is repeated and thus, becomes a part of the organization’s change. In addition, change of the employees can be shaped by their interaction with others, both inside and outside the organization. Thus, the behaviors of an applicant during an interview should be taken into concern so that he or she is able to fit into the present change of the organization, once accepted.
Sometimes employees look for rewards, which are not always related to the behavior that is desired by the heads and leaders of the organization. They get their rewards from their coworkers and a feeling of belonging arises in their teams and departments. The most important factor, which shapes the change in an organization, is the experiences and personalities of the employees. If the employees of an organization are forthcoming and outgoing then its change is going to be sociable and open. However, if negativity is widespread among the employees and complains take place all the time then a negative change, which is hard to overcome, will be observed in the organization. The values, vision and missions of the departments should be created such that it has a positive impact on the employee. They must be informed about the present change of the organization so that they can understand it and express it through his daily actions. The employees must also be told what type of change is expected from them as it affects not only their success and commitment but also the change of the whole organization. Sometimes to shape up change among the employees of an organization certain organizational structures of the firm also need to be altered. On certain occasions, the recognition and reward system of the organization also needs to be redefined to encourage behaviors that are vital for maintaining the change of the organization. Several work systems, like employee selection, performance management, employee promotions and pay practices, need to be aligned with the change desired by the organization (Wilson, 2002).
It is quite clear that a single person, whether an employee or a managerial head, cannot shape up the change of an organization. Together the employees and leaders need to set a proper direction and workable environment in the organization, decide the manner in which work should be done in it and the way decisions are taken in the workplace. The employees as a group should feel responsible for upholding the standards and system developments of the organization. We have to remember that changing the change of an organization is very difficult, as it requires that the people in the organization alter their behaviors too. It is tough for people to simply forget and change the way they are habituated in doing things and start behaving differently. Thus, in order to shape the change in an organization, people have to be involved, disciplined, persistent, understanding and kind towards each other and train and develop them to bring about an appreciable change in the organization (Hiatt, 2003).
Change management approach and recommendation
Bolman and Deal’s four frames have been used here to initiate a change in the planning stages of the organization. They help to change the approach towards an issue and determine the organizational needs, circumstances and challenges faced by the organization and formulate appropriate actions that need to be undertaken. Depending on the various contexts, one or a combination of several frames may be appropriate. We can also use the frames for reconsidering unfavorable change initiatives taken earlier (Bolman, 2008). In the following, we have discussed the problems faced by the organization and their appropriate solutions in context with the four frames.
Structural
This frame refers to the policies, processes and organizational structures up on which the organization is formed. The pattern of this framework influences the operations of the organization, like staffing, customer service and production schemes. The problems faced by the organization are due to weak combination of goals, responsibilities and specialized roles of the staff members and unclear association among them. Their hierarchical matrix structure is not properly defined and they lack proper limitations and boundaries.
Working according to Bolman and Deal theory, the structural manager in order to change the structural elements of the organization has to clarify its organizational goals. A responsibility chart sketching the division of labor has to be drawn and specialized roles have to be defined to eliminate ambiguity, uncertainty and conflict. To outline the hierarchical matrix structure first, the line of authority has to be clarified and a clear structure fit for their environment and tasks has to be developed. The different roles can only be coordinated when the organization as a whole decides its line of action. Only when everyone in the organization agrees to the changes, they can be implemented as they all have a part in the decisions made (Bolman, 2008).
Human Resource
This frame mainly deals with the people of the organization. Through this frame, we can emphasize on staff development, support and awareness of employee demands and empower their leadership qualities. The problem with the organization is that basic needs of the staff members, like their safety issues, are not met with. The management is unable to handle situations in case of conflicts and the staff has very little authority and power to take their own decisions.
This approach can only be successful when there is very little conflict among the employees. Thus, they have to be trained in conflict management and improve their communication with each other. In order to deal with the above problems, the human resource, or HR manager, need to view the staff members to the heart of the organization and should respond to their needs. This is done so that they are loyal and committed. The HR manager has to be open to the employees and communicate cordially with them. The resources required for them to work properly have to be provided to them so that they can wholeheartedly participate in the operations of the organization. There has to be abundant resources to lower diversity and conflict among the employees. Their job security and safety also has to be improved so that their morale does not decline. (Nilsson, & Axelsson, 2008).
Political
This approach centers about the political realisms, which are present outside and within the organization. It emphasizes on the various groups and their agendas, coalition formation and power bases and negotiation of conflicts due to limited resources. This approach is suitable only when there is a scarcity of resources and there is a conflict in the values and goals of the organization. Problems faced by the organization that fall under this approach are the conflicts between the departments and racial tension. Problem also arises when the concentration of power takes place in the wrong place or is so widely dispersed that no work is done. Outside constituents, like media and parents, also play a part here.
In order to solve the problems the political leaders of the organizations have to recognize the major constituencies for developing links. They have to create arenas to carry out negotiating for eliminating differences and find reasonable compromises for them. For damage control, the leaders have to communicate the similarities of the different groups and unite against outside threat by identifying their external enemies. The political frame focuses on tactics and strategy rather than in resolving conflict among the groups. As the organization is a coalition, there will be differences among the members. Thus, the political leader has to see to it that the goals of the organization are clear and there is communication between the political and structural frames (Nilsson, 2008).
Symbolic
This approach focuses on inspiration and vision, which are critical for the employees so that they believe that their work is meaningful and important to the organization. It is suitable when the goals are ambiguous, cause-effect relationships are misunderstood and cultural diversity is very high. Problems under this frame arise when symbolism, like ceremonies and traditions, is not shared in the organization; there is lack of faith and religious division and loss of identity of organization.
To deal with the problems the organization has to hoist their banner, which is a common symbol for all and the students and employees will be loyal to the organization when it has its unique identity. Symbolism in the form of rituals and ceremonies develop caring and excellence among the members and creates faith and belief inside them. The symbols also eliminate ambiguity and confusion. The symbolic leaders have to personify and express change as this provides direction and cohesiveness to all (Hill, 1998).
Conclusion
When changes initiated have to be implemented in organization, a combination of these four frames and their different perspectives is totally justified. According to some educators, the structural frame of the changes initiated there has been strongly emphasized and that the other frames have been concurrently neglected. Since the leaders are often found to be stronger in one or two of the frames but never in all, it is very important that everyone addresses and conceptualizes the various aspects of the changes initiated.
References
- Bolman, L.G. & Terrence. A. (2008). Reframing Organizations: Artistry, Choice, and Leadership. Auckland: John Wiley and Sons.
- Cameron, E. & Mike G. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change; LA: Kogan Page Publishers.
- Hiatt, J. (2003). Change Management: The People Side of Change. London: Prosci.
- Hill, S. (1998). Overcoming Cultural Barriers To Change. Health Manpower Management, 24.1, 98-104.
- King, D. (2002). Changing Shape of Leadership; London: Ebsco publishing.
- Nilsson, E. (2008). Line-Managers’ Perception of Change at Ericsson: A study of the process and effects of a re-organization; Jönköping: Jönköping International Business School.
- Nilsson, E. and Georgsson, L. (2008). Breaking hierarchies; Uppsala: Uppsala University.
- Wilson, D.C. (2002) A Strategy of Change: Concepts and Controversies in the Management of Change; LA: Cengage Learning EMEA.