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Example answers to Questions on Organisational Change

Introduction to the Organisatiion

This task is solved using Shore to Shoreline Logistics Pvt. India Ltd (STS). It is a branch of Khanna Paper Mills (KPM). The business bargains in the Logistics field. It got a number of clients who are in this field.

Introduction to working Scenario

STS is a transporting product initiated by KPM and works as an intermediary between KPM and Transporters Its main process is to set up the trucks at an acceptable cost and then follow the customers of KPM till the consignment is come to at the destination. Alternatively when raw material arrives at a slot, it arranges the containers and follows the service providers till the consignment reaches its base train station Amritsar. The STS has a large number of worker who work in different departments. The hierarchy of the organisation is as comes after:

Managing Director -> Director General Manager -> General Administrator -> Sr. Administrator -> Director -> Executives.

Recently it has to undergo lots of changes regarding its functionality so the work may be completed with greater swiftness. New technologies had been adopted specially in neuro-scientific Information Technology and other departments.

Discus three models of Change Management. (AC: 1. 1, 4. 1)

ADKAR's Style of Change Manegement: This model was first published in Prosci Change Management Series in 1998 after researching on around 300 companies that were impacting on change management. The model is sequential and cumulative in its approach. They have major 5 periods to impact change management.

Awareness: It really is related to the change whether there may be need to change. When there is, what areas should be focussed for change.

Desire: There is a whole lot of difference in desire and demand. Desire can be an abstract and hazy term that can be weaker whereas the demand has solid history of resources. Everyone should have desire to take part in the change often demand can't e found with.

Knowledge: It the factor that vests with the leads. The participating folks should have understanding of the change that will be effected and the possible final result of the change.

Ability: It's the capability of change. It ought to be slow in action but fast in final result. The strategy implementing team must have the ability enough to rollback the action in the event the change is not successful.

Reinforcement: It's the capacity to retain the position once achieved. There must be break points that may be created and one breakpoint should be followed by the other on successful completion of 1 breakpoint. [1]

Lewin's Change Theory: This model is a three level model for change management. The phases are

Unfreeze: This stage is related with the change of individual behaviour. It really is unchangeable under normal circumstances, nevertheless the knowledge and prefer to have more always has an optimistic romance with the change. More you learn more you get. This level is designed for changing the existing beliefs, cases, triggering need for learning etc. Quite simply, we concentrate on the areas that require to be viewed and evolved.

Change: When we have accepted the areas and opened up the avenues for change, we can result the change. On this stage we make up our mind to explore and learn new eras of improvement. New technology is followed, experts are allocated to train the less trained employees. The surroundings is modified.

ReFreeze: This stage is the final stage of the model in which the changes are frizzed for the existing scenarios so that these may not influence and get influenced by other factors. [2]

Lippitt's Phases of Change Theory

Lippitt, Watson, and Westley contributed to Lewin's model and created a seven-step theory. It centers more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continually exchanged throughout the process. The seven steps are:

Diagnose the problem.

Assess the motivation and capacity for change.

Assess the resources and determination of the change agent. This includes the change agent's commitment to change, electric power, and stamina.

Choose intensifying change things. In this task, action ideas are developed and strategies are founded.

The role of the change real estate agents should be preferred and clearly understood by all functions so that objectives are clear. Examples of roles are: cheerleader, facilitator, and expert.

Maintain the change. Communication, feedback, and group coordination are essential elements in this step of the change process.

Gradually terminate from the supporting marriage. The change agent should little by little withdraw from other role over time. This will appear when the change becomes area of the organizational [3]

Suggest a proper style of change for your chosen organisation. Discuss your known reasons for recommending the model. (AC: 1. 2)

Keeping in view our company, we suggest the application of Lippitt's model.

Justification: This model can take into consideration Kewin's way and stretches it. Alternatively ADKAR model is also based on the same lines but is more rigid in its way. In the concerned organisation, third parties were called from other respective fields for evaluation of the existing system and suggest changes that enhance the functionality of the complete system. There were transfers from STS to KPM and vice versa. A fresh Vice Chief executive for Functions was appointed who unveiled a number of changes to gentle the functionality. The main changes launched were as follows:

The VP stressed on the IT team with full pressure because this team had the to undergo an upliftment. Interviews were conducted for appraisals and executives were promoted. Open up opinions were requested change. Executives were called at the KPM for training. In the initial stages the employees were reluctant going change but the management made them round in due course of time. The training was over and the professionals were restored to their orginial work place. After this review was conducted and the ones who added much to their performance were promoted. In this manner the organisation freezed the change.

Strategic planning stands for planning the long-term. Keynes said that in the long run we are all dead just because a long run is composed of lots of short durations. But the time frame of the type planning in many organizations is from 3 to 5 years. Due to this timeframe, there are several difficulties associated with long-range planning. These include: [4]

Creating an idea that is breakthrough in its orientation.

Getting all stakeholders to commit to the organization's strategies and follow through on implementation of critical activities, and decreasing cycle amount of time in the planning process.

This sort of orientation necessitates approaches to tactical planning that require all employees and stakeholders in the look process and a planning process that may appear within the shortened time frame.

There are lots of techniques you can use for this function:

Change = (Dissatisfaction)(Eye-sight)(First Steps) > Level of resistance [5]

The Future Search Method: This technique was developed by Marvin Weisbord and Sandra Janoff of USA in 1980s. This technique is for implementing System-wide tactical planning and Enabling diverse and potentially conflicting groups. To get common earth for constructive action and Finding new methods to tough issues. The participants generally are in the form of parallel array of 8x8 tables and sitting 64 persons. The Time duration it requires to decide may take from 2-3 days.

The REAL-TIME Strategic Change Method: This technique originated by Kathie Dannemiller and Robert Jacobs of USA in 1980s. This method is useful whenever we have to design and implement the complete system for change and create organisation-wide

alignment with mission, eye-sight and strategy. It really is limited only by size of venue and the event takes two to three days and nights to complete. Its main influence is noticed on group dynamics and Company development. The time it considers for implementation is Two months. The participants include merged stakeholder group. The desks are rounded and can provide 8 folks per table. The main element focus areas will be the sponsors who wish to notify or sell the product or is unwilling or struggling to meet design rules or sponsor has no goal of implemention of action packages. The model has been used by Boeing (777 Development), Ford Electric motor Company, Marriott Hotels and Mobil.

The Open up Space Technology: This model originated by Harrison Owen of USA in

1985 and presented in Total annual international conferences on Organisation Change. The primary reason for this model is creation of self-managed collaborative conferences that generate high levels of ownership and Resolving complicated or

conflict-ridden issues in a brief period of time. Other purpose is team development and creating strong community soul. The space necessity is bound only by size of venue

and the function takes one, several days and nights to complete. The execution requires fourteen days. The main participants are sponsor and consultant/facilitator (although some practitioners use an RTSC-style design team). This model requires a large room that will accommodate the complete group seated in a group or several concentric circles in tens. On this model emphasis is laid whether the sponsor would like to notify/sell or control the procedure, predetermined outcome is required, answer has already been known and there is covered agenda. The model has been carried out at The Anatomist Council Diageo, Petroleum Development Oman, and Prudential [6]

The organisation under consideration applied the mixture of these three strategies. The sponsors are the transporters whose will is to get the most from the pocket of the company and the executive who wish to minimize the burden on the business. The transporters were hesitant to provide service as the quantity of work is increased during the seasonal hours leading to problems and conflicts therein. Alternatively the consignments were sometimes postponed or misreported.

To overcome this issue a gathering was called and the solution developed was to put into practice an IVR system that required three months in its execution. The solution originated by Beas Software Solutions and is operating fine. After the implementation the plan implemented was that the drivers will get an incentive of 1 1 Pound for calling the IVR system and penalised 5 Pounds for not contacting. The IVR is with the capacity of detecting the city from where it is getting call and automatically throws the mails to the worried parties.

This resulted in legislation of the transporting facilities and the clients are seemed to be also happy.

Task 2:

Understand Issues associated with proper change in the organization

Discuss the common background to change that is available in modern current economic climate, and the specific drivers that motivated your chosen organisation to consider Change. (AC:2. 1, 2. 2)

World appears to be integrating economically, politically and culturally. Irrespective of the national limitations huge innovations in information, communication and technology has taken place. Possession patters of corporate sector all over the world have become more complex like joint projects, cross-border acquisitions etc. Global strategies have emerged in the development of goods and services, distribution and management of labour. These experienced an immense effect on business activities. The globe economy is currently more strongly interlinked and the funding has turned into a global resource.

Ricky (2009) In the current financial circumstances organizations are facing both exterior and internal makes that in the end make change inescapable. External makes such as new employees demographics; changing targets about quality, output, and customer satisfaction; and new systems are dramatically affecting the operating environment in organizations earth sensible. Internally, financial limits, the problem to do more with less, cross-functional groups, mergers and acquisitions and empowered employees all affects organizations' position to remain competitive in the global marketplace

In circumstance of the worried organisation, the following are the factors that lead to the change:

Increase in area of operations. The organisation has opened its new office buildings in Canada, UK and US for procuring recycleables.

There is need for more manpower to manage the tasks related to the jacks.

There is dire need of regularising the transfer of consignments (Inbound/ Outbound).

The competition on the market requires new impressive suggestions to be developed.

The spreading of education and understanding requires recycling of newspaper waste to optimize the performance and less reducing of trees. Waste products Management needs restructuring.

The world is fast enough and we need a centralised repository to keep the transactions at one location whether these are performed in India or in another country.

In the light of above facts, the organisation in mind needs change and should take up a changing coverage.

Following are a few of the resources implications

Human and other Capacity Requirements - Individuals power is one the major resource that is hard to change for their natural instincts. We need to develop employees because of their skills and use potential resources of these resources. Also, other capacity needs required such as interior systems, management constructions, engaged companions and Network NOs and POs, and a supportive legal framework etc.

Financial Requirements

- The money required to put into action this plan is one of the most crucial factors. There should be proper allocation of cash required to apply the strategy.

Estimate of Task Life-span, Sustainability, and Exit Strategy - We should look at a cost benefit research before falling into action. The timespan necessary to complete the project, the resources diverted and reimbursement of the same for the time span must be looked at.

Thomas (1992)

'Strategic Change Management Plan' may only be looked at complete when these components have been identified, at least in extensive conditions. As the job goes into change execution, several of these components will be the defined in more detail and analyzed in reality

Task 3:

Develop systems for understanding and affecting others along the way of change

Identify the key Stakeholders in your selected company and propose systems to involve those stakeholders in the look and execution of change. (AC:3. 1)

Karen (2008) A stakeholder is a personality in business who has the very best stake or the ability to influence the results of the strategy. They could break the solution even. The individual may be external or internal who has the highest ranking and can not be influenced by the proper causes. Different stake holders have different targets and can be involved along the way of strategy building in several ways as follows:

Involve them in problem dealing with.

Keep them current of ranking towards corporate and business objectives

Take actions on responses received by them

Mobilize the correct resources at the right moment in time to recognizethe execution plan

In order to involve the stake holders to the procedure of change the new ceo of STS completed the following actions;

Simplification of Financial Services: For the purpose of relating to the customers to the process of change the principle Executive Official of STS followed a customer targeted strategy. The CEO simplified the ever sophisticated financial services in terms of their understanding and it was now made very simple to comprehend. Now the clients know that what they are committing into and what give back their investment is expected to yield by the end of the deal. Earlier customers will always be confused between your complex calculations. Now the customers are happy because they don't need any financial interpreter to comprehend the intricacies of the assistance proposed by the STS.

Workforce Development: An-other very important stake holder of the organization is the employees'.

Mark (2005) A worker is a person whom we should rely. The intention of the staff plays a vital role in success or inability of the task. The CEO of STS required into self confidence the employees. He promised more incentives and job rotation at different places to the employees because of their overall development. He also made design for necessary training and development programs. The CEO assemble for his or her further studies with the primary colleges and IMTs so that their skill may be developed more.

Creating Distinct MARKET: the CEO of the company purchased more land for having internal container and custom clearance house. It will unleash the power of the internal as well as external trade. The land will be used as a warehouse where others may also store their inventory. This can diversify the business and assist in promoting the result of the STS.

Critically evaluate the advantages and disadvantages of the systems you proposed in activity 3a. (AC:3. 3)

The system discussed in the section A engaged a number of persons as stake holders under consideration before in performing the strategy. The necessity for change in these factors is manufactured keeping because the internal as well as external causes. The STS was accomplishing in the service sector of planning the transporters for only 1 consumer that is its father or mother firm KPM whereas due to the volume of business being steady in one way and explore more opportunities for revenue earning, new eras are explored. This plan really worked well in the true time environment. The employees and govt companies showed keen fascination with the development plan and setup of a new industry in the border region where no major investment occurs in wake of conflict at any time with Pak.

Mark (2005) The other system that the principle Executive Officer developed was to teach the workforce. The employees' were attended to about the need for the change and the possible proposed changes and before employing the change guaranteeing them that they can not be over burdened with this new execution. it is very essential that the labor force is ready enough to perform their duties into the new environment. For the purpose workforce was developed with rotating job descriptions and Management Development Programme was conducted by way of a Institute of Management Technology Ghaziabad(Delhi) to train the employees about how precisely to respond to the change. Finally the principle Executive Officer had to respond to the most vital reason for the change this is the undeniable fact that STS was trading with only its parent or guardian organization KPM and planning trucks because of its consignments. But now the coverage has changed and diversification is desired which can be done only with the aid of the employees. Along these lines marketing was mixed up in development of the organisational strategy that helped it in procuring necessary licences and tie up ups with the govt and other businesses.

Discuss how you'll create a change management strategy with the key stakeholders. (AC:3. 2)

"Stakeholder management is critical to the success of launching change in the organization. " The more people will be afflicted by change. These may be the person who have the energy to influence the current project. A couple of both options, if the results are approaching to the expectations, they will be great supporter usually opposers.

Harriet (2005) Stakeholder Management Strategy is an important discipline that successful people use to gain support from others. It can help them ensure that their assignments be successful where others are unsuccessful.

Rob (2008) Stakeholder Evaluation is the technique used to identify the key people who have to be won over. Afterward you use Stakeholder Planning to build the support that can help you succeed. The benefits associated with using a stakeholder-based approach are that:

We should take into self-assurance the stakeholders so that they may guide in a better way by their valuable thoughts in times of need and keep carefully the project on the right course.

The with time communication to the stakeholders give them chance to evaluate the existing and the future productivity of the action being put in place. In this way they can stop the incorrect actions, take corrective strategy and even encourage the team to carry on in case there is certainly complete success. It builds a sense of self-confidence in the team.

What strategy would you utilize to manage resistance to the change you developed in your chosen organisation? (AC:3. 4)

In the view of the researcher regarding STS, following factors are worthwhile mentioning

There will be a workflow process in order to attain results for common benefits for employees and organization.

There will be an Authority Process to be able to direct behaviour in the pursuits of the organization and its individuals.

There would be a Reward and Charges Process to generate people to respond in away required by the interests of the business and its participants and to behave in a way making associated activity possible. As regarding truck drivers they'll be given incentive to call and penalty in non compliance.

There is a Perpetuation Process to maintain, replenish, and make adequate the quantity and quality of public and natural resources utilized by the organization and its participants.

There must be an Identification Process to build up a thought of the wholeness, uniqueness and need for the organization. Normally, this is accompanied by work to choose and define evidently understood emotionally toned symbols, ideas, or other such factors which will help individual members identify the uniqueness of the organization as a whole, which automatically really helps to determine the uniqueness of the organization in the bigger environment in which it is embedded.

There is a communication process to provide for the exchange of information, ideas, feelings and prices etc employed in all activities to the stakeholders. That is automated through the IVR system.

There must be an evaluation process which establishes conditions for and defines levels of utility and value for people, materials, ideas, and activities and which rates them and allocates them to these levels.

Task 4:

Plan to put into practice models for ensuring ongoing change

Explain the correct models for implementing change that suite your chosen organisation. (AC4. 1)

Jane (1998) A model for incorporating change is thought as the overall technique to incorporate the change into the organizational environment. A model is carried out in the next steps:

Access the need of change

Forming a robust alliance

Creating a concept for change

Communicate the vision

Remove barriers

To incorporate the change in the environment the CEO first conducted a SWOT analysis. He recognized that the business in entering into new avenues and hence need diversification of activities. For this purpose the CEO reserved the resources that may be required from time to time for the change.

The CEO also applied the proposed model to include the change. He reduced the profitability by lowering the prices for services and unveiled new warehouse at nominal charges to the interested parties. Because the custom house is set up, the pattern time is reduced for the importers and exporters that began trade using its neighbouring countries like Pak.

How will you put into action your model(s) in job 4a in your selected organisation? (AC:4. 2)

The plan was implanted into a well defined stages as:

Discovery Phase: this period involved the justification of the need for change in the organisation. The employees and other stake holder in self-confidence. The discovery clarified the necessity for change, strengths and weaknesses in the organisation.

Analysis Period: In this particular phase the discovered resources were analysed for their pros and cons.

Simulation: A simulation of the model was performed by taking into consideration the views and mock trades with the celebrations from selected population.

Conclusions: Finally the theoretical conclusions were attracted based on simulation. The conclusions were became useful and the change decision was enforced.

Keeping in view the changes the CEO developed a new Behavioural platform mainly concentrating 8 behavioural variables that are;

Think of the Goal

Let the old be modified for new to take place

Compensate the employees as per their activity and skill level

Build a team spirit

Participation in decisive actions

Learn and Grow

No Communication gap

Speed Balance and Grasp in action

What improvements do you expect to attain by implementing your chosen model(s), and how would you evaluate these? (AC: 4. 3)

In this execution phase land acquisition was made. Govt License and other formalities were met with. New contracts were made with the celebrations in the same line of trade. selections of services. STS launched new and ground-breaking services. It offers facilitated to improve how consumers can look at their pension income. STS offers the degrees of return promised and being in charge of any dangers associated with doing this it offers more certainty about degrees of income for the buyer. In a nutshell as the result of the change use by the CEO of STS the business rebuilt its brand reputation, became more customer centered, began to provide more progressive products and became more popular among the list of consumers and in the end the business has grown to a gigantic extent

As the part of their strategy STS also undertook an audit path to observe the behaviour of the organisation in the market and in the employees i. e. external and internal. The analysis exposed that STS was tightly positioned within the market. Its workforce was known because of their considerable expertise, advancement and quality of communication. The external audit also helped to determine where STS was positioned in relation to its challengers. This audit provided an essential eye-sight to the decisions that were needed to start the change process.

[1]. Prosci - 1367 S. Garfield Ave. - Loveland, CO - 80537 - USA

[2] Lewin/Schein's Change Theory by Ross A. Wirth, Ph. D. (2004)

[3]Lippitt, R. , Watson, J. and Westley, B. The Dynamics of Planned Change. New York: Harcourt, Brace and World, 1958

[4]USING REAL-TIME STRATEGIC CHANGE FOR STRATEGY IMPLEMENTATION LORI L. SILVERMAN, OWNER Associates for Improvement 1218 Carpenter Road Madison, WI 53704-4304 608. 241. 8082 (telephone) (e-mail)

[5]USING REAL TIME STRATEGIC CHANGE FOR STRATEGY IMPLEMENTATION LORI L. SILVERMAN, OWNER Companions for Improvement 1218 Carpenter Block Madison, WI 53704-4304 608. 241. 8082 (mobile phone) (e-mail)

[6]Leith's Guide to Large Group Involvement Methods Copyright 2004 by Martin Leith, all rights reserved. Martin Leith Small · 10 Pembroke Street · Bristol BS2 8PZ ·United Kingdom Phone: 0117 942 2727 (+44 117 942 2727) email: Website: www. martinleith. com

[7]Karen Sobel Lojeski, Uniting the Virtual Workforce, 2008, internet pages 204Karen Sobel Lojeski, Uniting the Virtual Labor force, 2008, webpages 204.

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