In Huawei, the ongoing organizational change process would take a procedural and step-wise consideration of measures as follows:
Definition of Change
This is the initial step in an organizational change process, and it involves the identification and a clear definition of the required changes before ensuring that they are aligned to the goals and objectives of the company. It is usually necessary to ensure that organizational changes are effectively articulated to the relevant stakeholders before the commencement of the implementation measures. Besides, aligning the change with the company's goals and objectives is crucial in the sense that it ensures the entire organization strategically, ethically, and financial moves in the right direction (Karp & Helg, 2017). This initial step is also relevant since it plays a critical role in the establishment of the value of change, which is used in the quantification of the inputs and efforts necessary for investment to realize the change.
Delegate your assignment to our experts and they will do the rest.
Determination of the Expected Impacts
This is the second step in the process of conducting the organization change in this particular company. This step entails knowing and understanding the outcomes that the organization expects to realize upon the implementation of the identified change. In this respect, it is also important to determine how the change is expected to affect the various levels within this organization. It is common for the implementation of organizational changes to influence the formation or functionality of various units of business as it cascades through various structures in that particular organization. This step assists in the formation of a robust blueprint that would be required in the mitigation of adverse impacts associated with the change (Shi & Jiang, 2018).
Development of a Strategy of Communication
This is the third stage in the process of organizational changes, and it involves ensuring that the organization develops a strategy that ensures that the highlighted changes are effectively communicated the employees and other relevant stakeholders. To that extent, this step involves the determination of more effective systems and channels that can be used in communicating the detailed process of organizational change to others (Karp & Helg, 2017). The strategy developed in this step should ensure that the communication incrementally happens with effective management of the feedback obtained.
Provision of Effective Training
This is the fourth step in the process or organizational change, and it focuses on ensuring that people are provided with formal and structured guidelines as well as knowledge and skills required during the rolling out of the various aspects of change (Shi & Jiang, 2018). In this case, effective training would include the blending of on-the-job mentoring and coaching with the incorporation of face-to-face sessions. Some of the critical questions that need to be answered during this stage include the necessary skills and behaviors needed in achieving desired organizational change outcomes as well as the most effective training techniques to be considered.
Implementation of the Support Structure
This is the fifth step in the implementation of the process of change in an organization, and it places more emphasis on the provision of a robust support structure that is essential in enabling employees to practically and emotionally adjust to the new environment. Besides, the support structure is crucial in supporting employees in an organization to boost the proficiency of technical skills and desirable organizational behaviors as a way of facilitating the achievement of the set goals and objectives. During this step, it is essential to establish the support required by the employees for a successful change implementation (Karp & Helg, 2017).
Evaluation of the Change Process
This is the sixth and the last step in the process of implementing organizational changes. This step entails the establishment of systems used in measuring and evaluating the impact created by the organizational changes made in the functionality of the company. Further, this step involves continuously reinforcing opportunities that exist in the enhancement of proficiencies. The evaluation of the implementation of organizational change is often conducted to establish its suitability and effectiveness (Karp & Helg, 2017). At the end of the change, it is important to evaluate whether the change is a success in assisting with the achievement of the company's goals and objects and whether certain things could have been done using a different approach.
Evaluation of Individual and Organizational Leadership Actions
In this particular organizational change process taking place at Huawei Technologies, there is a need to consider various individual and organizational leadership actions. One of the individual leadership actions associated with the ongoing organizational change at Huawei involves the role played by the chief executive officer in implementing the change process across the organization. Leaders in an organization such as Huawei must consider individual leadership actions and initiatives as one of the approaches used in championing for organizational changes as well as ensuring a profitable and prosperous future for the company (Shi & Jiang, 2018). Besides, the change at Huawei has also been considered through organizational leadership actions with a key focus on the collective leadership.
In this respect, the organization process of change decided to establish a system that ensures that executive offices are held responsible and accountable through rigorous scrutiny and evaluation of their performance in the new measures in introduced (Karp & Helg, 2017). Previously, leadership role and practices in this particular company have led to the reinforcement of the idea that its organizational leadership is the embodiment of the responsibility for any decision-making process. However, the organizational leadership actions resulting from the change process that has been introduced has broadened this responsibility to departmental leadership within the structure of the organization.
Politics of the Organization in Affecting the Implementation of the Change Plan
There are several ways through which the politics in this organization are likely to affect the implementation of the change plan. Even though it is often portrayed negatively, the presence of politics in an organization such as may not be inherently detrimental. On the contrary, it is critical for the implementers of the change plan to be cognizant of the various aspects of organizational politics that are potentially destructive to mitigate the adverse effects. Just like in Huawei, it is noteworthy that organizational politics has a role to play in the implementation of change in almost every organization (Shi & Jiang, 2018). To that extent, the politics of organization at Huawei might affect the implementation of its organizational change plan positively in the sense that employees and other relevant stakeholders are more likely to highlight issues of pertinent concern.
This implies that it may be futile to always focus on fighting and attempting to defeat every form of organizational politics that emerges in the process of trying to implement a change plan. Organizational politics may be associated with several negative connotations, but the leadership in this particular organization needs to be aware that some politics can help the organization in gauging the expected response and impact once the change plan is implemented (Karp & Helg, 2017). Besides, the organization would be in a better position too effectively defending its change plan against objections in the course of execution. Politics at Huawei might also affect the implementation of the change plan negatively to the extent that employees may not cooperate by accepting and embracing certain or all the aspects of the change initiative.
References
Karp, T., & Helg, T. (2017). From Change Management to Change Leadership: Embracing Chaotic Change in Organizations. Journal of Change Management , 8 (1), 85-96. doi: 10.1080/14697010801937648
Shi, M., & Jiang, Z. (2018). The Revelation Research of Huawei Performance Management Mode to China’s Private Enterprises. Oalib , 03 (11), 1-10. doi: 10.4236/oalib.1103137
