Our organization decided to make changes to the company’s internal production process by introducing advanced production procedures to produce new improved goods and services. This change aimed to meet our customers’ needs and provide better customer services. Indeed, the proposed change corresponded with the company’s mission and principles. It was cost effective and could yield high profits for the company.
For many years the organization's structure and culture stressed on control and stability. However, the world is transforming and achieving the best results; the company had to change alongside the world. Nevertheless, the changing process was not welcomed wholeheartedly. The adjustment across all of the production units needed to improve from suggestion stage and be implemented. This was not easy. The new internal production process was seen as a threat to the outgoing practice and outgoing value structures in addition to the common understanding. Again, it was a huge risk for the company to redefine its product in the optimism that the new services and products will be way more booming. The company had to educate the employees on the advantages that adopting the new procedure brought about. This changed their heart and therefore allowing their thinking and actions to follow the intended plan for change.
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The company combined its idea with other interrelated companies to innovate a complex product which could be more convincing to the employees. However, it was advisable that the company maintains the important design to be able to control the product just like how computer software models are advanced. This assured the employees that the new products would be welcomed in the market.
The book “organizational behavior” describes in chapter 15 that, advancement and dominant design control are associated with profitability (Uhl-Bien, Osborn & Schermerhorn, 2014). The employees need to understand the possible profits associated with the new change. There is a need for smart management to manage employees’ resistance to change. (Uhl-Bien, Osborn & Schermerhorn, 2014). To achieve innovation, fresh and better production processes and operations were implemented. Victorious managerial innovation that involves vast interaction with subordinates, peers and the superiors was therefore required. Such management allows employees to feel like part of the decision-making process; thus welcoming the new change in the company.
References
Uhl-Bien, M., Osborn, R. & Schermerhorn, J. (2014). Organizational behavior . Hoboken, N.J: Wiley.
