Abstract
It is evident that the company has been experiencing numerous challenges as a result of the recent financial crises. Some of the significant challenges that the firm has faced include increased employee turnover, outdated software application, low employee morale and mounting employee stress. Any attempt to implement change has been countered with employee resistance and some resigning. Employee resistance is partly based on team members’ perceptions of change, which is influenced by individual attitudes and behaviors and the working relationship between executive management and the workers. Predisposition to resist change, fear of failure, job insecurity, peer pressure, and the idea that past successes yield complacency are all personal beliefs that an individual may have through the restructuring process. The essay will critically evaluate best organizational development process skills that the management should use for dynamic job and responsibility re-organization. Next, the essay will adopt the change strategies both in the long-term and the short-term and finally, the impact of various resources would be evaluated.
Organizational Development Process Skills
To improve the company’s effectiveness and viability, the executive leaders should employ interventions as they adopt and implement diverse change agents ( Madsen, Miller & John, 2005). The overall purpose of interventions is to enhance performance, productivity and employee behavior through a series of structured team and individual activities that apparently focus on what workers do and how they do it. It is critical for the management to eliminate hierarchical decision making which is evidently vital when creating a developmental change. In this case, the decision making responsibilities have to be shifted from being a task designed to the manager to one that will be shared by all employees. Weiner (2009) asserts that including employees in decision making evidently makes them feel closer to the organization and develops a sense of responsibility. In a healthy organization, the manager understands that the process of decision making ought to occur where information sources are towards the top of the chain of command.
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According to Madsen, Miller & John, (2005), t he management should also try and focus on groups. Based on the fact that teams make up the organization, change ought to primarily take place in groups to make a clear difference in the culture. The group in the company must develop comprehensible understandin g concerning the purpose, goals, and mission of the change as well as for the purpose and organization of the company's structure. In order for the change agent to be efficient, workers together with their respective department must have a clear understanding of different departments in the organization and their relationships. It is worth to ensure that leadership has a balance rather than acting above the law and at the same time offer support to the employees (Fleck, 2006). The management should also ensure that they invest in the employees as the employees will also invest their time and talent back to the firm. Feedback and reinforcing positive employees’ activities is also important, and the leadership must work to develop employee’s skills and sense of wellbeing.
Change Strategies within the Short-Term and Long-Term
Strategic management demands that both the management and owners should collaborate. Weiner (2009) posits that strategic management at the company ought to entail intentionally organizing the available resources and deploying them to accomplish the specific objectives and goals. Both long term and short-term goals will help the management to set priorities and then emphasize to the staff what is critically important. Strategic management would be of help in maximizing and tracking actual performance to determine whether the strategic goals are achieved. The management team must share information with all stakeholders in the employee’s best interest and the firm ( Madsen, Miller & John, 2005).
Focusing on the short-term change strategies, it is important to note that change management comprises of critical planning and receptive execution in addition to consultation with affected individuals by a proposed changes (Fleck, 2006). When developing short-term objectives for the business, it would be essential to focus on the company’s market position and where they want to be regarding the business’ mission. Change should never be forcibly dictated on the employees instead; it must be realistic, achievable and understandable ( Weiner, 2009). Employees must be given adequate input before setting long-term goals.
Evaluation of Impacts of the Resources
Organizational structures and resources endowment apparently shapes the readiness perception. The management ought to consider the organization’s structure assets in addition to the potential deficit when it comes to the formulation of the change efficacy judgment. Employees form the critical resources for the success of the company. Human resources are arguably the building blocks of the company when efficiently used notably when introducing a change. Motivation is critical to ensure that employees understand the change, its impact on them and to the business and how the change will benefit them. Employee behaviors and communications are often integrated into the change discussions and its implementation. In a situation where the agents of change interpret and declare that certain behaviors and communication are evidence of mounting resistance on the part of the change recipients, then it would follow that the conversation would be no longer be a natural and neutral set of interactions (Fleck, 2006).
Commitment is arguably change-specific, and in this case, it is evident that the management commits to change, but the employees are not committed, and this is as a result of various reasons, for instance, they might not be fully informed about the change ( Weiner, 2009). Stress is evidently increasing for the employees who have been staying around the company because they are not prepared for change, and the culture of the organization is not accommodating to allow them to grow and be innovative.
Organizational culture is another valuable resource that would be critical for the management. It is vital to ensure that the organizational culture is all-inclusive, flexible and allows for collaborative decision making. Further, the culture should be able to accommodate and encourage employee innovativeness which is critical when it comes to change implementation. Weiner (2009) argues that a n organizational culture which can embrace learning, innovation, and risk-taking would evidently support the company’s readiness for change. Further, researchers have emphasized the overall importance of flexible company policy and procedures in addition to the positive environment as part of the vital resource for the company that wishes to introduce a change. Appositive past company’s experiences with change might be of help when fostering company’s readiness.
Technology is a critical resource for any organization. In this case, it is evident that the company’s software applications that are currently used are outdated, and this is one of the significant challenges facing the company ( Madsen, Miller & John, 2005). A suitable technology would arguably determine the readiness of the firm; therefore, before introducing any change, it would be important for the management to ensure that they acquire a modern technology that would facilitate effective organizational change.
References
Fleck, C. (2006). Organizational development.
Madsen, S. R., Miller, D., & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference?. Human Resource Development Quarterly , 16 (2), 213-234.
Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation science , 4 (1), 67.
