Managing Change for Green Telco to Implement Reduce, Reuse and Recycle Policy - Essay Example

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Table of Contents Executive Summary.................................................................................................... 3-4 ProblemIdentification and Analysis........................................................................... 5-7 Statement of Key Problems/Issues............................................................................. 8 Generation, Evaluation & Alternative Solution....................................................... 9-12 Recommendations..................................................................................... ................ 13-15 Implementation......................................................................................................... 15-16 References................................................................................................................. 17-18 Figure 1…………………………………………………………………………… 9 Executive Summary Green Telco, a major telecommunication company in UK which provides communication services in residences, commercial, industrial, and private institutions, is nurturing to develop a business climate which is adherent to ecological protection. The company desire to introduce operational changes to inculcate to its workers the corporation’s adaptation of its green policy. The company was established in 1989 and is currently performing leadership in telecommunication services in UK. It is a multi-awarded company which seeks to contribute for a greener world by engaging into environmentalism for improved biodiversity. As such, the company involved itself in tree planting activities and has committed to help offset carbon emission by supporting a renewable energy project—-the Wind Energy Generation. This report aimed to present an analytical process about how Green Telco should respond to the challenges on the need to innovate and manage changes in the implementation of operational policies targeting on significantly reducing companies’ wastes contribution and to nurture an eco-friendly workplace by using ‘reduce, reuse and recycle’ principles for healthier working environment. The process will also identify alternatives that will produce a cost-efficient outcome in the administration of communications amongst its departments by adapting information technology for effective and efficient paperless administration and operations, as well as in its quality customer care. To concretely introduce changes, the company will conduct strategic organizational capacity assessment to appraise corporate performance viz-a-viz corporate vision, mission, goals, structure and its human resources capacity to actualize corporate plans. It will also evaluate corporate programs gauged on key success indicators and outcomes. Such will also ascertain how effective are its human resources in enforcing the company’s policy on “reduce, reuse and recycle” (3Rs) within specific period and to address the implication of these proposed changes. Data and information used in this report are sourced from primary and secondary sources that are accessible online. Sources are from Green Telco, journals, books, texts, and related studies. Materials are used based on its significance for managing organizational change. This document will further detail the problems of the company, key issues and proposed recommendations. The recommendations is inclusive of company’s determination of supportive plans that will strengthen human resource’s capacity; adaptation of information technology to develop paperless business operations; improve corporate business management; and strengthen organizational capacity through regular meetings, monitoring and evaluation. 1.0 Problem Identification and Analysis The world is beset with ecological problems (Johansson-Stenman, 2004). All pollution has contributed to environmental degradation which has been evidently affecting all of the civilizations that are currently confronting the impacts of climate change. In UK and like other nations, companies are major contributor of toxic wastes. Reports from the department of environment stated that in London alone, albeit reduction of waste collection for about 41%, there remain 1.9 million tonnes of collected garbage based in 2011 government report (Environment Agency, 2011). Among the major contributors of this wastes are companies, including Green Telco. Experts further admitted that the volume of carbon dioxide at 7.1 tonnes CO2 per person and greenhouse gases from industries contributed to climate change and the consequential change of rainfall patterns (p. 7). Every company in Britain is also challenged to improve measures to mitigate impacts and risks of flood to about 517,000 properties. The country is also bent on improving the quality and quantity of potable water (p. 8) while it’s delving all strategies to save the habitat, wildlife and the vegetation. In this context, Green Telco is motivated to enforce its environmental policy, in consonance to the universal commitment of all nations to heed for environmental protection under the Millennium Development Goals to uphold green agenda and to integrate this for quality business performance. 1.1.1. Ineffective human resources- There is an evident inability of the human resources to relate their jobs to the corporate mission of Green Telco, as a company with ecological advocacy. Despite the framework and policies, there is apparent problem in the total implementation of the eco-program because a number of employees are disregarding "reduce, reuse and recycle" advocacy and the necessary condition needed to sustain its commitment to reduce the volume of carbon emission. Such meant that there is lack of appreciation of this program among workers due to their inability to practice this within the workplace. Thus, employees need to be transformed as environmentalist or ecologists to actualize environmentalism as corporate life. As such, it is imperative to educate and acculturate workers with environmentalism and to evaluate their adaptability of ecologist framework and paradigm. 1.1.2. Lack of teamwork and collaboration – As the company depicted coordinative and collaborative coordination between management and its human resources, there is a need to transform the values of the human resources to appreciate teamwork to discourage individuation which is not contributory to the overall goals of the company. 1.1.3. Poor communication – It’s such an irony that a telecommunication company, that is bridging gaps and distance through communication, is not exercising open communication between management and its human resources. This poor communication is evident by its workforce’s inability to effect corporate policies and to advance its ecology-friendly preference to become a paperless company. 1.1.4. Poor Leadership – Human resources incapacity to understand corporate policies, programs and corporate activities depicts poor leadership. Such meant that lacked of leadership result to failure to direct human resources to perform tasks which will contribute towards realization of company’s organizational vision, mission and goals. 1.1.5. Lacking Motivational Perks - As an organization with structured pattern of interaction and coordinated tasks to achieve its purpose, Green Telco has a problem of motivating employees to make its ecological advocacy as a corporate culture. As a consequence, employees are not quite motivated to perform obligations and responsibilities in contribution to its 3Rs program. 1.1.6. Need for Monitoring & Evaluation -- For the organization to effectively communicate and introduce change, it’s paramount for the administration to conduct regular meeting, monitoring and evaluation. Outcome of these mandatory processes will hasten identification of recommendations which will be foundation for the strategic planning. Monitoring and evaluation will help identify problems and needs of the human resources too as well as the company’s capacity for quality customer care services. 2.0. Green Telco: Statement of Key Problems/Issues Green Telco is challenged on how to strategically effect organizational modification through transformative, rational, systematized and committed implementation of changes which would be accepted and carried out by the human resources with less or without resistance. While the organization necessitate conduct organizational capacity assessment, strategic planning and organizational modifications of systems to effect changes, it is also imperative for Green Telco administrators to illustrate transformative leadership, practice open communication, and to nurture among human resources the corporate culture of ecological protectionism. 3.0 Generation, Evaluation & Alternative Solution To effect change in accord to its company’s values, Green Telco may use this corporate framework: Figure 1. Proposed framework of Corporate Management for Green Telco (Harter & Sova, 2011) 3.1. Transparent Corporate governance.--Green Telco offer the following services: landline calls, carrier pre-selection, wholesale line rental, digital telephone lines, broadband access, VoIP and telephony services, neo-geographic numbers and equipment and maintenance service (Green Telco, 2009). While it has its own business and customer relation policies, Green Telco also adhere to policies of PhonepayPlus.org.uk, with the Federation of Communication Services 2008, and Consumer Code of Practice and is availing the service of Office of the Telecommunications Ombudsman in case of complaints (Green Telco, 2009a). The company aimed to exercise the best praxis expected of telecommunication industry with quality customer care and protection program in accordance to national laws protecting them (Green Telco, 2009b). It is imperative for the company to make their human resources understand the mission and goals so that they will be able to perform their tasks that will contribute toward the realization of these goals. The ecological program of the company should be integrated in its policies and strategies so that workers are able to perform tasks with such commitment essential for its environmental advocacy as Telecommunication Company. Through this, workers will be able to appreciate "reduce, reuse, and recycle policy." This is perceived as value solution to environmental problems. 3.2. Conduct Performance Appraisal – this is necessary to assess the condition of the company; the capacity of the employees perform their responsibilities and to adhere to policies in accordance to their vision, mission, and goals. It will also provide an avenue where the company is able to conduct an analysis of its strength, weaknesses, and opportunities and threats (SWOT) and provide recommendations to address problems. It will allow the company to assess organizational structure. Trainings must be sustained for sales and marketing personnel to make them truly depict corporate’s public image to served customers (Green Telco, 2009b). Finance and performance of employees will be subjected to regular audit (Green Telco, 2009b). Moreover, evaluation and performance appraisal should be conducted with an integrated standard that will measure capacity of the workers to implement the 3Rs. Regular monitoring and evaluation is important to elicit significant change in employees’ behavior to favor policy change. Further, transparency of business governance is contributes to company’s credibility if performance, appraisals and audits are published online. 3.3. Nurture Open Communication-- while the company operates as a corporation, there is a problem on how to exact cooperation from its employees to practice 'reduce, reuse and recycle' policy. As a consequence, the policy is not effectively practiced. If unimplemented or not adopted by employees, such policy that is crucial to the image and integrity of the company can cause dichotomy of company's praxis: good in principle, but not in practice. It will nullify the company’s name and image as Green Telco. It would be wise for the company to adapt information technology for effective marketing, communication and to effect an ecology-friendly business operation and enable eco-friendly customer relations, too. Such will contribute for quality of service, and part of its adheres to the standard of ISO 9001 and ISO 14001 3.4. Strategic planning-- while the company have integrated its corporate position for green business management as an institutional policy, there is a need to actuate this in deeds or action. The planning will also consider the operationalization of digitized communication, both as an internal and external policy, and in consonance to its plan to reduce usage of papers in it operation and in billing. 3.5 Enhancing HR capacity – There is an imperative to transform employees into environmentalist so that they will be able to effective operationalize 3Rs plans amongst department heads and employees. Teamwork and mutual trust among employees should be nurtured. Teamwork is essential to develop better interrelationship and coordination in the workplace. This is also imperative in develop open communication, leadership and collective accountability to attain goals. 4. Decision/Recommendations Considering the foregoing issues discussed, the analyst recommend to undertake the following activities: 4.1. Conduct of Organizational Capacity Assessment – This will evaluate the capacity of the employees to perform their tasks in accordance to company’s vision, mission and goals. It will also delve into their capability to adhere to company’s policy as its employees. The assessment will include assessment if key results of the undertaken programs, activities and their behaviors are in consonance to set corporate values and expected outcome within the last five years. It will also consider publicizing performance appraisal as part of transparent governance require of corporation. 4.2. Strengthen of Employees Capacity—This can be undertaken by (a) educating them on the philosophy on ecological protection; (b) nurturing them to transform their lifestyle as ecologists partaking the reduction of wastes and reuse or recycling of garbages (Allen, Bedford & Becht, 2011); (c) monitoring and evaluating their adaptability to ecological framework while dispensing their duties and responsibilities as employees of Green Telco. They should also be train to develop teamwork as transformative leaders (Maeda, 2011 & Zomorrodian, 2009) and nurture openness of communication. In advancing an ecologist business ethics (Geroski, 2000), management must encourage employees to dispense their respective jobs professionally and in accord to corporate values (Dolan, Garcia, Diegoli & Auerbach, 2000). 4.3. Improving Facilities and Developing Paperless Communication -- as telecommunication company is reliant on information technology nowadays, the communication facilities of all departments of the company should be networked to facilitate easy sharing of information. Emailing could be utilized as system of communication between management and employees in all departments while websites and social networks will be maximized as instrument for rigorous marketing and customer care. It should be further noted that telecommunication companies these days are using virtual telecommunications to interact amongst them and with customers needing assistance or support (McShane, Olekalns & Travaglione, 2011). The company must likewise conduct wide information, education and campaign (IEC) on paperless billing policy in consonance to reduction of use of papers in its operation ( McShane et.al, 2011). 4.4. Improving Business Management thru transparent governance--Motivate employees to improve their performance by providing incentives, reward systems, provision of perks and other useful benefits. The company should further humanize there works but must likewise encourage bottom-line reporting on social and environmental responsibility (Laurentiu & Claudia, 2011). 4.5. Conduct of Regular Evaluation and Monitoring of Employees and company’s performance to celebrate its achievements, determine weakness and threats as well as formulate recommendation to enjoy opportunities (Taticchi & Balachandran, 2009). An ecologist index can also be developed and be utilized as standard to assess employees’ performance under green business framework. The assessment will also help company determine which need more coaching, training or support (Hartog & Boselie, & Paauwe, 2004). When the evaluation will prove that desired change is effected, the condition can thereafter be ‘freezed’. 5.0. Implementation Below is a table containing the proposed recommendations and its proposed schedule of implementation: WHAT HOW WHEN WHO COST Conduct of Organizational Capacity Assessment -Conduct of corporate performance appraisal to evaluate key results against corporate VMG, policies, advocacies and objectives. It will also include performance evaluation of employees. Outcome should be publicized as performance appraisal result of the company. As soon as possible Board of Directors, Heads of Departments and Employees with Organizational Development Experts To be determined by the Accounting and Management Strengthening of Employees Capacity Conduct of activities to train employees on teambuilding, transformative leadership, ecological protectionism paradigm, and to nurture open communication Within 2011 Management, Human Resource Departments, Employees To be determined by the Accounting and Management Improving Facilities and Developing Paperless Communication Provision of information technology facilities in all offices; conduct of education on media and social networking for marketing and customer care; and conduct of IEC on the development of paperless billing policy of the company for customers or subscribers of Green Telco Within 2011 BOD, Management, Marketing Office and Employees To be determined by the Accounting and Management Improving Business Management thru transparency of corporate govenance Provision of rewards, incentives and benefits to employees who are able to practice its corporate values Within 2011 BOD, Management, Human Resource Department and Employees To be determined by the Accounting and Management Conduct of Regular Meeting and Evaluation and Monitoring of Employees and company’s performance Conduct of regular assessment and meeting to appraise management and employees of developments. May use SWOT analysis or other tools appraisal Regularly as maybe determined by the BOD and management BOD, management, HR, Marketing, Customer Care and Employees To be determined by the Accounting and Management References Asghar Zomorrodian (2009). Transformation/Innovation or Patchwork? Juxtaposition of Public Policy Process and the Role of Leadership in a Chaotic Environment: Is a New Paradigm in the Make?, Theoretical and Applied Economics, Asociatia Generala a Economistilor din Romania - AGER, Vol. 4(04(533)), pages 3-20.. Environment Agency (2011). London's Environment Revealed: State of the Environment Report for London. Environment Agency, Natural England, Forestry Commission England & Mayor Of London. UK. Geroski, Paul A, (2000). Exploring the Niche Overlaps Between Organizational Ecology and Industrial Economics, CEPR Discussion Papers 2649, C.E.P.R. Discussion Papers. Green Telco (2011). Green Telecom Limited Codes of Practice, Basic Code of Practice and our Code of Practice for Premium Rate Services and Calls. 2009:1-5 http://www.greentelecom.co.uk/PDF/Microsoft%20Word%20-%2011%2003%2002%20Green%20Telecom%20Code%20of%20Practice%20Final.pdf. Acessed August 15, 2011 Green Telco (2011). Green Telecom Limited: Code of Practice for Sales and Marketing of Fixed-Line Telephone. pp. 1-7. http://www.greentelecom.co.uk/PDF/code4.pdf Accessed: August 15, 2011b. Harter, G. & Sova, A. (2011). Going Green: Addressing Untapped Consumer Potential in the Telecom Industry. Booz & Co. pp.1-15 http://www.booz.com/media/uploads/Going_Green.pdf accessed August 15, 2011. Hartog, D.N. den & Boselie, J.P.E.F. & Paauwe, J. (2004). Performance Management: A model and research agenda, Research Paper ERS-2004-068-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus Univ. Johansson-Stenman, Olof, (2004). Global environmental problems, efficiency and limited altruism. Working Papers in Economics 139, Department of Economic, Goteborg University, Maeda, John, (2011). Redesigning Leadership, MIT Press Books, The MIT Press, Volume 1. McShane, S., Olekalns, M. & Travaglione, T. (2011). Organisational Behaviour on the Pacific Rim, 3rd Ed. Sydney: McGraw Hill. p. 594. Paolo Taticchi & Kashi R. Balachandran, (2001) Forward performance measurement and management integrated frameworks, International Journal of Accounting and Information Management, Emerald Group Publishing, vol. 16(2), pages 140-154. Raineri, Andres B., (2011). Change management practices: Impact on perceived change results," Journal of Business Research, Elsevier, Vol. 64(3), pp. 266-272, March. Ramona Petrescu, (2010). Organizational Change Process Steps To A Successful Change," Annals of University of Craiova - Economic Sciences Series, University of Craiova, Faculty of Economics and Business Administration, Vol. 3(38), pages 6. Romanescu Marcel Laurentiu & Joe Claudia (2011). Organizations And Managers Of Tomorrow, Annals - Economy Series, Constantin Brancusi University, Faculty of Economics, Vol. 1, pages 231-236, Roy Allen & Norman Bedford & Andra?s Margitay-Becht (2011). A human ecology economics framework for Eastern Europe, International Journal of Social Economics, Emerald Group Publishing, Vol. 38(3), pages 192-208. Shimon L. Dolan & Salvador Garcia & Samantha Diegoli & Alan Auerbach (2000). Organisational Values as "Attractors of Chaos": An Emerging Cultural Change to Manage Organisational Complexity,Economics Working Papers 485, Department of Economics and Business, Universitat Pompeu Fabra. Format and Presentation N P C D HD Comments Case Study Format ? Within Word limit ? Academic, third person writing style ? Executive Summary ? Problem Identification and Analysis ? Statement of Major Problems ? Generation and evaluation of Alternative Solutions ? Recommendations ? Implementation ? Analysis and Application N P C D HD Comments Understanding of case study demonstrated ? Understanding of how relevant theories link to the case ? Theories discussed have been chosen appropriately ? Theories and case critically analysed rather than described ? Clear development of arguments ? Argument linked to original essay aims ? Original thought and interpretation of theory demonstrated throughout ? Referencing N P C D HD Comments Use of appropriate references – no web references, avoids heavy reliance upon text, integrates refereed journal articles ? Appropriate number of references ? Adequate integration of references into assignment ? Appropriate citing of references (APA system) within text and in the reference list ? Essay free of lengthy quotes and plagiarism ? Grade: N Marked by: VI Second assessed (if required): General Comments: Refer to the q manual on how to structure a case study - http://www.buseco.monash.edu.au/publications/qmanual/ch-08.html You need to really follow the sample I put on BB. Analyse each section accordingly. Read More