Change Management Process - Essay Example

There was a formal procedure and organization but the informal organization structure was much stronger. All the processes of the organization are highly influenced by a number of factors like the interest of a particular director and people directly or indirectly related to the process.  This was reducing the enthusiasm of the people who really wanted to work. People working with the organization for a considerable time knew about the work culture and the influences these bosses had. The organization’s functions were divided into five major tasks and under five departments. These are administration, marketing, sales, production, and finance.

The business environment was such that the subordinates are more concerned about being the boss’s favorites than their jobs. Politics and competition were prevalent in the organization due to different types of bossism. Survival in the organization was depending on how well you can maintain relationships with the bosses. This was having a bad impact on the environment, work culture, innovativeness, customer-focused approach, and many others.

This kind of organization is defined as Culture & ‘God’ by Handy. It is symbolized by the Web or wheel.  It is described as a culture where power radiates from (the person or person at) the center. Similarly in this confectionary company, decisions are centered on the family members rather than addressing a specific problem. These people had experiences of doing business in hundred years old ways.

However, things started changing when a new CEO took over after his father. This person was dynamic and open to changing the culture of the organization to improve the business process. He started by separating different key businesses and objectives of the organization. He hired a new marketing head with the expectation of changing the organizational culture and environment.

The new Marketing Head has twenty-seven years of vast experience and had handled some of the major brands in the past. The appointment of this person resulted in different types of resistance from all over the organization. The new CEO handled it carefully. He ensured all the family members and extended family members that he is looking forward to more businesses which this person can bring as he has knowledge and experience of the market, new trends, and different other aspects.

The new Marketing Manager started his work with a formal meeting in an informal way. He tried to change the formal structure. Changing formal structure helps to break the line of authority and create a new one. He did not ignore the informal structure and ensured that people are occupied with new ideas, enthusiasm to work, and have some pressure to exert excellence. He used different strategies according to the nature and orientations of the subordinates. He used mentoring for those who were willing to work, Mentoring is a process to influence people and show them away. It provides direction and helps to solve various issues.  Mentoring is being trusted by people, actively supporting and guiding people to achieve personal and professional goals. (Johnson, Gerry, and Scholes 2002).

The Marketing Head changed the existing functional teams according to the market and job requirements. The existing employees resisted this course of action and complained to their bosses. However, the support of the CEO was so strong for the Marketing head that no one could do anything. There were more meetings initially. There were discussions on various issues, product segments, market segments, the requirement for resources, and many others. These brainstorming sessions resulted in some very good ideas. This person introduced the concept of team learning where every Friday delegates, academicians, external consultants, or some internal people train, talk and share their experiences. The overall environment of the organization changed within three months of appointing this person. The changes have been slow and very contributive to the organization.

Change is a phenomenon that results in a condition different from the previous one. This can lead to changes in the way people work. People do usually resist changes very often unless the change is in their favor. In any kind of organizational change, people perceive change depending on a number of factors like job security, increase or reduced job profiles, fear of losing power and identity, and many others. Employees can have various types of resistance to change. Managing this change across the organization is itself a challenging task. Management needs to adopt an effective strategy to deal with the same. It should try to involve workers in the decision-making process and change. Employees should be educated about the benefits and needs of change.

Our new marketing manager handled all the resistance tactfully and the way it could contribute to the organization. He communicated about the achievements, tried to make the individual differences secondary when it comes to contributing to the organization, and helped people understand that business requires their contribution in the present competitive environment. The reward systems were changed and the communication was improved and the decision-making process was improved. Apart from that training and development sessions, effective and frequent communication and asking for feedback are other strategies to deal with the same