Organizational Change Management and Strategic Change - Coursework Example

Organizational change management dis s are one-side and endorse change as an ideal. They are also highly restrictive about what sorts of change should be pursued." (Sturdy and Grey, 2003) Introduction It is a reality that different organizations operate differently. This does not mean that their working methodologies might not be the same but then again there are a lot of similarities in their work ethics, styles and ways and means. It brings us to the point that these different organizations have managers who work solely for the different functions within the various departments and it is up to these operational managers as to how they execute their undertakings and measures on a regular basis. The basic purpose is to bring the whole list of activities and tasks of the organization on a common platform, a place from where the top management is better able to draft its policies and eventually execute the manner in which these policies are basically run after the decisions are made on those very aspects of consideration. (Randall, 2004) In line with the proposition as to whether these operational managers discern ways of enacting responses from the relevant quarters when it comes to products, services and their related operations, we see that their role is immense and they have to bring about activities right from scratch. Strategic Change in Business Businesses which stagnate over a period of time and do not change because of one pressure or the other usually die out quickly. The ones that have existed thus far have relied a great deal on the phenomenon attached with change and consistent upgrading of the needs as put forward by the business and its norms. The change aspect needs to be embedded in a clear and concise manner within the realms of an organization so as to extract the best possible results, both in the short term as well as in the long run. Role of Recruitment and Selection in Change Recruitment and selection is not an easy job to start with. There are a lot of hurdles that stand in the way of success so that organizations can best achieve their mission and vision that have been set right at the onset. The goals are always in line with the set aims and objectives and for all these things to happen in the first place, it is of paramount importance to recruit the right kind of people – people who can deliver the goods when the going gets tough, and even when it is not that tough. Recruitment and selection looks at the aspects which discuss the recruitment of staff that can bring about a change in the day to day operations of the company and not only that but also deliver to their individual maximums. This means that there is tremendous room for improvement both from the individuals’ perspectives as well as from the company’s standpoint, since the company is the one which can benefit in the long run, in terms of revenues, increasing sales trends, changing (and positive) consumer recognition models and recall patterns and so on and so forth. The effective handling of staff ensures that their careers are developed in a proper and adequate manner and there is understanding between the corporations and their staff members. The main task is to maintain the careers of the employees who have been enrolled on the active roster of an enterprise or a company and thus bolster their careers in the light of growing trends, changing circumstances and problems that might arise from time to time. This also means that employees are better understood by the organizations not only with regards to their own individual standpoints but from the whole industry’s stance as well. This can be a positive sign since people would trust the initiatives which are taken by the corporations and thus aspire to contribute in a better and more productive manner as and when the need arises. Performance Management Regimes In addition, the deployment of an efficient performance management system policy within the organization would indeed help it to essentially tackle its internal issues in a better and more effective manner possible. Performance management systems will definitely ensure that the performance levels of all employees would exceed the expectations since it will guarantee them instant rewards and incentives. Their interaction with each other would develop in an informal manner and thus a competitive environment would sustain within the organizations. (Hall, 2002) The ideology could literally backfire if there is a complete lack of commitment on the part of the people who are at the helm of affairs in the said organizations and were just interested with bringing the system to their respective organizations but not with their actual working methodologies. The companies which will benefit from the results of the performance management systems would indeed be the leaders in their business geographical zones and thus stand out amongst the very best. Role of Manager as per Human Resource Development Managers need to make fast and accurate decisions in the best of times and for that they are accountable to each and every person in the company, not to forget the top management who keeps a note of all the dealings and processes that the managers undertake. For this, managers have to be sharp and visionary with the future in mind, both from the company’s perspective as well as that of the customers for which the company is actually striving to make some efforts. Managers also need to understand that the strategic options can be balanced alongside the tactical and short lived goals which are basically brought into play so as to meet some realistic goals and tasks. They need to align the same in the light of the mission and vision statements which are drawn up by the company when it was formed. (Mercer, 1991) Reward Management A person’s perception of a certain individual within the realms of an organization means that this person starts to take the other employee in a light which might be or might not be attached with the personality of that individual. This could happen due to different reasons which are more based on the work regimes and environments. Business decision making aspects and the lack of attaining rewards or positive sayings in the work place due to this individual is another reason why the perception has been created for him. Perception lingers on for a certain period of time and then it usually fades away but in certain conditions it stays for as long as it could. Employee Relations The employee privacy rights at the workplace are an issue that gets raised every time there is a problem within the office decorum. It is better to contemplate the causes beforehand rather than finding the cause of evil after some harm has been done. A proactive approach rather than a reactive one is the key to building strong employee relations at the workplace and not to forget the guaranteeing of privacy at all possible times. (Gannon & Smith, 1987) The event described in the above paragraphs is a testimony of the fact that privacy issues do arise from time to time and it is up to an individual as to how he or she copes up with the very same. There has to be a concerted effort to counter the problems which might arise within the organizational set up. Downsizing Downsizing is a significant aspect that works to the benefit of the organizations in the wake of the strategic change that it is getting hooked onto. Some factors, if applied properly can help at having sound business at the time of downsizing and restructuring. Top management should explain the purpose of the downsizing as well as explain the need for legitimate growth and profitability towards the positive outcomes of the organizations. It should also explain the future plans including detailed plans for restructuring, upgraded technology, or some processes to increase efficiency. Then there is the need for it to emphasize that laid-off employees will be treated with respect and dignity as this is important for managing and maintaining remaining employees morale and company commitment. Most importantly, the top management should listen carefully to employee concerns and adequately address each concern to whatever degree there is possible. Leading and Managing Strategic Change Managing change within an organization is one of the most significant aspects that come under its sound functioning regime. Only the companies which are able to come to terms with the new norms and practices are the ones that succeed not only in the short term but also in the longer scheme of things. This means that the company has to devise certain ways and means through which it can manage change, measure it and effectively counter the problems that come in its way all this while. The learning process, meanwhile on the part of the organization is immense since it finds out the exact mechanisms and procedures through which change is going to affect the employees’ and stakeholders’ relationship with the company’s central essence, which is the top management, making all the decisions that would eventually benefit the company in the long run. Conclusion Hence it is the need of the hour to ascertain the exact combination of strategies and tactics and then carry them along well with what is needed by the organization, keeping in mind the short term and long term discussion. The bottom line remains the fact that the organization is bringing in changes for the people who are connected with it, in one way or the other and that the multinational organization is not bent upon satisfying its personal whims over an extended period of time no matter the same being true for fortnight duration as well. All said and done, change will reign supreme in the relevant business circles and will continue to incorporate different lines of action within the workplace environments the world over. Bibliography Gannon, Martin J, Smith, Ken G, 1987, Organizational Effectiveness in Entrepreneurial and Professionally Managed Firms. Journal of Small Business Management, Vol. 25, International Council of Small Business Hall, Mary-Jo, 2002, Aligning the Organization to Increase Performance Results. The Public Manager, Vol. 31, Bureaucrat, Inc. Mercer, James L, 1991, Strategic Planning for Public Managers. Quorum Books (May 30, 1991) Randall, Julian, 2004, Managing Change, Changing Managers. Routledge, Prentice Hall, New York Word Count: 1,657 Read More