Organizational Change - Assignment Example

Rationale for Change Student’s Name Subject Professor University/Institution Location Date Quiz 1 Organizational change (OC) is a planned approach in an organization that ensures changes are efficiently and successfully executed, and the lasting returns of change are acquired. It is also referred to as evolve to diverse levels in the organization`s life cycle. These changes have been increasingly evident in the 21st century, which have lead to an embryonic business environment. Organizational changes are stimulated mainly by external factors such as globalization, declined market opportunity and continued innovation in the technological industry (Cao & Mchugh 2005). Normally, technical, structural, and strategic shifts in an organization are the major areas of an OC. OC directly affect all aspects of an organization from the entry level member of staff all the way to senior management. OC is accomplishment of an overall goal, hence a change agent is liable to transform the proposed change to realistic plan and as well as carrying out plans (Alter 2007). Quiz 2, Engaging a change specialist in the process of organizational change is indeed beneficial. Firstly, change specialist helps in cost avoidance. Good consultants have known what works and what does not. This experience can relieve the organization costs downside that it may not even know exists. Therefore, using a change specialist at the beginning of a change in business methods can save the company a fortune. Secondly, specialists offer new skills. Specialists often have capabilities and skills not available in the organization. Once engaged, the specialist present special talents as required, which can as well be passed to the regular staff. Another reason to utilize a specialist in change is that, highly skilled experts are likely to be more productive than the in house staff. Individuals who freelance their knowledge usually hold many years of concrete experience to draw on, and holds strong work ethics (VikingWaters 2010). Specialists are as well easy to hire and fire. This makes them excellent short time assets as they are relatively easy to dismiss. The organization can therefore maintain its core group of workforce, and bring in additional expertise for special projects only. When the need declines, the firm does not have to face the challenges involved in laying off standard staffs. Additionally, specialists help the organization stick to the core business. Outsourcing for the firms technical needs frees the management staff. Therefore, these staffs are provided with adequate time to concentrate on the firm’s core business (VikingWaters 2010). Quiz 3, When identifying the need for change, firms ought to consider relevant in determining of success, or failure of strategic change that the firm may propose. Firstly, the firm must consider the question of expertise in undertaking and implementing the change. Expertise is meant by knowledge, experience and skills. Holding all other resources with no ability to use them does not bring the result. Availability of adequate expertise provides ability to command change. Conversely, low expertise poses a threat of reliance on less effective strategies. Secondly, the question on time frame is essential in strategic change. Short time frames demands a power-coercive tactics, while a, a project that that needs longer time, demands higher costs and supervision. Still, sufficient time is required in devising sound strategies. Strategies prepared under time pressure are prone to limitations that might ultimately cause failure (Lanewala 2012). Moreover, a firm must consider the scope. Degree of resistance in executing change must be evaluated. A stronger resistance requires coupling of varies strategies. Scope is also meant by the magnitude of premeditated change needed. Extra radical change demands much time, abilities and resources. The question on resources is highly considered in making out strategic change. These are capabilities to facilitate the change. Resources come in form of material, money, machines among other things. However convincing a strategy appears, it will not be accomplished without necessary resources (Bloodgood & Marrow 2003). Additionally the question of readiness is factored in. This refers to the state of mind, how motivated and receptive the workforce is to take in the strategic change. Persuading key personnel on the strategic change helps in achieving required readiness in the workers. However, persuading the person is a challenging task in itself, and needs outstanding influencing skills. Finally, the question on preservation is vital. The standards, expertise and skills the organization wishes to preserve. The means to preserve the change personnel as well as the change itself is to be discussed. This means that the ability to retain the right personnel helps in ensuring the implemented change lasts (Bloodgood & Marrow 2003). Quiz 4, Technology is a major consideration in setting strategic objectives. Departments within an organization work efficiently by reducing duplication of tasks. The change for that matter allows adoption of technology to increase productivity and services delivery. Technology also improves communication within and outside the organization. Secondly, change objectives target customer needs in terms of services delivery or product quality improvements. This is due to the fact that customer needs grow and change as the world evolves. For that reason, new demands and preferences for new types of services and products are created. The object will therefore aim at opening up new fields of opportunities for the company in a bid meet the needs (Richards 2013). Growth opportunities are major strategic objectives for any change program. The objective can be achieved by indulging the workforce in trainings to learning new skills, discover new opportunities and exercise their creativity benefits through learnt ideas and dedication. This will ultimately significantly develop the business. Strategic objectives seek to challenge the status quo, by changing the bottom line view point. Ways in which customers’ needs are looked at, providing a new manner of customer service delivery, different ways of interacting with clients, and changing the general products, and service that might help venture in new market are employed (Richards 2013). According to Richard, 2003 economy aspect is also a key strategic objective factored in any change program. A robust economy coupled with increased demand of a product or services means expansion of personnel and facilities. As much as the opportunity is provided, challenges are involved as well. Weak economy possibly will pose problems that may necessitate tough decisions. The ability to handle both edge of the spectrum, maintain effective brand, and retain strong relations with both employees and customers, automatically relies the strategic objectives initially involved. On the other hand, to develop key strategic objectives various steps are involved. The first step is prioritizing objectives. A step that will ensure a fast achievement of intended outcome is likely to be engaged first. The organization ought to build a hierarchy of objectives to get the needed result at intended time. The next step is balancing the objectives. This ensures that all objectives do not end up only in the top categories such as finance and marketing in expense of others. Thirdly, limiting objectives is required. It is recommendable to set few achievable objectives rather than a whole lot which is hard to achieve. Unnecessary objectives cause loss of focus, while few essential objectives are easy to handle. The next step is setting out criteria for objectives. For an objective to be functional it must meet criteria. Mainly, successful objectives are those that carry a single subject matter. Another step in developing key objectives for a change program is quantifying the objectives. Quantified objectives allow measuring them to figure out when they are due for accomplishment. Whether or not success has been achieved is outlined out. The final step is putting the strategic objective into practice. It is one thing to write objectives down and it is another thing to get then accomplished. To achieve the intended outcome objectives must be applied in the right manner (Richards 2013). Quiz 5, Risk management begins with identification of the risks. This step is crucial and takes time since the other steps are based on it. The team comprises of board members, volunteers, paid staff and clients. The second step is establishing and implementing procedure. Through screening, training, good selection and evaluation of volunteers, risk is minimized; this becomes manageable when broken down. Thirdly, appropriate insurance coverage is vital. Insurance caters for investigating cost or disprove allegations of wrongdoing and pays for the insured losses. The final steps constitutes of developing, monitoring, and communicating written policies and procedures. For the risk management strategy to work, it must be well known by everyone. This is achieved through communication follow up and education (Kare 2005). On the other hand, cost befit analysis for change is equally important. Firstly, identifying the outcome sought. This procedure involves the identification of the outcome sought for a project. It is vital to clarify the outcome an organization is looking for, as well as why an organization want to be involved in attaining the objective. Secondly, developing the project and policy options is done. After the outcome sought, the solutions that have the potential to attain the outcome are developed; a clear statement is produced describing detailed options that include a rationale for every option is assessed beside the projects’ objective. The third step is to undertake a preliminary evaluation of the options. After assessing the options, it becomes necessary to appropriately undertake the detailed risk, economic, budget and financial analysis of every given option. Analysis helps in ranking alternative options in terms of expenditure and risk and their capability in meeting the outcome sought identified. Fourthly, evaluating detailed project options. After undertaking a range of options in a preliminary assessment, it becomes vital to put into task more detailed financial, risk, budget, and economic, environmental and social analysis that helps in ranking options in terms of cost and risk. Fifth step involves Selection of preferred option. For a conclusion to be reached on whether an organization will proceed with the project, and the option to be approved, the analysis conducted in evaluation and the appropriate recommendations are summarized by decision makers (Government of Queensland 2010). Quiz 6, Change Management Project Plan Change management clearly focuses on the basic change that employees of an organization face in a business relate transition. It is obvious that for the change management to be completed well plans, processes and tools should be in place in order to mitigate anticipated problems and potential concerns. Therefore, a change management plan is significant as it will help the employees to transit to their new duties and avid unpreparedness and confusion and the whole organization will therefore, not be affected (Daft 2009). In the organization, a change management team will be appointed and it will include some member of the organization and consultants who have familiarity with the change management. Basically, the team needs to involve someone who understand the organization well and an expert in change management. The team should be ready to explain the proposed changes to the organization, reduce the issues that do arise as a result of the transition and finally determine the accomplishment of the transition when the intended changes are completed. The organization analyzes the plans that essentially define the transition from the current structure of the organization to the planned one. The team will be able to analyze and find the needed step required to carry out the transition. It is obvious that an organization cannot move directly from one structure to another. This step should be implemented from one level to another. During the transition, there is a need to create a communication plan. This is important as it will ensure that the changes and essential information is channeled to the employees (Pugh 2007). This is attributed to the fact that the employees need to be notified of the ongoing changes. Indeed, without proper communication channels, employees my lack important information resulting to improper transition. The timeline of the main changes will be created, which will be about six months, during which the change will be made. The timeline will include; communication of the changes that are intended, meeting with the employees that will be affected by the transition and holding weekly meeting to discuss any issues of concern that rises (Ventris 2004). Potential problems and concerns will be listed during the change process. This includes employees’ confusion, dissatisfaction. Indeed, education plans will be introduced in order to train and equip the employees with the required tools to handle the new changes or structure in the organization. In addition, a contingency plan will be created for every potential setback. All the change management information will be compiled in the form of a report to be presented to the organization senior management team. The team will be required to give suggestion of any addition or withdraw of some changes that will be included in the report. The upcoming changes should be discussed with each management team in the organization after an approval from the senior management. Each manager should receive a report of the changes that are required with the department. The managers are required to report any arising issue from the changes that need to be carried out (Ventris 2004). References Daft, R 2009, Organizational theory and design. London: CengageBrain Pugh, L 2007, Change management in information services. Aldershot: Ashgate Publishing Ventris, G 2004, Successful change management: the fifty key facts. London: Continuum International Publishing Group Alter, S 2007, Could Wwork System Method Embrace Systems Concepts More Fully?”. Information Resource Management Journal, Vol 20, No 2 , 33-43. Bloodgood, J. M., & Morrow, J, L 2003, Strategic Organizational Change: Exploring Role of Enviromental Structure, Internal Conscious Awareness and Knowledge . Journal of Management Studies Vol 40, No7 , 1761-1782. Cao, G. & McHugh, M 2005, A systemic view of change management and its conceptual underpinnings”. . Systemic Practice and Action Research, Vol 18, No 5 , 475-490. Government of Queensland 2010, Cost Benefit Analyssis, Brisbane: Government of Queensland. Kare, E., Six, K 2005, Developing a Risk Management Stretegy, Ottawa: Imagine Canada. Lanewala, M 2012, Factors Influence Strategic Change . Retrieved 02 26, 2013, from http://accalecturenotes.blogspot.com/2011/01/factors-influence-strategic-change.html Richards, L 2013, Why Is Change Important in an Organization? Retrieved 02 26, 2013, from http://smallbusiness.chron.com/change-important-organization-728.html VikingWaters 2010, Considerations Involved in Engaging Consultants. Retrieved 02 26, 2013, from http://www.vikingwaters.com/htmlpages/advantages.htm Read More