Organizational Change in the Saudi ECD Learning Fraternity - Case Study Example

Organizational Change YourFirst YourLast Organizational Change in my Workplace Early childhood development (ECD) learning institutions in Saudi Arabia have been in existence for a considerable duration of time. Many organizations have entered the provision of ECD learning & care, and carried on with the industry tradition of education especially for children with special needs. For a very long time now, the Saudi Department that deals with ECD learning has previously expressed huge interest in altering operations within the industry in lesser populated areas and smaller cities and recognized the need to implement changes in the overall sector. Improvement initiatives have additionally originated from within the ECD Sector and other involved stakeholders from outside the education industry. The Saudi Arabian kingdom has ratified laws that seek to improve the quality of education and care provided to children with special needs. Some of these changes include the establishment of a public accountability framework that seeks to supervise individual schools that provide ECD learning services. Saudi has also set a minimum number of training hours that every teacher and caregiver needs to complete as a primary requirement for qualification. Reiterating the views of the ministry of education, operations in some Saudi ECD learning institutions need to be improved in both the quality of education and care provided and the quality of working life of staff members. As part of the Saudi ECD learning fraternity, there are areas that need to be addressed in order to ensure that the organization succeeds in the long term. General changes that I would like to see implemented touch on the physical environment around Saudi ECD learning Institutions, and ease the access of records throughout the schools. The specific changes that I would like to see implemented in Saudi ECD learning Institutions include the introduction of a record keeping system that seeks to do away with the old manual system of keeping physical files, and in turn computerize all the records. Saudi ECD learning Fraternity is a privately owned organization that provides ECD learning and care specifically for children with special needs. The organization provides a perfect environment for the children to learn, offering excellent support with specialized care and attention of the highest calibre. The smallest school has a capacity of fifteen children. Specialized care includes convalescent care, children with Autistic Disorder, Cerebral Palsy, Learning Disabilities, Speech and Language Impairments among others. Saudi ECD learning institutions have several staff members, including two administrators. Located in serene environments in smaller cities and areas that are less densely populated, Saudi ECD learning centres can improve the physical environment by enhancing the surrounding area through planting of flowers, providing good lawns around the schools and enhancing beauty features on the outside. On the inside, the schools can have a complete makeover, to remove the old furniture and repaint the whole place to have a new look that resembles home. Currently, some schools need to make some structural adjustments in order to accommodate children who are unable to walk. The organization also needs to do away with the old-fashioned method of keeping physical files in the school libraries, and in turn computerize all the records for all children that the schools have ever enrolled. Saudi ECD schools currently operate without a computerized record. Even though getting access to the records does not take much time, given the size of the schools, there exists a significant level of risk to the valuable records that are kept within the premises. Introducing data management systems to the institutions will not only ensure safety of the information, but also will ensure that information is accessed easily and promptly. Finally, staff motivation within the organization is a cause for concern. The organization heads have not established a HR (Human Resource) system that addresses staff concerns in a structured manner. As part of my proposed changes, the ECD administrators need to institute a HR department that addresses workers’ issues. Change Implementation Plan As stated above, there are two fundamental changes that I have identified that need to be effected. These changes are - Improving the physical environment both in and out of the schools and introducing a computerized way of managing students’ information through the introduction of a computerized data management system. Type of Change Persons Involved Resources Required Expected duration Exterior Physical Changes Management Lawn workers, gardeners, staff members 2 weeks Internal Physical Changes Management Painters, renovators, contractors, staff members Subject to managements approval HR Department All Staff, Management Well Structured HR policies Subject to managements approval Computerization of organizations records Myself, 2 assistants Networking cables, Assistants 1 week Staff Training All Staff and Management Myself and Training (Learning) Equipment 1 week All the changes proposed need to be effected upon the organizational heads’ approval. The changes that I have identified are not complex, and can be executed by the staff members through collective action. The exterior physical changes can be done after individual shifts are through, with advice from exterior designers from the municipality. The internal changes to the classroom looks can also be done through collective responsibility from all the staff members, guided by advice from an interior designer. I, with the approval of the organization heads, and two other assistants, who will assist with handy matters, will install the major change i.e., installing a computer network that will assist in record keeping and access. As earlier said, Saudi ECD learning institutions are without a computer network. A catastrophic happening such as fire may hamper operations largely because of lack of a records back-up plan. Having trained in the past about computer networking and software applications, I believe the proposed changes will add immense value to the processes at Saudi ECD schools. Installation of the new computerized systems will take approximately one week. However, after installation, all staff members will need to train on how to use the new improved data access system. The management will also be required to train on how to safeguard information access, to prevent unauthorized access to information. Changing the record keeping system will be an added advantage to the organization. Just to mention a few that the new system will bring, first, it will be easier and faster to do a quick past and present student check-up, according to the medical and academic records database. The state monitoring units will also have easy access to our records. Staff members will spend less time getting the correct details in cases of re-admission. The organization will save time and resources wasted while going through the multiple files stored in the school archives. Theories Underpinning Organizational Change Lewins 3-Stage Theory of Change Kurt Lewin is a renowned name in the areas of change theory. He is a renowned social scientist and a physicist by profession. He also established a keystone simulation for comprehending organizational change in 1947. His idea that remains correct even nowadays is referred to as Unfreeze–Change–Refreeze. The name is made in reference to the three steps process of change. The three-stage theory is criticized sometimes for oversimplifying change management matters. Stage 1: Unfreeze The unfreezing step is the most significant stage needed to be understood in the current world of changes that we stay in today. This step involves all the processes involved in preparing individuals for the changes (Lewin, 1947 p.7). Unfreezing stage comprises getting to that stage of comprehending that it is necessary to effect changes, therefore moving away from our existing comfort zone. This initial stage involves organizing ourselves, prior to the changes being effected and idyllically making a condition that we need the change. The more individuals feel the need to change, the more they are driven in effecting the change. Lewin’s Three-stage model involves setting deadlines for effecting the changes. The deadline brings the aspect of a reward or punishment scheme for not meeting the deadline. Deadlines create the urgency needed to effect changes within the stipulated time limit (Cavalcante, 2012). Without deadlines, individuals take a long time and eventually changes are delayed or forgotten all together. Through appropriating deadlines, individuals are motivated to finish either to avoid being punished for not finishing or being rewarded for accomplishing the task on time. The absence of the availability of deadlines promotes lack of urgency that may prove catastrophic especially in terms of keeping up with business trends of the day. Additionally, the process of unfreezing entails making considerations to accommodate all the advantages and the disadvantages of making or effecting the changes as proposed. According to Kurt Lewin (1947, p 11), weighing up the advantages and the disadvantages is called FFA (Force Field Analysis). Stage 2: Change (Transition) Kurt Lewin became well aware that effecting changes takes more than a onetime event. The second stage involves the process of effecting the changes also known as the transition stage. It is the journey taken by individuals towards making the proposed changes. The procedure takes place in the process of making the changes needed. The change stage takes place as individuals are getting unfrozen and moving in the direction of acquiring new ways of doing things (Lewin, 1947, p 13-14). This stage is considered the most difficult because it is in the transition stage that people become paranoid and resistant to change. Individuals become fearful and unsure of how they will be affected by the changes proposed. It is usually a difficult time for people as they gain knowledge concerning the changes that are being effected. In this period, it is of paramount importance that people are given ample time to grasp the new concepts while also comprehending and operating with them (Hayes, 2010, p. 106). At this stage, people are accorded help and assistance that they may need either in form of being coached, and training. The management should also be flexible as mistakes are likely to be done in this stage. Members to whom the change is intended may also be allowed to use simulations to and develop their own unique way of finding solutions in understanding the changes. They may also be allowed to form discussion groups where facilitators may intervene and address the common problems faced by the people. In the case of ECD institutions, a feeling of home away from home by the children is imperative. Facilitators should not lose focus and instead should maintain and keep on interconnecting with them, delivering a clear picture of the anticipated outcome associated with the changes or the alterations and the pros of having these changes done (Aladwan, 2001, pg. 267). Stage 3: Refreezing The third and the final stage entails establishing steadiness and constancy after the changes have been done. The effected changes are expected to become the conventional way of operation. In the process, individuals develop fresh relationships based on the new systems. Individuals additionally become accustomed to the new routines. However, the refreezing process may take a considerable amount of time (Lewin, 1947, p 33). In the refreezing stage, giving credit to fast learners is encouraged as it reinforces their credence and shortens the learning curve. It also gives them confidence in the event of a future change process. Allowing people to celebrate about the changes effected assists in bringing closure. Lewin addresses the issue of refreezing, arguing that changes that are adopted in a group have a tendency to be short-lived. He says that group life easily slots back to its original position. Lewins change framework is a guileless and straightforwardly understood structure for handling change over three separate periods. It begins with fashioning the drive to change and navigates through the process of change by encouraging effective techniques of communication in addition to enabling individuals to accept new working ways. The process ends when the company goes back to a sense of steadiness or the refreezing stage that is essential for developing the buoyancy to engage in the next, unavoidable change. All the three levels of Lewin’s change framework propose particular actions that dwell on motivation, application and observance to structural changes (Brinkschröder, 2014, pg.3). Implementation Strategies Implementing the changes is just as crucial as formulating them. The process of implementation needs to go along with the organizational goals and objectives in order to achieve the set standards and objectives. Implementation is considered by some scholars a vital stage in change management, more important than the formulation stage. A good implementation strategy offers an organization with the formulae that is surely needed to go after a particular organizational direction and by delivering client value, achieving the set organizational objectives and ultimately being successful. Lewins planned change management structure is best suited for such a small organization such as Saudi ECD learning Fraternity. The model addresses in a simplified manner the stages involved in effecting changes and how the management can be best suited to address and handle problems that arise with people to whom the change is intended. This model addresses issues in relation to motivation to change (Verweire, 2014, p.45). Lewin argues that it originates from accommodating the fact that the present state of affairs is not acceptable, a wish of responsibility to acknowledge that something is not right, and analytically, so that individuals do not adopt self-justifying positions or repudiate the presence of an issue, a benign mental setting. Material or perceptions that test the legitimacy of the status quo may be derived from value observing and standard setting, patient grievances, or customer’s discussion, examination of adversative actions or near misses, or workers talking about problems, mistakes, or occasions for development. Lewins unfreezing model is suitable because it decreases opposition and aids enthusiasm for change (Levasseur, 2001, pg. 2). Applying the identified solutions as most suitable in a participatory and concerted exploit research course similarly necessitates subverting the symmetry amongst the elements influencing in addition to the group’s confinement. For instance, the absence of information besides abilities are a limiting factor, nonetheless, applying preparation directed towards workers to grow fresh capacities needed in improved exercise converts to become a motivating element. Snowballing the hope of changed performance, devoid of reducing the struggle of effecting the changes, signifies developed belligerence, developed emotionality, and reduced productiveness (Burnes, 2004, pg. 1000) Lewins model explains the benefits of acquiring the new norms. Without them, strategies, and applications to perform as elements attaching outlooks of groups and conduct in a new-fangled symmetry – besides corresponding per the group standards – the original level of performing might just as well revert back to its former level (Bennis, Benne, & Chin, 1976, p. 118). Lewins suitability is my strategic choice of applying the change. The refreezing stage explains the need to reinforce the new methods of operation. Reinforcements are required in addition to aligning the changes with other organizational processes and systems. For example, while using the new system of records, individuals may be rewarded for repeatedly using the new system, while doing away with the old system. The suitability of Lewins model applies because Saudi ECD learning Fraternity is a relatively small organization. Effecting the changes with the authority of the management will be done efficiently, and training as recommended by Lewin will be done systematically. The management and the few working staff will be sensitized on the advantages of acquiring the new record keeping system. Training will be conducted to assist the members who encounter difficulties while using the new system. With time, acquiring new technological ways of simplifying the operations within the schools will eventually see the ECD learning institutions acquire some more technologies that will be introduced to assist operations within the schools. References Aladwan A., (2001). Change management strategies for successful ERP implementation, Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.87.5630&rep=rep1&type=pdf Bennis, W. G., Benne, K. D., & Chin, R, (1976). The Planning of change. New York: Holt, Rinehart and Winston. Retrieved from http://www.jstor.org/stable/4531431?seq=1#page_scan_tab_contents Brinkschröder N., (2014). Strategy Implementation: Key Factors, Challenges and Solutions, Retrieved from http://essay.utwente.nl/66188/1/brinkschroeder_BA_MB.pdf Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal Of Management Studies, 41(6), 977-1002. doi:10.1111/j.1467-6486.2004.00463.x, Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2004.00463.x/full Hayes, J. (2010). The theory and practice of change management. Basingstoke: Palgrave Macmillan. Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change. Human Relations, 1(1), 5-41. doi:10.1177/001872674700100103 Levasseur, R. E. (2001). People Skills:Change Management Tools--Lewins Change Model. Interfaces, 31(4), 71, retrieved from http://www.mindfirepress.com/uploads/Lewin_s_change_model_INTERFACES_2001.pdf Verweire, K. Strategy implementation. 2014, Pp 97-99 Retrieved from http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=04308563-8e79-4e9d-a530-206bac941595%40sessionmgr112&vid=18&hid=107 Read More