Organisational Change at True Value Processing Plant - Assignment Example

?Table of Contents Table of Contents Executive summary 2 Introduction 3 Background information and case study 3 Conclusions and recommendations 11 References 13 Executive summary The human faculty is made in a way that it resists any step that may be seen as change or a step towards a new way of doing things. Change is defined as any step towards doing things differently with the hope of receiving new results. Human beings are known to resist change even if that change represents growth and personal development to them. Changes in an organization are known to affect the people in such organizations positively or negatively depending on the position of an individual in the leadership hierarchy. Employees resist change because of the comfort they derive from the known and the fear of the unknown that accompanies such change. Anxiety on the effects of change on the employee’s performance, position, relationship with other employees and a number of job related factors (Hede and Bovey, 2001a). True value food processing company through its senior manager has indicated their desire to change the operational mode and the conditions upon employment. According to Chan Baker, the company plans to introduce multi-skilling for its employees especially the non-salaried employees to improve the company’s profitability and efficiency. Multi-skilling is the development of a single employee by training him/her on different areas of operations within an organization. An organization that adopts multi-skilling practice gives preference to employees who have a wide range of skills or knowledge that can enable them work in different. Multi-skilled employees are a big asset to an organization as they increase productivity, efficiency and innovation in an organization. This approach also reduces the need for the organization to employee more people, which is cost ineffective, and generally unproductive (Hede and Bovey, 2001b). Introduction This report seeks to evaluate the changes that Mr Chan Baker has proposed to introduce at true values food processing plant and the impacts of such changes to the performance and productivity of the organisation. In doing this, the report will analyse the possible causes of resistance that Mr Baker expects to meet and how best he can handle them to ensure that his plan succeeds and the organisational performance and productivity is improved. The section managers in the organisation are also expected to show some level of resistance to the plans of the senior manager. This report highlights some of the approaches that Mr Baker can adopt to ensure that he counters such cases of resistance adequately without interfering with the operations of the processor. It finally provides detailed consultancy advice on how best Mr Baker can manage this important organisational initiative and reaps great results from the changes. Each approach provided will be explained using relevant examples, which can be safely applied to the situation at hand. Background information and case study Implementing this program at true value food processing company will obviously generate resistance from s number of employees. Such resistance to this kind of change will retard any progress towards implementing this policy. As a custom across many countries and economies across the world, employees focus in one area of expertise and perfect their skills in such areas. It is rare to find a graduate who can operate a bakery, make the dough and be able to service the machines at the same time. Multi-skilled employees are however required to be able to address different tasks as need may arise even those that outside their professions. Employees who are already working with true value processing plant will therefore resist any attempt to employ others who are considered as multi-skilled. This is because most of them fear they may lose their positions because of redundancy in the organization. Multi-skilled employees increase the levels of redundancy and they can be used as a viable reason to lay off some members of the staff. The fear of the uncertain future for employees who feel they cannot fit into this kind of setup can aggravate high level of resistance to such a plan (Dent and Goldberg, 2009). Multitasking also increases the number of tasks that are assigned to one given employee at a particular time and day. As a result, employees that were enjoying the comfort of their traditional roles may be forced to take up more positions and duties. This will obviously raise the discomfort levels among the employees, as they will be required to work extra hours or take more duties beyond their traditional assignments. The elderly employees who feel that they towards their final days may also find it hard to accept such a change within the organization. A 55-year-old machine operator who has been doing this same role for over 30 years may not feel comfortable moving into the computer room to monitor the temperatures of the fomenters due to introduction of multi-skills. This group of employees will most definitely gang up against the idea and express their displeasure in ways that may paralyze the smooth operations of the company. Change in any organization just like Baker’s organization is resisted for four standard reasons that only vary in dimension. Self-interest is known as one of the causes of resistance to change in any organization as employees start to feel that their personal comfort and benefits are threatened. Concern thus grows among employs on how such changes may affect their own interest and this overrides the benefits that such change may created to the organization. Human beings were also created a natural low tolerance to change and any resistance can is predictable and should thus be well planned for. Low tolerance to change is attributed to insecurity and instability that changes is believed to create. Any change process within an organization like true value food processor should be adequately communicated to all members of the organization in order to win their support and to make them understand the reason for change. Ineffective communication is thus one of the major reasons that make resistance to change inevitable reality in many organizations (Dent and Goldberg, 2009). Organizational change resistance is a phenomenon that is quite common, predictable by organizational managers, and executive. The success of any planned change can only be achieved if the management plans for the possibility of any revolt and adopt the best strategies to help mitigate any problems that may arise from change. The management of true value food processor should therefore adopt a number of strategies in implementing this change program to reduce any possibility of resistance from among its employees. These strategies are recognized by a number of management gurus who have tested their ability to make organizational change an easy and smooth process. Multi-skilling requires adequate training to succeed and enable an organization reap from its benefits. However, adopting this policy in the organization does not just require the multi-skills training to the members of staff but an adequate education and training on the need for the employees to have multiple skills. Accepting the idea as not just necessary but essential to the growth of the organization and their own will make it easier for the people in the company to accept it and allow the change to occur smoothly. This can only be achieved through the provision of adequate education and proper communication channels that make the employees feel like part of the whole multi-skilling idea. Proper communication and education eliminate the room for rumours, speculations and incorrect innuendos that may interfere with the change process. The need for employee participation in decision-making has been a major topic in various management reviews and discussion. Employee participation increases the possibility of change being accepted by members of an organization. As people that participated in the decision-making and formulation, the employees may find it easy and comforting to accept any decision to implement a change (Lunenburg, 2010). True value food processor and its management team must ensure that the decision to develop multi-skilling is not a unilateral decision that is passed down to employees below the hierarchy. The employees must be involved in formulating the idea, discussing its merits to the processing plan and to themselves and the opportunity that such a step presents. This will reduce any possible revolts when the idea is now at the implementation phase (Thao, 2004). Implementation of a change program also requires the support and input of all managers and the leadership team. Provision of support and assurance to the employees that their positions and benefits will not be affected because of any changes in the organization is highly necessary. The managers of true value food processors must thus take it upon themselves to facilitate the training, counselling, and time schedules that may be affected by the proposed changes. This creates a sense of ease among the employees and makes it possible for them to accept the decision by the senior manager (Dent and Goldberg, 2009). Negotiation and concession is the final strategy that true value processing plant can employ to evade any kind of resistance from its employees that may make it impossible to implement the change. Negotiation can include the use of incentives and improved pay packages, flexible work schedules and other on job benefits. Such incentives may make it easy for most of the employees to comfortably accept the changes and even advocate for its adoption before other colleagues who may still be resisting the changes (Kirk, 2004). Resistance by the managers to this program can lead to its ultimate failure, sabotage and withdrawal in the end. Based on the nature of the program, departmental and section managers will be responsible for the implementation, training and developing a training program for other employees. The success of the program thus depends totally on the engagement and full involvement of the section managers and departmental heads. However, it is natural and common that most of the managers will not be comfortable with the senior manager’s plan and may plan to sabotage it. Chan can mitigate this by developing a proper approach that makes him win the support and confidence of the managers below him to support (Thao, 2004). Participation and involvement is not a practice applied only to normal employees in an organization but to also middle level managers and departmental heads. A program of this magnitude requires more than just their support during the implementation phase but their deep involvement in its formulation. As an idea that Chan is currently thinking of, it a safe practice for him to sit down with his management team and win their support over the project. This can only be possible through making changes based on their inputs and views on the program. Once this is done, the section managers will adequately feel as part of the project and implement it with ease and rigor (Thao, 2004). Rumours and innuendos characterize any organization and true value processing plant is no exception. Any information that is delivered through the organization’s grapevine channel elicits more emotional response among the employees than formal communications. Chang should ensure that his program is communicated to the managers through the formal channel to avoid such high-ranking officials receiving the news from grapevine sources. As managers, information should pass through them on its way down to other members of staff in the organization. Such a channel may make it easy for the managers to accept the program or at least give it due considerations once it is brought forward for deliberations (Hede and Bovey, 2001b). Personal interest has been mentioned as on the major causes of resistance to change in an organization. Employees including middle level managers can resist any attempt the operation process in an organization if such change is believed to interfere with their power and influence. The scope of multi-skilling must be well detained by Mr. Baker in order to highlight how this new approach might change the management and power structures in the organization. It is highly likely that this approach will also be used on the managers who will be required to acquire more skills, which can enable them multi-task in the organization. Comfort and security at the place of work as some of the obvious factors that can increase the level of resistance if they interfered with and therefore present a challenge to Baker who must sell this idea to the managers in advance before planning on the way forward on its implementation (Kirk, 2004). Change should not just be intended to benefit an organization and increase productivity and profitability to benefit the people in the organization. Baker should therefore prepare a proper plan on how the implementation of multi-skill labour system is going to benefit its employees and the managers (Kevin and Bhamra, 2011). As the people responsible for the training of the low-level employees, the managers must fully understand the benefits of these plans to themselves and other employees. This understanding will make it possible for them and their colleagues to accept the changes with minimal resistance if any. Change should not be hurriedly implemented but should be done in a slow, programmed and coordinated manner that is all-inclusive and incorporates the ideas of everybody in the organization (Thao, 2004). The management of change in an organization is a crucial step that requires holistic approach geared towards eliminating any possible resistance that may sabotage and lead to failure of the changes. Baker must follow standard procedure in planning, organizing and coordinating the change process at true value food processors. In doing this, he must strive to adopt a professional approach that has been tested and proved to post reliable results as far as change is concerned (Phillip, 2005). True value food processors have a strategy that they have been implementing before this multi-skilling idea came up. This strategy has been acting as the blue print of the organizations operations and has so far guided them to be what they are today in terms of economic value, market share controlled and the number of employees. Baker must therefore first strive to align the goals of the change effort with true value organizational strategies. The strategic value of the organization identifies products and services that it delivers and the core processes that have thus supported the delivery of such values this far. Aligning the goals and objectives of the change effort to the organizational strategic plan reduces instances of collision and increases the possibility of the change program succeeding. Executive and managerial commitment will also be high if the change program is aligned to the organization’s strategic plan and this will help Baker reduce the possibility of his managers resisting the changes (Hede and Bovey, 2001b). After aligning the change program to the organisational strategic plans, Baker should next strategise on how to acquire and maintain the executive commitment to the program. Change is known to require exemplary and great leadership for it to be successful and true value food processors is no exemption to that requirement. Baker must therefore not act as a leader during this phase but provide great leadership by committing to the change program, effectively communicating the corporate visions to other leaders and finally empowering them to make the program a success (Lunenburg, 2010). A clear definition of organisational structures, management system, guiding principle, and policies and procedures must be provided. All the top executives and managers must buy the change idea and feel part of its success before this information can be passed to other employees. Baker must eliminate any kind of boardroom disagreements and discontenting voices before this information can be passed to other employees. Involving low-level employees to the change program before the support of all the top executives and managers is gained will be a fertile ground for sabotage (Maltz, 2008). This will arise from the discontented managers and executives ganging up against the idea by spreading propaganda and rumours about the negative impacts of the change to the low-level employees. Change communication should be a one-way monologue using an organisations internal memo (Boohene, 2012). Most executives take 15 minutes to create a change memo and pass down to the practitioners for implementation. Such kind of approach has failed in a number of instances due to lack of employee participation, involvement and consultations. A good example of change implementation is one that IBM CEO was adopted when he wanted to introduce personal computers designing and sales by the organisation. He took over 6 months consulting and engaging the employees and consultants in discussions on why such a step was important to the business and their personal growth. When the change was finally implemented, it succeeded with no resistance at all as the employees were engaged and consulted. Baker should take it upon himself to engage the employees directly in discussions meant to convince them and get their views on the changes. This approach not only allows the manager to get the opinions of the employees but also make them feel part of the management of the organisation. With this, it is highly unlikely that any employee or group will resist the decisions to change and adopt the multi-skilling in non-salaried employees (Chuang, 2006). Implementing the change should be a task left to Baker or section managers alone but should involve employees from all levels of management and positions. For this change to succeed, true value food processors must create and maintain a superior change team that will be responsible for change formulation and implementation. The management must thus define a charter that will guide the change team and make it possible to implement the change program within the shortest time possible (Chuang, 2006). As outlined, the introduction of multi-skilling has specific defined objectives that it seeks to achieve and the team must have these objectives and end goals as their guiding principles. To avoid team revolution and resistance from within, the tam must also lay down team behaviour and conflict resolution mechanisms to avoid resistance stemming from within the team (Hede and Bovey, 2001b). The success of the team also depend on the people that composes it and thus there is need for Baker to ensure that those who share in his plans and even those may resist and command a huge following form most of the employees are included. Such a step will reduce chances of employees resisting the changes, as all of them will feel included and their views taken into considerations (Alas and Vadi, 2011). The willingness of an organisation to change and adopt new ways of doing things and delivering new results is of great importance in delivering change. Despite how good and beneficial a change program may be, its impact can be less if the organisational structure has no willingness to change whatsoever. Baker must therefore take it upon himself to evaluate the willingness of his organisation to change. Organisational culture influences largely the ability of an organisation to change and adopt new ways of doing things. Stronger cultures are known to oppose any move that is seen as a deviation from the traditional practises that the organisation has been known for long. The culture of true value food processors will thus have significant impacts on the success of this change as planned by the senior manager (Maltz, 2008). The milestone of the change impact must be evaluated and critically presented to all the employees in order to make the change program an accepted process. Apart from the cultural resistance to change, lack of proper articulation of the compelling need for change can increase the possibility of resisting the change processes. Baker must therefore assess the current state of True Value Food Company and identify the areas that shall benefit from the changes he is planning to make. This will enable him identify the areas that requires extreme changes and how the proposed changes will improve the sections (Phillip, 2005). Conclusions and recommendations The success of multi-skilling introduction into true value processing plant greatly depends on the approach that the management team employs in implementing the change. Organisational resistance to change is a universal phenomenon that touches on every growing organisation. The success of the change largely depends on how the resistance and opposing views are handled and factored into the organisations strategic plans. Baker must therefore follow the detailed steps before engaging the organisation’s resources on the project otherwise, this plan will fail and its impacts will affect the performance of the company. References Alas, R and Vadi, M., 2011, ‘Attitudes towards changes and organisational learning’, Proceeding of the international conference on intellectual capital, knowledge management and organisational learning. Boohene, R., 2012, ‘Resistance to organisational change: a case study of Oti Yeboah Complex Limited’, international business and management. Vol. 4, No. 1, pp. 135-145. Chuang, Y., 2006, ‘Individual resistance from employees to organisational change’, international business department: Ching Yun University. Dent, E and Goldberg, S., 1999, ‘Challenge resistance to change’, Journal of Applied Behavioural Science; 35; 25 Hede, A and Bovey, W., 2001a, ‘Resistance to organisational change: the role of defence mechanisms’, Journal of Managerial Psychology, Vol. 16 No. 7, pp. 534-548. Hede, A and Bovey, W., 2001b, ‘Resistance to organisational change: the role of cognitive and effective processes’, leadership and organisation development journal.22/8; 372-382. Kevin, B and Bhamra, R., 2011, ‘Organisational resilience: development of a conceptual framework for organisational responses’, International Journal of Production Research Volume 49, Issue 18, 2011 pp.5581-5599 Kirk, R., 2004, ‘Organisational change management principles and practises’, New York; McGraw Hill. Lunenburg, F., 2010, ‘Forces for and resistance to organisational change’, National Forum of Educational Administration and Supervision Journal, Volume 27, Number 4. Maltz, M., 2008, ‘Managing resistance to change’, Boston: TRIAD consulting group LLC Phillip, K., 2005, ‘Organisational culture is highly resistant to change, Germany: GRIN Verlag. Thao, B.P, 2004, ‘Organisational barriers and employee resistance in strategic change processes, Germany: GRIN Verlag. . Read More