Role of Human Resource Management in Managing Organizational Change Successfully - Report Example

Critically Discuss the Role for Human Resource Management (HRM) in Managing Organizational Change Successfully An organization must bring about certain efforts and endeavors which are geared up to make it sound, look and eventually feel different from the rest of the lot and in the long run, have a selling proposition in it and in its products that help it in winning the customers time and time again. For getting on to this track of success and achievement, it is significant to understand that having the most sought after employees and workers in the market is necessary since they will give the most productivity in the toughest times possible. (House, 2004) The change in the organizations’ strategies as well as structures guarantee that the company is present and willing to do more than just provide products and services to the end consumers. It wants to make the people realize that the company is there and wants to do its very best by tailoring its strategies in such a manner that can only benefit them nonetheless. After all, a company or an organization without the target people is nothing more than an office set up with employees and employers working for no one, at the end of the day. Also the fact that organizations need to evolve over a period of time is testimony enough for them to grow within themselves and thus adopt and hold on to a new path altogether, one that will be their torchbearer as well as reap rich dividends for them not only in the present times but also in the future. These strategies are so much in alignment with the future goals and tactical perspectives that they fulfill what is really expected of them, both in terms of short term expectations as well as the long run. Planning is thus the key word here and for any multinational to succeed in the long run, it is of paramount significance to have a safe and sound plan ready and not only that but also be proactive in its approach towards the accomplishment of the plan nonetheless. (Shiplett, 2000) The basis of all strategies and structural changes that usually happen from time to time is on the shoulders of the top management where they have to decide whether or not the adopted strategy be the source of light in the coming quarters or years for that matter. It is only upon their insistence to have the same within their ranks that the new strategic planning is done in the first place. If the top management is not ready, it is very difficult for the knowledge organization, which really is the middle management of present times, to do even an iota of struggle. The multinationals for that matter depend a lot on the parental concerns, which at times, might be located off shores and there is no easy access to them as well. But then again it is all about finding out what the goals of the real organization are and then following them like the textbook proverb. There is the application of change management methodologies which are employed at business processes in different organizations that are operational within Hungary. (Feher & Bonifert) They have looked at the aspect of the presentation of different business as well as cultural environmental challenges, pressures and so on. (Duke, 2003) Moreover both the authors have pinpointed their understanding with the help of personal first hand experiences which they witnessed and underwent themselves from time to time. The structural changes usually happen from time to time and more so without even informing all and sundry but what is more important for the workers and employees within an organization is to know that these changes would bring in more revenue for the said multinational organization and in turn become the basis for their own respective well being and success in the industry, both financially as well as socially. (Gannon, 1987) Thus it is not only about just adhering to the structural changes on the part of the employees in the literal sense but also understanding that these changes would do some benefit or the other in a combined effect as well as that on a personal level. (Gellerman, 1968) Then only is the approach developed which keeps the organization’s individual entities going and thus they remain satisfied no matter what kind of problems linger on their heads. The changing global environment demands that the multinational organizations are ready to change whenever the need so happens. They have to be on their toes all the time as well as carry out activities; both tactically as well as from the long term perspective that satisfies all the stakeholders and not just the consumers who receive their products and/or services. (Greathead, 2002) The organizational changes in terms of their strategies need to be chalked out with the facilitation of both the top management as well as the knowledge organization as they are the ones who actually have the much needed solid knowledge and information as to how the relevant strategies can be incorporated into the system of the organizations in the first place. There is the very aspect of change from a global perspective and underlines the changing regimes to be a bold step, one that is timely and much needed at the same time, on the part of the decision makers sitting at the helm of affairs within these very organizations. (Thomas, 2005) The strategies are always drawn up whilst keeping the future in perspective while tactics usually change every now and then and are of short term nature. 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. There has been a discussion of the roles of the change agents when organizations are in the middle of making wholesale changes. (Caluwe & Vermaak, 2000) This book has presented different methodologies and insights into the world of change management within organizations and as to how the very same regimes are put in place. They have made wholehearted efforts to narrow down their approach towards pinpointing the planned change steps within organizations. Organizational learning is made apparent through the works of Karl Weick who has made pretty decent study in the wake of sense making, Chris Argyris who has touched down deep at the double loop learning regimes and Gareth Morgan has discussed the aspects of metaphors as far as organizational systems and change hierarchies within them are related. Moving on, managerial effectiveness within an organization could be improved if there is a general understanding that the managers know their work well and also discern the exact basis for the workers who fall short on the knowledge curve. (Heath, 1994) This would enable them to get the best out of these individuals and turn them into the strengths within the shortest possible time. A manager can only be remarked as becoming an effective one when he knows the resources that he has at his own disposal and the manner in which he can make best use of the available resources. Moreover, he needs to know what are the limitations and downsides of the already existent system and the methodologies which might or might not have some sort of clash with the industry norms and changing regimes. (Weiner, 1980) The knowledge organization makes best use of the knowledge that it has and it does not let go on the opportunities which come in its way every now and then. There is a definitive need to outline the salient points which a manager must know in order to get the work done from the knowledge base and indeed the whole of the knowledge organization and it is only when there is a mesh of knowledge activities and the management effectiveness, we find the organization going strength to strength and thus there is no room for looking backward. A company must think of it being on the right platform – a level from where it can rise and cannot see any downside. (Green & Cameron) The role of a knowledge seeking organization is termed as helpful and facilitating in the eventual change that happens within its very folds. The aspect of learning is tied in closely with the organizational change processes since it has to seek future business activities, tasks and processes in line with the already completed research and surveys. (Kaye, 2003) Change in the line of learning has to be the basic outcome of its activities and on those very learning principles, does the business survive. Now the imperative point to understand here is the fact that learning can not only be at the highest level, rather the change management can even take place at the middle cadre and the special trainings help at doing their best as far as the lower level management is concerned. An organization which can learn during this shift in its attitude, where change is pretty apparent, can understand what are its responsibilities with regards to the society, the environment, its stakeholders and customers, its functions and different processes which have to be looked down up at with a legal and ethical perspective. This means that the organization emancipates its working methodologies in line with its already set values and moral principles. Moreover, it knows what are its obligations and compulsions towards all the above-mentioned. The organization is always willing and eager to find out more and correct itself in a better manner from its mistakes, ready to bring in newer and fresh processes within its folds and always encouraging its stakeholders and employees to invest more money and time, respectively. The role of management and its related facets when change is most significantly envisaged within an organization is discussed. (Helfat) Managing an organization is also an important function which comes under the learning principles. It has case studies and best case scenarios to look up to whenever there is a problem or trouble at hand and it knows who the right person is to contact whenever there is some discrepancy within the system. (Llewellyn, 2002) Add to that the organization tries to keep its contacts in the wake of the very change, no matter in which capacity they are, at a maximal point and always keeps on increasing so as to become a socially active player within the relevant industry. There is the aspect of managers giving in their bit as far as changing hierarchies and processes are concerned. (Coghlan) The management aspect within this changing hierarchy also stems from the fact that its knowledge base is intact and knows what is required of it. It also has the best available middle management employees who know the technical basis of running the organization and whose potential can largely benefit the changing processes of the company. (Richter, 2006) Thus it is very important to understand that an organization which is willing to place the changing processes at level with the top management when it comes to calling the shots (taking the decisions), is willing to experiment in a very proactive manner; one that can reap rich dividends in the near future. In the line of the organizational change, one must understand that learning within it can also be an intrinsic entity when there are special trainings and in house courses and seminars for the employees and stakeholders. By this process, these people come to know of the industry norms and what new activities are taking place in the world of relevant business paradigms. Also it helps to improve the understanding levels of these people who are tied in closely with the very organization in the first place. (Halachmi, 1996) An organization that is changing and which is willing to learn is such that can create value for its customers and provide more investment opportunities as far as its stakeholders are concerned. What this does is that it creates a competitive environment and spirit within the organization and each entity that functions within it, is ready and willing to give in their very best so that the eventual goals of the organization could be met in a positive and safe manner. The steps that the organization takes all this while are proactive which indeed works as a positive sign and the same should be the case at all possible times as well. In order to earn profits on the part of a company, it is deemed very necessary for a company or a business firm to do something different than the rest of the lot so that it is considered as an entity that provides value and meaning for its customers different from the rest of the remaining lot. (Fox, 2004) This value can be in the form of provision of a totally different and novel service that the company might give at a particular period of time or bring in certain activities that mesh along well with the company’s varied products which are actually being sold under the umbrella of the company’s name. Marc Tucker, an author of the skills-commission report suggests that there is a strong link present between change management and revenue creation at the same time, as far as organizational practices are related. Hence the changing market structure might call for changing strategies and lines of action that would all target the people for whom the product is actually designed as well as the competitors with whom the clutter is being broken in the environs of the marketplace. (Tannenbaum, 2003) Thus competition brings in more and more quality at the end of the company with regards to its products as well as more sales in the form of its varied and changed stance on focusing towards the customers rather than the product itself. Apart from that, emphasis on need must be the order of the day rather than bringing out more and more varied stock key units just for the sake of it. The different products should satisfy each and every user rather than satisfy the people sitting in the innovation labs and those who invent just to take the company one step further. This trap should thus be avoided under all circumstances. For all this to happen in the first place, it is indeed significant to understand the notion attached with hiring the right kind of people, who have the exact attitude and skill set which can benefit not only the company in the long run but also provide help towards their individual careers’ growth. The change within an organization is thus looked down up at with an eye of skepticism bringing with it the strengths and weaknesses of the whole system, the employees and the different processes that are in the whole organization, so as to speak. In terms of relationships where power and authority is concerned, this change could be in the form of clearly outlining the points of strength and the areas where downsides reside. (Lyons, 2002) The power interest matrix therefore is one such aspect which looks down at the blockages which could arise in the wake of the changes that are pretty much needed within an organization and which are termed as pertinent and necessary to have so that the organization could survive in the years to come. (Lachman, 1989) The different barriers to change which could arise with the passage of time include the ways in which the traditionalists think with regards to activities, processes and tasks and not only that but also the cultural hindrances and problems that might arise with those changes. A firm might not be ready to go all global since it does not meet eye to eye with the vision of its traditional owners or the ones who founded it in the first place. The role of the general people within an organization and as to how they actually bring about a change, with the assistance and help from the human resources department in entirety is also deemed significant. The people power is another aspect that can shed some light on the aspect of not changing just for the mere sake of it. (Kotter & Cohen) They do not want to change their present lines of action and thus there is a serious resentment present within the current lot to not change. This means that the higher authorities face a lot of troubles which could even mean protests, strikes and even closing down of factories if the organizations have any. In other words, this can be the downside of the power interest matrix that we describe in terms of an organization which is doing its best to adopt the changing regime. What the power interest matrix does is to find out proper and adequate solutions to the whole regime of change and the variables that do their bit at either harnessing it or destroying the very essence of the matrix. The strengths of the power interest matrix is that it gives the organization a chance to better understand and equip itself with the changing times and technologies but on the other hand it gives the authority into the hands of the common man who is something or the other within the organization. It finds out who the key players are and then goes out and gives them the responsibility to set things right in the amount of capacity that they are entitled to. (Kelly, 2000) Expectations are managed in a better manner after the power interest matrix is incorporated and there do not seem to be any such discrepancies when the matrix is finally in action. BIBLIOGRAPHY CALUWE, Leon de & Vermaak, Hans. (2000). Learning to Change: A Guide for Organization Change Agents COGHLAN, David. Managers Learning in Action Management DUKE, Shearlean. (2003). Managing Business Crises: From Anticipation to Implementation. Public Relations Quarterly, Vol. 48 FEHER, Janos & Bonifert, Martha Szigeti. (1999). 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