Organizational Behavior: Managing People and Organizations - Literature review Example

Human Resource Human Resource Introduction Organization change refers to the transformation of organizations various aspects of operations to improve efficacy. Some of the aspects change involved transformations of the organization are business strategies or other component sectors of the organization. The company may as well transform its major practices, redefine its strategy to success and overhaul the nature on how it carries out its operations. Change is the key factor that aids an organization to adopt various strategies as it experiences an evolution in its life cycle. The organization life cycle is vital to the growth and development of an organization, and there is the need to adopt and implement various changes by the organization (Bauer and Jenny, 2013, p.102). Organization change management refers to a process whereby the intended scopes of change is introduced in the organization, approved and remain implemented. Change management entails four distinct processes. For efficient management of change, the organization must identify changes occurring in the wider business environment. Secondly, the organization must develop necessary and relevant adjustments to companys requirement. In addition, the organization must effectively train their employees on the specific changes adopted. Lastly, the organization must win the support of its employees through persuasion and other appropriate means. Through change management plan, the organization first research on the prevailing conditions and circumstance of the business. Due to investigation on the firm’s systems, changes required and ability to change are determined. Organization change management aligns the organization expectations, communicate with the relevant stakeholders and integrate parties involved in the change process. It also facilitates the training process during the change (Armstrong, 2007, p.57). The case study of change in GlaxoSmithKline (GSK) is used to elaborate the role in-house human resource managers and line managers in the organization change management (Zolkif, 2013, p. 1). Role of Human Resource Professional in Change Management Human resource professionals play great roles in the management of change in an organization undergoing changes in their systems. The HR professionals are mainly concerned with adopting the employees to the changes. There is needed to get employees good will to enable the change process progress with success. In most cases, employees tend to resist change that might create undue friction in the normal processes. Some of the roles of human resource professionals include; Uniting the Management and Employee Any change in a company evokes divergent contemplations from both employees and the management. The employees may be reluctant in embracing the organization change. On the other hand, the management may develop many expectations on the employees. The human resource professionals have a role to reduce the gap between the employees and the management. They facilitate the change by informing the employees of the possible impact of the change. The employees must be convinced that the change intended will address their welfare. On the other hand, human resource professionals must inform the management on how the intended change is affecting the employees. They protect the employees interest by championing their t job security and explaining the possible impact of the change on employees to the management. Burke, 2010, p. 120) Through this strategy, the human resource professional reduced the gap between the management of Glaxo as it undertook a drastic change in 2000 when it formed merger with Wellcome and Kline (Hailey and Balogun, 2002, p. 153). The organization had needed to expand and update its operations. Employees were reluctant in adopting the change due to unforeseen reasons (Stiles et al., 2006, p. 4). To over passing the breach flanked by employees and the management of the Glaxo industry and employee, the human resource professionals had a role in explaining the significance of the change to the employees (Zolkif, 2013, p. 1). They also had a role in creating awareness to the management about the concerns of the employees (Zaman, 2012, p.70). Provision of Transformation Leadership The HR professionals, in the eve of change, must devise strategic and bold plans for the prospective change. They should create a wider perspective look of the intended change. They must open up the employees understanding and solidify their focus on the future benefits of the intended change. The human resource professionals are also tasked with creating learning and highly flexible individuals who are prepared for any future consequence of the change. Every change undertaken carries future consequences. Due to this, there need to prepare both the management to adapt to any future consequence of the change. The transformational leadership of the HR professionals accelerates the change process and enhances change adoption process in the company (Czarniawska, 1996, p.64) In addition, transformational leadership remains evident in the Glaxo organization change in 2000 (Ivory Research, 2015, p. 1). The HR professionals had to give the direction in the change process and the assurance of change especially to the employees. In this case, the merger process and the accompanying organizational change required a transformational leadership to prevent the failure due to the change. Motivation In the course of any change, the human resource professionals should motivate employees on the benefits of embracing the organization change. Motivated employees tend to adapt effectively the change and adopt the various impact of change. Motivation can remain effected through elaboration on the future positive impact of the change in the employees welfare. For example, in case the change intended to increase the profitability of the organization, the motivational aspect will remain increased in the employees salary. Motivation is a necessity especially when the employees are disillusioned about the change (Griffin and Moorhead, 2014, p.68). Through the motivation of the employees at the Glaxo, the intended changes succeeded. The employees had low motivation due to great changes that were remained effected over a very short time (Zolkif, 2013, p. 1). For realization of success in the change, there was the need to motivate the employees and step up their participation in the organization change. As result of the human resource professionals in Glaxo organization change, the employees were motivated, and this facilitates the change process. Communication Human Resource professional accomplishes a fundamental responsibility in facilitating timely and effectively communication among different sectors involved in the organization process. Of significance is the communication between the employees and management. Organization change can be a very complex process that involves discrete planning requiring effective communication. Effective communication corrects any possible misunderstanding between the employees and the management and provides an information-sharing platform. Because of communication facilitation by human resource professionals, there is understanding between employees and the management hence faster implementation of the change process (Harris, Brewster and Sparrow, 2004, p.65. Communication facilitated by the human resource professionals at the Glaxo during and after the change process led to an faster adoption of the changes and success of the intended structural and business strategy changes (Held, 2009, p.76). The role of Line Managers in Management of Organization Change Line managers also have specific roles in facilitating the change process in an organization. They are mostly concerned with overseeing the whole process of organization change, consolidating all factors required to materialize the change process and offering reliable leadership in the change process. Some specific roles of these managers include; (Child, 2013, p.89). Networking Line managers must network with other managers to realize the success of the organization change. The intended change may involve a complex structural and strategic transformation of the organization. Consequently, there is a need for close coordination between line managers to realize the change. Networking creates cohesion within the organization and a unidirectional focus on the objectives of the change. Line managers, through networking, enable easier and faster identification and solution of the problems hindering the change process Knights and Wilmott, 2007, p.96) Networking between line managers was necessarily in realizing the success of the changes in the GlaxoSmithKline (Zolkif, 2013, p. 1). The merger and various changes that the organization undertook was a complex process that involved all the sectors of the organization. To realize viable change, there was need of coordination and working together of different line managers to facilitate the success of those massive changes. Following through the Change Line managers are also responsible for seeing through the change. They must be able to focus the likely outcome of the change. This may entail a carrying out a critical analysis of the possible impact of the change to their area of operation in the company. Following the change in most cases enables them to offer technical advice on the possible negative impact of the change to the company or the organization (Lewis, 2011, p.88). In the case of the GlaxoSmithKline, every line manager had the responsibility of seeing through the change to help focus on the possible negative impact of the intended charge. Because of the line managers cooperation with there was observed success in the organization changes. Managing Change Associated Uncertainties Any intended change comes with gross uncertainty. The employees will tend to be resistant to the change due to various uncertainties that it presents. Its the responsibility of various line managers to encourage and well inform the employees on the uncertainty presented by the change. The line managers can explain various strategies developed by the organization to handle the uncertainties and their significance in the change process. The line managers also train the concerned stakeholder how to circumspect fully handle the uncertainty resulting to the success of the company (Smith and Graetz, 2011, p.66). The structural and strategic changes of GlaxoSmithKline presented several uncertainties especially about the future success of the organization. In response to these uncertainties, the line managers offered coaching to the organizations employees on the significance of these uncertainties and the way to manage the prevailing uncertainties. Organization In the event of the change in the organization, the line managers organize the action plan in discrete manner to bring about success in the intended change. The managers can think through the process and deliver in line with the change process plan. During the change, the business must maintain an organized state to realize a viable transition state. The line managers facilitate networking within various sector of the organization to create a well-planned transition process (Shani, Pasmore and Woodman, 2012, p.55). Trust building Trust building is a key component in realizing the success of the organization change. Most employees entrust their line managers in the provision of accurate information in regards to the organization changes. The line managers, therefore, build the trust of the employees concerning benefits of the changes (Casey, 2001, p.72). Trust is required in facilitating the progress of the organization, as there is a good will of the employees. Trust building by the line managers also results to cohesion between the management and the employees that ultimately result into adoption of the change and the underlain plans of the organization (Griffin & Moorhead, 2014, p.68). In the case of Glaxo, the employees developed trust in the in the line managers about the prospective changes in their business strategies and the uncertainty of the changes. Due to the employees goodwill and corporation, there was an evident success of the change as intended. Training Organization changes alter various aspects of the company. The employees may fail to adapt appropriately to the changes that comes with the transformation of the companys sectors and business plans. To hasten the success of the change in any organization, the line manager trains employees on the dynamics of the implicated changes. The employees are trained how to fit in the changes and react to the new work environment. During the change, the employees may have additional responsibilities that may require definite tactics to handle. In such circumstances, line managers are involved in defining and training employees on their new responsibilities. In addition, employees receive training on maintenance of personal resilience in handling challenges that comes with organization changes (Harris, Brewster and Sparrow, 2004, p.65). Line managers therefore play many significant roles in realizing the success of any organization change. They perform their managerial role in close contact with the employees and can therefore great influence the employees attitude towards change. Line managers create the required environment to enable them adapt perfectly to the impact of the changes (Sitkin and Bowen, 2013, p.96). Conclusion Human resource professionals and line managers play a significant role in change management in any organization as evident by the case study from GlaxoSmithKline. Among the roles of the human resource, professionals include motivation of employees, bridging the gap between management and employees and offering transformational leadership. Line managers on the other hand, offer training to the employees. They also network within and without the organization to facilitate successful changes. For effective change to be realized, a multi -disciplinary cooperation is required. Bibliography Top of Form Armstrong, M. (2007). A handbook of human resource management practice. London: Kogan Page Bauer, G. F., & Jenny, G. J. (2013). Salutogenic organizations and change the concepts behind the organizational health intervention research. Dordrecht: Springer. Burke, W. W. (2010). Organization change: theory and practice. Thousand Oaks: SAGE Publications. Burke, W. W., Lake, D. G., & Paine, J. W. (2009). Organization change: a comprehensive reader. San Francisco: Jossey-Bass. Casey, C. (2001). Critical analysis of organizations: theory, practice, revitalization. London: Sage. Child, J. (2013). Organization: contemporary principles and practices. Hoboken: John Wiley & Sons Czarniawska, B. (1996). Translating organizational change. Berlin: de Gruyter. Gazendam, H. W. M., Jorna, R. J., & Cijsouw, R. 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American Journal of Business and Management. Vol. 1, No. 2, 2012, 7-75 Zolkif, Sabrina. April 16, 2013. Case study: GlaxoSmithKline. Web. April 19, 2015. Retrieved from http://www.humanresourcesonline.net/features/case-study-glaxosmithkline/ Read More