A Change Initiative at a Security Company - Term Paper Example

Running Head: Change Project A Change Initiative At A Security Company Abstract The objective of this essay is to assess the current system at a Security Company to determine which particular aspect needs change. A process of initiating change would be proposed with the objective of increasing productivity and achieving organizational goals. Introduction Organizations need stability and continuity as well as innovation and adaptation. Without some stability, any organization cannot function, yet, without adaptation it cannot survive. Organizational change is the essence of adaptation and innovation. People, processes and systems need to be flexible to respond to conflicts and changes in the environment. It is in this regard that this essay is written to present pertinent changes in organizational processes or systems to adjust to the requirements of efficiency in assuring compliance to attendance protocols of a Security Company. Status Quo and Need for Change At a Security Company in the country, attendance is being monitored by a system of logging in and out utilizing time cards that allow you to punch in and out and are needed as a basis for salary payments. In addition, an access card is used to enter buildings. The problem is many personnel are punching other employees out when they already left hours earlier. Personnel are punching other colleagues in when they never came to work. This is an on going issue and there really is no way to detect it. This system is prone to loopholes and dishonesty because as peers develop teambuilding, employees belonging in the same department or team are susceptible to connivance in relation to attendance and payment requirements. Assumptions Concerning Change It was initially established that change is a necessary component in an organization in order to respond to inefficiencies, conflicts and changes in the environment. It was precisely identified that in this particular Security Company, an immediate innovative response to their problem in the system of tracking down and monitoring attendance of personnel is eminent. According to Martires & Fule (2000) “change, no matter how elegant it appears to be on paper, becomes effective only when it results in people and group actually improving their collective performance”. Lewin (1951) in his book on Frontiers in Group Dynamics identified three steps in the process of change, to wit: (1) unfreezing; (2) changing; and (3) refreezing. The unfreezing stage is the initial step involving awareness and recognition of the need to change certain aspects in the current situation. The changing stage involves the introduction and application of the new patterns of behavior (Martires & Fule 2000). This stage encompasses orientation, training and learning the new system or aspects which were initially identified as needing change. Finally, under the refreezing stage, those new patterns, systems, or behaviors must be stabilized and sustained for it to be effective and considered successful. At this stage, a full integration of the new aspects is finally ingrained into practice. Transitions of Change Upon discovery and acceptance by the whole organization of the need to change the outdated system of attendance, any gap would not exist in what the organization wants and what it proposes to get. A full disclosure of the problem and the threats to productivity and morale make management realize that investing in a new technological update on time keeping would be the best solution to this scenario. Participant in the Change Process In most organizations, change proposals may come from anyone. They may come from the rank and file, supervisors, managers, and key executives, or from supplies and customers. From this security company, the change proposal was initiated by the Security Manager who was in charge of handling attendance records and bundy clocks. Many changes originate from management who review the proposals and decide based on a set of factors needed prior to decision making. It is important to note that the ultimate success of change efforts rests on the acceptance of all concerned personnel. Martires & Fule (2000) averred that “success means the creation of anew and higher level of performance by the people in the organization”. Proposed System As called for in this situation, change is necessary to achieve a new and higher level of performance and efficiency – as well as to lessen the tedious system of effecting the needed monitoring schemes. Technological advancement made improvements in the system of logging in and out to ensure accurate attendance of employees. This system is called biometrics. According to SearchSecurity.com (2008), “biometrics is the science and technology of measuring and analyzing biological data. In information technology, biometrics refers to technologies that measure and analyze human body characteristics, such as fingerprints, eye retinas and irises, voice patterns, facial patterns and hand measurements, for authentication purposes.” These have several applications including time attendance, access control, identification card, security systems, server rooms and data centers. The advantages of this system are: easy to use, removes proxy punching, prevents identity theft, no recurring costs on cards, better returns on investment and instant reporting. (BioEnable 2007) Actions Steps to Implement the Change The changing stage involves introduction and application of the new system. In the introduction stage, the proposal would be forwarded to top management to orient them on the advantages of the new system as well as costs involved. A cost-benefit analysis is always helpful with emphasis on long term benefit for the company. In addition, quotations from different suppliers of the biometrics technology should be included for management’s review. A financial investment would be carefully reviewed after evaluating the following factors: (1) price of the investment; (2) benefits and cost analysis; (3) adaptation of personnel to the new system; (4) available funds or capital of the organization; (5) financial or economic desirability and returns on the investment and (5) salvage value of the old system, if any. According to Viscione (1977), “a firm uses funds and must obtain sources of these uses, and thus, financial management can be viewed as the management of a firm’s sources and uses of funds”. Thereby, if the management can confirm that the particular investment for a biometrics machine is within the firm’s budget, and the benefits accorded would increase the level of productivity by eliminating proxies in attendance of employees and no recurring costs on cards, thereby, the decision is skewed on the positive side. Once approved, the implementation or application stage requires appropriate orientation and training on the new system. The supplier should have a comprehensive orientation and training program to ensure that all personnel would be competent to use the new system. Depending on the scope of change, the learning process may be short or long. However, it should be emphasized that this new system would be beneficial in promoting honesty and thereby increasing productivity in the organization. Resistance To Change The employees in any organization develop an adherence to organizational systems which had been used for a long time. The current attendance system at the Security Company had been utilized since incorporation. Therefore, being habituated to this system, the employees naturally resist a proposed change in the system because these are seen as threats to the status quo. Martires & Fule (2000) identified four bases of resistance to change: rational, emotional, social and political. In this case of this Security Company, the possible resistance could be a combination of emotional and social. There is the desire to retain the status quo because they can utilize proxies in logging in and out. The group forces and teams that have been established over time support the status quo for their own selfish personal objectives. In addition, older personnel are apprehensive of the new system for fear that they could not adjust and adapt to the new technology. To manage this possible resistance, management can employ the following strategies: (1) information and communication prior to the change to prepare the employees of the new technology; (2) consultation and participation by soliciting employees’ comments, suggestions, apprehensions, and the like; (3) emphasis on benefits of the new system; (4) orientation and training to show easy use of the new technology; and (5) assurance that the new technology would not disrupt employee’s security but rather contribute to a higher level of productivity and morale. Time Line Given that the immediate change in the attendance system has been identified, the proposed schedule of the change process could be undertaken as follows: TIME CHANGE PROCESS TASKS TO BE UNDERTAKEN Day 1 Unfreezing Stage Inform management of the need to change Days 2 to 7 Changing Stage Formal Preparation of Proposal with cost benefit presentation sources and uses of funds features of the new system Secure Quotations from Suppliers Information and Communication to Personnel Days 8 – 15 Review of Top Management Day 16 Decision – Approval of Change Day 17 Inform Supplier of Biometrics Days 18 to 20 Delivery, Installation Days 21 to 27 Orientation, Training, Implementation Days 28 to 30 Refreezing Stage Feedback from Personnel, Adjustment Adaptation to the new system Analyses This change would be successful and sustainable because the present system has its loopholes and are already outdated. The practice of utilizing proxies and recurring costs on cards would eventually take a toll in terms of lowering morale, productivity and affecting profits. By keeping pace with technological advancement the benefits provided by the new system would be realized by the personnel and by management as viable, feasible and practical. Since the new technology would not displace any personnel and can in fact produce returns in investment in a very short time, this change can definitely be considered successful and sustainable in the long run. Conclusion Change is initiated, implemented, and maintained in organizations to increase the level of competitiveness and boost the productivity of its people. Changes can be made in strategy, structure, technology, products and services, or people. The relevant thing to remember is that effecting the necessary changes in the organization could temporarily disrupt existing equilibrium. Management can minimize any resistance to change by emphasizing that the benefits for all far outweigh any costs associated with it. References BioEnable. (2007). Biometrics. Bio Enable Technologies Pvt. Ltd. Retrieved on April 19, 2009 from Martires, C.R. & Fule, G.S. (2000). Management of Human Behavior in Organizations. National Bookstore, Philippines. SearchSecurity.com (2009). Biometrics. TechTarget. Retrieved on April 19, 2009 from Viscione, J.A. (1997). Financial Analysis: Principles and Procedures. Houghton Mifflin Company. Massachusetts, USA. Read More