Managing for change: Rules of the change insurgent - Essay Example

The Second Rule of Change Insurgent Rule: Find, hire and promote people making you and the organization uncomfortable.The rule asserts that an organization or company should recruit and promote employees based on their aggressive traits. Such employees should have ability to push the management to bring changes and development within the company. The rule also requires that top management of any organization should initiate employee promotion based on the employees’ ability to force profitable production changes while questioning and monitoring the top management’s activities while destabilizing the status quo.

From self-experience, the rule is applicable. A local textile industry had economically stagnated for some time. It lost part of the market share in the face of stiff competition, for over seven years, during when there were no recruitment or promotion of the employees. There was maintenance of status quo within the industry. After long time of low performance, the industry came up with a strategy to revitalize the operations of the industry by laying off underperforming employees and recruiting others (Pycraft 107).

The aim was to recruit aggressive workers, who possess the zeal and internal push to drive the company to market re-emergence. Specifically, the industry sought to recruit individuals with absolute determination to break the status quo within the company. With the basic job description developed, the industry recruited a team of staff who had the determination to achieve results within the industry. A few remaining staffs who were not laid off landed job promotions during the recruitment drive (Kandula 95).

During the first year of the changes, there were radical restoration of accountability, transparency, integrity and commitment to service among the staffs and the management. The management had itself put into strict checks and measures by the recruited charismatic team of staffs who always put it to task for accountability. By the time the industry accounted for their financial year, their marginal profits had increased tremendously and they got back to competitive market (Carton and Charles 90).

Works CitedCarton, Robert and Charles, Hofer. Measuring Organizational Performance: Metrics for Entrepreneurship and Strategic Management Research. Cheltenham, UK: Edward Elgar, 2006. Print. Pycraft, Mike. Operations Management. Cape Town: Pearson Education South Africa, 2000. PrintKandula, Srinivas. Performance Management: Strategies, Interventions, Drivers. New Delhi: PHI Learning, 2006. Print.