The Impact of Flexible Working on the Behaviour and Culture of Know-Inform - Case Study Example

Change Management TABLE OF CONTENT Introduction.........................................................................................................................3 2. Characteristics of the office move as a change situation...................................................4 3. How leadership skills contribute to change management..................................................6 4. Ethical considerations.........................................................................................................8 5. The impact of flexible working on the behaviour and culture of KI.................................9 6. Recommendations for the Change Agent........................................................................10 7. References........................................................................................................................12 Change management Introduction Todnem (2005) describes change management as the process that involves constant renewal of the direction of an organization, its structure, and the capability of meeting the needs of both the external and internal customers. Managers are mandated with the task of creating organizations with high performance/productivity by efficiently optimizing the use of resources. The contingency theory as a facet of behavioral theory illuminates that managers design organizational structure to conform to factors or situations that affect the organization. The designs that may work in one company may not necessarily work another. The theory explains further that there is no best universal or standard way of designing an organization that guarantees performance or productivity (Todnem, 2005). These factors that affect the company determine the structure that an organization is likely to incorporate. Some of these factors are the nature of the environment under which a company operates; the kind of strategy that the company pursues; the use of technology; and the type as well as the characteristics of the human resource system employed. In the climate of business arena in the contemporary society, external environmental factors such as the dynamics in the market have compelled institutions to readjust accordingly. This has been aggravated further by the stiff competitive nature of the market (Bacher, 2007). Different structures of organizations require different strategies. For instant, a strategy that attempts to drive down the cost of operation may work best in organizations with formal structures. As for technology, it encompasses the technological knowledge and skills that contribute significantly to the operations of a firm. The degree of complication of technology calls for a more flexible structure. On the human resource factor, in a situation where the workforce is more skilled and the need for teamwork arises, then a decentralized structure may be ideal (Bacher, 2007). Characteristics of the office move, restructure, and home working as a situation Know-Inform (KI) Company has chosen to move its office from London to a smaller office in Ealing Broadway. However, with the number of staff it has, it has resorted to opting for home working solution (for some of its staff) where teams will use virtual meeting collaboratively among team members to facilitate its operations. Furthermore, it is restructuring and part of its restructuring techniques involves laying off some staff members. These changes in the organization have been precipitated by the need not only for the operations to be cost effective but also for saving the available resources. Todnem (2005) illuminates that earlier theories postulated that the performance of an organization can be hampered by constant changes in strategies. The theories suggested that individuals need routine to effectively perform. However, it is argued today that the changing strategies employed by institutions can also be a routine in itself. There two poles of change in an organizational setting are first order and second order. First order can be incremental, piecemeal, convergence and mitochondrion (small) adaptation while the second order can be divergent, disruptive, radical, and transformative. Anderson and Ackerman-Anderson (2010) elaborate the major types of change as either both the smooth and bumpy incremental or discontinuous. Smooth incremental is a change that identifies the slow systematic and predictable evolution of change at a constant rate. On the other hand, bumpy incremental is characterized by alternating intermittent changes such as peacefulness and accelerated change of pace of change. However, the changes that are being effected by the KI Company can be categorized as discontinuous change. Discontinuous change is characterized by rapid change in strategy, culture and structure or the three. The company has rapidly shifted from London to another location besides changing it traditional ways of operation by introducing virtual teaming and carrying out tasks from home. Approach to changes in institutions can either be planned or emergent. As for this company’s situation, the approach is both planned and emergent. The cost of efficiency of running the offices as well as the need to stream the number of staff have emerged due to some departments such as the special journal target market having subsided while the market is very competitive. For this reason, the company has planned the correct antibiotics that are perceived to remedy the situation. Cameron and Green (2012), attempts to explain the organizational lifestyle by varying the size of the organization with its age. Using this concept, apparently the KI is in the phase 4 stage which is characterized by staff crisis and growth by collaboration. Furthermore, the product lifestyle can explain the situation. The product lifestyle has the introduction stage which is characterized by launching of products in the market and use of a lot of resources to promote the products. The subsequent stage is the growth stage where the product performance in the market has stabilized (Cameron & Green, 2012). The next stage is normally the maturity stage where the performance of the product is not pegged to promotional or marketing technique. The final stage in this particular cycle is the decline stage. Apparently, KI is in the decline stage as illustrated by the entry of stiff competition in the market besides some of its products (specialized journals) not doing well. The problems in organizations can be categorized into hard or difficult problems and soft or messy problems. The hard problems are bounded and characterized by clear priorities; implications are limited; ability to solve them separately; the number of people involved are limited; entails knowing that which needs to be known; proper comprehension of the problem; the limitation of time scale and knowing the likely solution to the problem. On the other hand, soft problems umbrella’s the following: the uncertainty of priorities that can be disputed; timescale tends to be longer and marred with uncertainty; there are n solutions that are obvious; the implications can be larger and worrying; it involves many people; uncertainty of what the problem is; lack of information on what needs to be known. As for KI case, the problems entangling it can be classified as hard problems since the management is trying to solve them separately. In addition, the number of staff involved in the problems is few coupled with limited implications since out of all the employees only seven are being terminated from work. The seven of them are one chief editor, four writers and two copy editors (Anderson & Ackerman-Anderson, 2010). How leadership skills contribute to change management Change has become an inevitable component of organizations. These changes drive organizations to conform to compelling situations that in most cases result into higher performance. However, to incorporate these changes, leadership skills and abilities play a vital role. Mathew Dawson, as the Director of Operations of KI Company, has the responsibility of facilitating the office move from London to Ealing Broadway. He expresses optimism that the move is in the right direction and that it will give the company the requisite ammunitions to be not only lean but also face the future (Nohria, Khurana & Anand, 2010). He therefore demonstrates optimism and confidence which is an essential arsenal in management leadership. Despite that, it is imperative for the leadership of the company to effective the steps to effective change management (Bernard & Cliff, 2012). The first step is mobilization of commitment to change. The leadership of this company has to involve every stakeholder in the realization of the changes. When greater percentage of stakeholders is committed then effecting these changes is likely to encounter little or lack thereof hurdles. The next step should be vision that every stakeholder shares and resonates with as this is prone to enhancing individual commitment to the firm. Focusing on consensus on the direction and how these changes are implemented is also crucial. The subsequent stages to the above mentioned are spreading revitalized and revitalizing systems and policies after which monitoring the implications of the changes and readjusting appropriately (Bernard & Cliff, 2012). There are several theories that tend to elaborate on leadership. These theories are trait theory, behavioral, the Great man theory, and the contingency theory, transformational, participative, situational and transactional theories. The Great man theory is based on assumption that leadership is intrinsic and cannot be inculcated in an individual. The trait theory on the other hand argues that individuals are born with certain qualities embedded in their personalities that make them assume leadership. However, the contingency theory suggests that leadership is based on situation. In this particular situation, a myriad of the contingency theory, transformational and situational can be synchronized. The change ranging from moving the office to incorporating virtual teaming and home working require the need for the leadership to embrace all dimensions of leadership (Nohria, Khurana & Anand, 2010). Leadership usually influences the informal and formal system of organizations. Leaders act as symbolic figure heads of institutions thus leaders play a key role in the motivation of workers. The most successful technique for every leadership to motivate of employees is through molding a good nutritious relationship with them. Most organizations have come to the realization the when employees are treated with high level of decorum and sobriety then their performances are likely to sky rocket to the upper stratosphere. Moreover, it creates a mutual understanding and effective flow of operations or activities. It is also prudent to know the role of leadership in monitoring the efficiency of progress made in management change. It achieves this by choreographing and sharing the vision of the intended direction. It also has influencing factor by providing direction to a group or groups through a number of channels such as structuring and restructuring the situation such as problems and opportunities, controlling the group behavior by ensuring that every individual working in an institution conforms to the ethics, rule and regulations, and codes of conduct stipulated by the firm. In addition, leadership helps a great deal in the alignment and communication channels of a company. Besides, it also helps in effecting innovation alongside the desired oriented change (European Conference on Management, Leadership and Governance, & Politics, 2009). One of the highly rated leadership skills in change management is the ability to be objective. It is a skill that is necessary throughout project undertaking especially at the initial stages. The ability to be objective helps in managing expectations in a more realistic manner. The other contribution is the need for the leadership to create and maintain an amicable serene environment for the project the entails change in management. A healthy environment lays the foundation of other leadership qualities that contribute to the realization of objectives and goals of an organization (Bernard & Cliff, 2012). Ethical considerations The changes effected by the company are in the attempts to optimize effectiveness, efficiency, and enhance productivity. These values may not be those of the workers. The employees of KI Company are expected to demonstrate high commitment level and performance in a manner that commensurate with the values, vision, mission and objectives of the institution. The decision to lay off some employees has met equal resentment, uncertainty and disconnect in some of the teams it would be irrational and unethical for the management leadership to use change as coercion as it is bound to manipulation (Bernard & Cliff, 2012). Manipulation can either be situational or physiological. Situational manipulation encompasses situations where an individual who is the target has been given a structure kind of outlook the forces them to lack alternatives. Psychological on the other hand, is a situation where the senses of the target is misdirected. It is prudent for the head of operations of the situation at the company to be aware of some potential avenues of ethical dilemmas that are usually accompanied by management more so during the organizational change. It should help leadership’s sensitivity to its employees and arsenal to act consistently in an ethical manner. Suppose the changes fronted in KI Company situation were driven by self-fish interest of the board of directors then it is unethical. But if the changes are meant to revitalize the operations of the company to be effective and productive for it to survive in future in such a way that benefits the entire institution, then it is ethical (Bernard & Cliff, 2012). Change agency and resistance The decision of the do away with some staff has been made by the board has been met with some level of uncertainty and resentment by some sections of the company. However, it is understandable since the scariest thing in life is change. The organization was not performing as expected hence the change had to be made which involved restructuring to minimize cost incurred in operating in office due to large office space yet there were other avenues. There are theories that substances validate the organizational change resistance. Some of these theories are principle agent theory, stakeholder theory, goal theory, neo-Keynesian, neo-classical, and managerial theory of the firm (Northouse, 2010). The ideal theory that elaborates the resistant to change in KI is the principle agent theory where the employees as the agents strive to satisfy their utility while institutions as the principle tend to increase their profit. However, neoclassical alongside neo-Keynesian also strengthen the concept of conflict that emanates from the change in a firms goal that consequently affects employees goal (Nohria, Khurana & Anand, 2010). Interestingly, the stakeholders theory tends to seek solution to this problem is it strives to align all the stakeholders’ interest (employees inclusive) and that of the firm (Northouse, 2010). One of the causes of resistance to these changes is the conflict between the firms and the employees goals thus a shift in a company’s goals is usually resisted. When a company shifts focus in its goals then the employees personal goals are likely to be thwarted (Phaseone, 2011). The impact of flexible working on the behaviour and culture of KI The impacts of flexible working are high performance that coincides with the productivity. The virtual teaming techniques indicates the impacts the use of technology. A close examination of the culture of the firm using Hofstede cultural dimension indices indicates the there is a high power distance between the employees and the directors. The operations of the institution are so formalized. On uncertainty avoidance index of the model, it is apparent the culture of this firm especially that of employees is characterised by high uncertainty avoidance (Minkov and Hofstede, 2011). Recommendation Managing resistance to change can be a hard nut to crack. However, the greatest solution can be in communication and language where the board is obliged to communicate earlier of the efforts of transformation. The employees too should know that they have the power to participate in the change process instead of these changes being forced on them. The realizations of the changes in an organization requires the support of the executives, the solidarity of every individual who has a stake in the company failure to with these changes may hit the doldrums. Reference List: Top of Form Bottom of Form Anderson, D., & Ackerman-Anderson, L. S. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. San Francisso: Pfeiffer. Bacher, C. (2007). Contingency theory: What are the strengths and weaknesses of the systems approach as used by contingency writers in analysing organisations?. München: GRIN Verlag GmbH.  Bernard,B. & Cliff, O., (2012). Change Management: Leadership, Values and Ethic. Journal of Change Management, 12, 1,1–5. Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Kogan Page. European Conference on Management, Leadership and Governance, & Politis, J. (2009). The proceedings of the 5th European Conference on Management, Leadership and Governance: Hellenic American University and the Atexcelixi Conference Centre, Athens, Greece, 5-6 November 2009. Reading: Academic Publishing. Gary, R & David, H.,(2014). Managing Change. Retrieved on 7th March 2015 from: http://shop.cipd.co.uk/shop/bookshop/media/cms/pdf/bookstorepdfs/leading-managing-and-developing-people-4th-edition---a-sample-chapter.pdf Minkov, M. and Hofstede, G. (2011), "The evolution of Hofstedes doctrine," Cross Cultural Management: An International Journal, 18, 10-20. Nohria, N., Khurana, R., & Anand, B. (2010). Handbook of leadership theory and practice: An HBS centennial colloquium on advancing leadership. Boston, Mass: Harvard Business Press. Northouse, P. G. (2010). Leadership: Theory and practice. Thousand Oaks: Sage Publications. Phaseone (2011). Overcoming Organizational Resistance to Change: Gauging, Steering Executive Support. Retrieved on 7th March 2015 from: http://www.pocg.com/blog/archives/562 Todnem, R., (2005). Organisational Change Management: A Critical Review. Journal of Change Management, 5, 4, 369–380. Read More