Recent Change That Occurred in the Organisation - Essay Example

Change xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecturer xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Introduction For many years since its inception, our organization, a student union, has been operating a manual system in all its operation starting from the public relations department, the student welfare department through to the accountancy department. On appointment as the chairperson of the union, I embarked on the task of computerizing all these processes with the aim of achieving efficiency in the unions operations. This was a challenging undertaking that required everyone in the Student Union to be brought on board so as to realize the expected positive results. According to McCarthy & Eastman (2010), the management of three common themes helps ensure that any change process stands a chance of success. The themes are people, culture and the process. I had no doubt about the positive organizational culture of our Student Union as well as management of the change process but what I knew required careful management were the people in the whole process. One of the biggest challenges for this exercise was that it was to be executed at a time that the Student Union was at the peak of the activities but I remained convinced that the benefits that would accrue from the computerization of the Student Union’s operations would not wait any further. The other obstacle to the implementation was that a good number of the staffs in the Student Union were not computer literate hence necessitating the need to either hire new ones or embark on a massive training of the existing staff members. The final handle was the fact that most of the management team members were not convinced that the computerization process was a viable and worthwhile endeavor. Some of them wondered why the need for computerization yet the Student Union was operating normally with its existing manual system. For those who were supportive of the idea, a number of them thought that this was not the right time as it would greatly interfere with the Student Union’s operation at such a time that the Student Union was at the operating well. My first task in the implementation process started with convincing the other management team members of the importance of not only computerizing the companies operation but also doing it immediately. With the help of the Chief finance officer of the Student Union, we had drafted a report that touched on the cost benefit analysis of the new project and the net present value which gave a positive return Michael (2001). It was also clear that implementing the project immediately would help the Student Union to take advantage of the registration process and benefit more than holding the implementation a month longer. With the projections in favor of the implementation, I was able to convince majority of the management team of the need to embark on the task immediately. Drawing a plan of action Together with the information technology (IT) Student Unions member that had been appointed by the members, we drew up a plan of action that detailed how the implementation of the computerization process would run. This was necessary as it was important for every staff in the Student Union to understand how the flow of work would be from the implementation to the completion of the process. It would give each stff a time for prior preparation as well as anticipate any possible disruptions that would affect their work and hence take precautionary measures. The plan of action detailed a comprehensive timetable of the work at hand at what was to be done at what time, the number of the members of staff that would be required to assist the IT people and their skills requirement, the training timetable as well as the funds required to conduct the exercise. Staff training The next step was to carry out training to the staff that would be involved in the implementation process as well as those who would be using the computerized system in their day to day operations. According to Pfeifer (2008), training plays the role of equipping the staff with the necessary skills to handle their roles effectively. A number of the members of staff were not computer literate and therefore the training started from the computer basics to the usage of computerized accounting systems for the finance department staff. This exercise required a lot of patience and time since the success of the computerization process heavily depended on the appreciation of the staff of the need for the project as well as their understanding of how to operate in the computerized environment. The training also entailed the assurance to the members of staff that the computerization process was not meant to render any one of them jobless as was widely anticipated. This was rather a project that would allow for efficiency in their operation and hence lead to more productivity. The training also played the role of assuring the staff that with increased efficiency and productivity, that would obviously lead to high performance and hence the management would subsequently review their benefits upwards. Running parallel systems As noted earlier, the implementation process of computerization was started when the Student Union was at the relatively busy. The Union could not therefore afford any down time due to system break down. I therefore directed that the staff would run the old manual system as well as the new computerized system until such a time that everyone was convinced that the computerized system was operating as expected. This definitely meant that the staff were doing almost double amount of their previous work before the implementation process. To ease some burden, on the staff the Student Union appointed a number of memebrs to assist in the implementation process which also gave them an opportunity to gain hands on experience. According to Baekdal et al (2006), change is about people and therefore all the people involved in the change process must be motivated for the task ahead. Motivating the members of staff was also critical for the success of the system to be realized. The motivation came in the form of giving the staffs some benefits for working hard as well rewarding the staffs who achieved the best results on the new computerized system. The importance of this was to ensure that they did not feel as though they were being over worked or wonder why they had to run two systems at the same time. Change acceptance Change is inevitable in today’s ever changing technological world, to keep up with the dynamism of the environment, organizations must embrace change. This organization is no exemption. The biggest part in managing change in this organization, as Sagie et al., (2001) underpins, is the acceptance of the new change by the staffs. Due to the use of old system, the manual system, for a long time, the staffs may be reluctant to accept the computerized system. As a leader, I would ensure that, as a matter of priority, all staffs are content and accept the change. Wanberg & Banas (2000) maintain that, accepting gives assurances on their positions security as many of them fear that the new system will take away their jobs. While it is true that the new system will make some functions obsolete and will combine many tasks together, the affected staffs will be assigned new tasks and or moved to other departments such that there will no one staff who will be laid down as a result of adopting this change. Creating faith to the staffs that the change will provide a way for their betterment is important. This will help create trust among the staffs towards the change. Essentially, as Jacobson & Christensen (1996) point out, confidence begets trust and thereby will lead to acceptance and smooth running of the change. Bissett (2001) advises that, making the staffs feel that they have the ability to cope with the change, this change will not whatsoever complicate their functions but rather it will simplify them and make them efficient. In addition, they shall be actively involved in implementing the change by being trained adequately as discussed earlier. To maintain the new system, it will be very important to formulate procedures and rules to govern the use and application of the new computerized accounting system. By this, the staffs will always be reminded of what is expected of them and more importantly how to use the new system. To make staffs and everybody else in this union to accept the change, Kavanagh et al., (2006) maintain that they have to be motivated by selling the benefits of the new system and how it will make their work easier. Motivation is very important as it will make them to work to their ability and not within their will. Creating determination and desire in staffs will be crucial in implementing this change. Moreover, making them own the change and the whole process of implementing it will make them view it as part of their own and they will be raring to use the system. Winning the staff’s acceptance of change is significant, they are the users of the system and this will determine the success of this change. This is one very essential way of managing the change. Hiring new staffs This is equally significant in managing this change, as it stands currently, this organization may not have the right personnel with the right skills and expertise to use this new computerized accounting system. Therefore, as a matter of importance, new personnel with skills and expertise in using this new system will have to be appointed, Ford et al., (2008). This will complement the existing staffs as they will help in training and implementing the system. Rightly, hiring new staffs will not only bring new talent to this organization but as well new ideas and learning opportunities. This will add their skills and expertise to the existing diverse workforce. While going for expertise is important, backing it up with experience makes it even better, Booth et al., (2006). Since the implementation of this change will also depend on the knowledge of the responsible team, getting personnel with experience will necessitate successful implementation. This team will also be responsible making clarifications where needed, helping the other staffs in training and reviewing the whole changeover process. While the staffs are not responsible for managing change, they play a significant role in doing their best to make the change a success as Cummings et al., (2008) report. As a leader, bringing together experience, expertise and skills to drive change is the responsibility, in addition, involving everybody whether affected by the new system or not is very important. Involving people, and not imposing change on them, will make them own the whole process and be determined to see it implemented as fast as possible. On the other hand, the responsibilities of the leader concerning the new change is to ensure free flow of information, that is, good communication in the whole organization concerning the change. Importantly, as Todnem (2005) point in his report, the leader should enable and facilitate the change, providing all what is required to drive the change. He/ she should contemplate the whole system and take an objective standpoint; Carnall (2007) add that, the leader should not be judgmental and therefore should take a step back only helping people around to understand the system, the aims and reasons for it. He/ she should help in interpretation and responding positively to queries from the staffs and the change drivers. This is because, they are placed with resources, and staffs are one essential resource to drive the change hence hiring new staffs with relevant knowledge is the responsibility of the leader. In essence, this is a good way of managing change. Change drivers This change is not a long term plan, it is a short term process, in this regards, as a leader, taking bold steps is much important than long marches, Tidd & Bessant (2011). Being bestowed with authority, the leader should aid in setting up a team to be mandated with driving or implementing the change. The computerized accounting system may mostly be used by the accounting department, but everybody in the organization should have relative information about the change. Departments work hand in hand and it would be difficult for one department to run on its own. As a result, the team should compose members from all departments together with appointed experts. This team, as Paton & McCalman (2008) explain, will be responsible with effecting the change, liaising with hired staffs; the team should ensure that all organizational aspects and features necessary are input to the new system. The team is as well responsible for training the other staffs. Jones (2010) asserts that, the leader should look at ways of improving the system. Though he/ she may not have the necessary knowledge about the computerized accounting system, he should request for recommendations from the implementing team. From the recommendations, he can initiate improvement or changes in organizational practices in order to suite the new system and mostly the accounting department. Managing the change will also involve encouraging people on why to take the change. Going by Booth et al., (2006) recommendations, the leader should take advantage of excitement in uncertainty and sell the change benefits to create a positive mindset within the workforce. These are undoubtedly insightful ways of managing this change, new computerized accounting system. Their use and application would make its fruition ensured if followed accordingly. The size of this organization, though not a that big, just a student union, highlights these issues as essential in managing this change. With the evolving technological world taking place regularly, adopting this change becomes unavoidable. To explore new heights, this change is the way to go. References Baekdal, T., Hansen, K., Todbjerg, L, & Mikkelsen, H., (2006), Change management- handle change management projects more effectively, Change Management Handbook, English edition Bissett, R., (2001), Processes of change: Acceptance versus 12-step in polysubstance-abusing methadone clients (Doctoral dissertation, University of Nevada, Reno). Booth, A., Cammack, D., Harrigan, J., Kanyongolo, E., Mataure, M., & Ngwira, N., (2006), Drivers of Change and Development, Overseas Development Institute. Carnall, C., (2007), Managing change in organizations, Pearson Education. Cummings, T. G., & Worley, G., (2008), Organization development and change, Cengage Learning. Ford, D., Ford, W., & D'Amelio, A., (2008), Resistance to change: The rest of the story, Academy of Management Review, 33(2), 362-377. Jacobson, N. S., & Christensen, A. (1996), Integrative couple therapy: Promoting acceptance and change, WW Norton & Co. Jones, G. R. (2010), Organizational theory, design, and change, Upper Saddle River, NJ: Prentice Hall. Kavanagh, H., & Ashkanasy, N., (2006), The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17(S1), S81-S103. McCarthy, C., & Eastman, D. (2010), Change management strategies from effective EMR implementation, retrieved on 3rd October 2013 from http://himss.files.cms-plus.com/HIMSSorg/Content/files/CHANGEMANAGEMENT.pdf Michael, R. (2001). Net present value analysis: a primer for finance officers, Government financial review, Vol.17, Is.1, Pp. 27-32. Paton, A., & McCalman, J., (2008), Change management: A guide to effective implementation, Sage. Pfeifer, H. (2008). 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