Midal Cable - Organisational Development and Change - Case Study Example

Organisational Development and Change Name: Tutor: Subject: Date: Midal cable limited History Midal cable was started in 1977 as an achievement born by Bahrain, Intersteel, and All-cables Australia. It’s primary aim was to develop the degree of industrial sufficient in the Middle East by leading the way in manufacturing of high voltage overhead electrical conductors, and Aluminium alloy rods. The company was officially opened by Prime Minister Shaikh Khalifa in 1977.Midal aimed at developing a strong relationships with other firms. Later on, it partnered with Saudi cables of Jeddah a company that was established in 1984 and further strengthened their commitment in later years (Firth, 2015). Midal was the first company in the Middle East to start an Aluminium alloy rod line in 1987. They were later awarded the certification (international standard award) for the dedication of manufacturing rods, wires and conductors in the Gulf (Maher, 2007). It was the first of its kind to produce the materials outside North America and Europe, which are the leading continents in most of the manufacturing industries. It is through its achievements and continual dedication to quality that Midal is now one of the Bahrain’s leading private-owned companies.Therefore, it promotes national skilled and eligible personnel within the company. Lastly, Midal Cabel Limited has declared its moral responsibility towards the environment by implementing the environmental management system. Since 1977 when the company was established, the company image and past success will continue to prevail forward into the future and to the Globe at large (HUANG, ZHU, DING, and CHEN, 2009). Mission of the company “To position our manufacturing presence near our global customers and provide superior quality products at competitive prices by continuously investing in our human resource and innovative technology.” (Firth, 2015). I have been working in Midal Cable Limited in the last ten years as the production supervisor. The primary role of a supervisor is to ensure the production work is carried out in such a way that no employee’s security, safety or health is jeopardised. I also ensure that the products being produced are up to the set quality. My other roles includes: To provide guidelines on the job training required by workmen. To resolve any dispute or other problems on the workplace. To act as a channel of communication between higher management and the workmen. This may involve explaining management policies and other directives to the work members. To recommend disciplinary action for employees breaking disciple. To instruct employees I supervise on work to be carried out by them and the methods to be adopted. In the recent years, I have noticed that Midal Cable Limited have not been concentrating on the development of employee’s careers. This has resulted to low perfomance of the employees especially in the production area. Organisation structure Figure 1: showing organization structure of Mildal cable Limited Identification (diagnosis) of the problem to be addressed along with the symptoms The problem of not spending enough time on career development is common among most organizations. Most organizations do not have a fixed program to develop the existing careers in the organization. The management finds it hard to invest in developing career because it requires a lot of time and resources. However, there are adverse effects that are being experienced as a result. These effects include; the use of outdated technologies, constant outputs, high employee turnover, and high rate of absenteeism (Benn, Dunphy, and Griffiths, 2014). In the recent years, the organization’s main challenge is the adoption of new technology. Most of the employees find it hard to adopt and use new technologies. This is because they do not have adequate training to handle the new technologies that need to be put in place. Due to competition, the organization has to produce high-quality services that are customized to cater for the customer’s needs. To achieve that, they have opted to use new machines that are using new technology. This calls for new training of the employees or employing a new group of people. The two options are expensive, and the management does not to incur that cost. In the last three years, the market share for the company has been constant. The total production has been constant for the last three years. This can be due to the employees lacking new skills and technique to attract more customers for the products they are producing. The employee’s turnover has been on the rise recently. In a research done by Carraher, (2011) they stated that the cost of training a new employee is usually more than a half of his or her salary. The new employee who joins the organization may not be as productive as the employee who left. This makes it hard for the organization to make more profits. The rate of absenteeism in the organization has also been rising in the last few years. The workers find the working place boring and monotonous since they have to do the same things every day making the workers be demotivated. Career development can serve as an external motivator. Employees who are committed to developing their career will always be attached to their working place since they want to have more experience in their field of work. Therefore, this calls for the change in the organization (Hirschfeld, Holzer, Calabrese, Weissman, Reed, Davies, and Hazard, 2014). Approach to change task as an agent / organizational consultant; First the agent needs to collect data that gives tangible grounds to make some changes. The agent needs to gather data from both primary and secondary sources. Methods of collecting primary data include observation, use of questionnaires and sampling. Information obtained from observation is a very reliable. It is because one gets firsthand information from the target study group (Brown, Verburg, Pontius, and Lange, 2013).. The agent can first observe the working habits of the employees. He or she can take notes on their behavior at work, their motivation and rate of absenteeism. The agent can easily identify these issues and take notes of them. A questionnaire can also be administered to the employees. It should enquire if the employees feel satisfied with their current position and also if they would require to improve their career. This part can contain a Likert scale that rates their level of satisfaction (Wilson, 2014). Lastly, the agent can sample a few employees, put them in a place where he or she will be observing them and also recording their general output. This sample group can represent the other employees in the organization. Having a sample group makes it easier to know if the employees need to develop their career and what would be required for them if their career was to be improved. Data from secondary sources can also be used. The organization stores data about the general output of the organization. On the other hand, the human resource department has information about every employee. This information could be very useful and can be used to determine if the organization needs to improve the career of its employees. After collecting the information, the agent should present a report to the head of the organization suggesting a change in its operations and the employees (Le, Zhu, Chen, He, Huang, Liu, and Zhang, 2012). The planned change process/ways of the interventions; There are five ways that can be used in the change process. They include the use of a pilot group, developing a program to be used, the introduction of a reward system, and use of workshops. The whole organization cannot be changed all at the same time. It is because most of the employees will oppose the change since they are not certain of the results that will be obtained after the change. The best way to implement change is through the use of a pilot group. The agent needs to select a few employees to be a pilot group that may mostly be comprised of the leaders and the influential people in the organization. The group will first operate under observation, and their output will be recorded. Later, the pilot group will be subjected to some changes. Depending on the career of each individual, they will be subjected to career development program. After being introduced to the change, their output will also be recorded. The employees who are in the pilot group should be promised some rewards if they apply what they have learned to improve their productivity. They should also have a chance to give their feedback in case they feel a change is needed. This will help in making the change to the system to better it. The pilot group will be used as an example to the rest of the employees. The success of the pilot group will determine how successful the system will be (Hirschfeld, Holzer, Calabrese, Weissman, Reed, Davies, and Hazard, 2014). . A program can also be used to implement the change. The program should contain time set for each employee to undertake the career change. Each department can also be scheduled to undertake a career development program where after it has fully undertaken the project, the next department follows. The reward system can also be established where the people who keep developing their career get rewarded. Such reward system includes promotion and recognition. People who keep developing their careers may be promoted to the next rank. This will make them work hard to achieve that reward that might be accompanied by raise in their pay grades (Khan, 2014). Creation of readiness The employees need to be notified of the change long before it even starts to be implemented. They need to be psychologically prepared for them to accept the change that need to be implemented (Cummings, and Worley, 2014). The employees can be notified through meeting briefings, through their head of the department, through memos and their personal emails. To avoid any chance of anyone not to be notified, a few methods can be combined to reach out to different employees. Each week there is a brief meeting that is carried out at the departmental level. This is where they discuss the organizational progress. In those meetings, the employees can be informed of the change that has been planned and its date of initiation. A common memo and an e-mail to reach out to all the individuals in the organization can be written. The head of the department can also be assigned the responsibility of informing everyone in his or her department. The agent should make sure that he or she explains how the change will benefit the employees and the whole organization. This will help to reduce the rate of resistance of the employees The employees can also be given the example of the pilot group that underwent the career development program. Their success will be used to encourage the employees to work hard since the change has positive results (Benn, Dunphy, and Griffiths, 2014). A brief discussion of how the change effort will be evaluated and enhance to learn from unanticipated outcomes. The agent should also be able to determine if the change process is effective and also be able to learn from unanticipated outcomes. First the agent should take note of the changes that are happening. The agent should also have records of the organizational output before the implementation of the change process. The daily output should be recorded so that the agents can take note any negative or positive changes that may arise. The changes may be made as the change program is being implemented. Feedback can also be collected from individual employees who are undergoing the career development program. The feedback can be used to customize the program so as to fit individual employees. It can also be used to rectify the whole program so as to fit the whole organization (Wilson, 2014). Conclusion The change in Milda Cabling Limited will help develop the employees and the organization. It should be implemented in a slowly into the organization. However, the change can have positive or negative reaction. Therefore, it is important to fully involve the employees when planning for the change. This will make them feel that they are part of it and won’t have much resistance. Reference Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge. Brown, D. G., Verburg, P. H., Pontius, R. G., & Lange, M. D. (2013). Opportunities to improve impact, integration, and evaluation of land change models. Current Opinion in Environmental Sustainability, 5(5), 452-457. Carraher, S. M. (2011). Turnover prediction using attitudes towards benefits, pay, and pay satisfaction among employees and entrepreneurs in Estonia, Latvia, and Lithuania. Baltic Journal of Management, 6(1), 25-52. Cummings, T., & Worley, C. (2014). Organization development and change. Cengage learning. Firth, N. (2015). GCC:'An Aluminium Power House'. Aluminium International Today, 27(1), 14. Hirschfeld, R. M., Holzer, C., Calabrese, J. R., Weissman, M., Reed, M., Davies, M., ... & Hazard, E. (2014). Validity of the mood disorder questionnaire: a general population study. HUANG, D. M., ZHU, L. D., DING, Q. S., & CHEN, W. (2009). IDENTIFICATION OF THE MAIN CONTRIBUTION MODES OF WIND LOAD OF SUPER-TALL BUILDINGS BASED ON POUBLE MIDAL TRANSFORMATION [J]. Engineering Mechanics, 9, 021. Khan, H. G. A. (2014). IMPACT OF REWARD SYSTEM ON JOB SATISFACTION THROUGH ORGANIZATIONAL COMMITMENT: A STUDY OF PRIVATE BANKS BASED IN ISLAMABAD PAKISTAN. Economic and Social Development: Book of Proceedings, 499. Le, H. B., Zhu, W. Y., Chen, D. D., He, J. Y., Huang, Y. Y., Liu, X. G., & Zhang, Y. K. (2012). Evaluation of dynamic change of serum miR-21 and miR-24 in pre-and post-operative lung carcinoma patients. Medical Oncology, 29(5), 3190-3197. Liu, D., Mitchell, T. R., Lee, T. W., Holtom, B. C., & Hinkin, T. R. (2012). When employees are out of step with coworkers: How job satisfaction trajectory and dispersion influence individual-and unit-level voluntary turnover. Academy of Management Journal, 55(6), 1360-1380. Maher, L. (2007). Planning to meet demand-CRU World Aluminium conference. Aluminium International Today, 19(4), 38. Wilson, J. P. (2014). International human resource development: Learning, education and training for individuals and organisations. Development and Learning in Organizations, 28(2). Read More