Problem Statement for BTS and It Resembles Deep Structure by Gersick - Assignment Example

Leading Organizational Change Student’s Name: Instructor’s Name: Course Code: Date of Submission: Introduction Leading organization change is an important aspect since it helps to implement the change that can improve the performance of an organization. However, when implementing any form of change in an organization requires intensive research and consultation so that the stakeholders can understand the need of implementing the change and this will improve their performance (Daily and Browning, 2014). In this research therefore, the case study will be analyzed to determine how the change was being implemented and the factors that lead to effective and ineffective change implementation. Assumptions from the case study The problems that were experienced in implementing the change in the organization were caused by the assumptions that were made. The first assumption that was made by the new management team is that they assumed that being the successors of the business they can make any decisions of the organization. This affected the quality of decisions made (Olson & Eoyang 2001). The other assumption is that change can be implemented anyhow without following the change management process. The other change is that they assumed that the management information systems applied were understood by all employees. On the other hand, the other assumption that was made is that applying technology can help to improve the quality of the products and reduce the cost of operations. They also assumed that BTS had good reputation and in this way they can beat competitors always (Cameron & Green 2012). Finally, they assumed that even if they don’t consult the stakeholders they can embrace the change in the organization. This led to serious problems because the stakeholders were not consulted and in the process they ended up opposing the change causing the conflicts leading to downgrade of the value of the company and its products and the change was not implemented successfully. The happening between growth and change in BTS In the case study, growth and change have experienced problems with the new management. When an organization grows or plans for growth opportunities, it is important to consider some important issues that help to implement the change effectively. In the first place, the successors want to increase the growth of the business by manufacturing low cost products for export. This is because the organization has good reputation in the domestic market and it is high time that they should expand the business operations to the international market. However, growth should be planned carefully so that the resources of the organization cannot be misused. In this case, the new management team had good plans to expand the business operations by manufacturing cotton products to export (Armenakis et al 1993). However, this growth was associated with some change. It is therefore important that the management should have considered the change management strategies to apply to ensure that the stakeholders support the initiative. Despite the growth plans developed by the new management team, the board of directors was not involved in the decision making hence they did not understand the value of expanding the business and this led to conflicts between the management team and the board of directors. In addition, the Tommy and Khadija were implementing many changes at the same time. Change should be implemented systematically engaging all the stakeholders (Daily and Browning, 2014). For instance, the new management wanted to eliminate the traditional approach to manufacturing to technological manufacturing with the aim of increasing the output to expand the products to the international market. This raised issues with the board of directors as they commented that the new management team was trying to be too smart in a short period of time. According to Larry Greiner, change management process starts slowly and it should include all the stakeholders. Therefore, the growth of the business was associated with change management which was not planned effectively (Larry 1993). On the contrary, Malhotra and Hinings argue that change management is a tedious process that takes time. The process of implementing change starts with the engaging the stakeholders to discuss the need of implementing the change. The change should be implemented progressively to ensure that the stakeholders support the visions for the change (Malhotra & Hinings 2015). In addition, the growth of the business should be associated with change that can improve the ability of the stakeholders to contribute towards implementing the change. Concerning continuity, the successors should understand the culture of the organization so that they can run the business effectively. However, in this case, the successors came in with the new culture and this affected the ability to implement the new systems of production and growth because the stakeholders did not understand the need of implementing the new culture. This led to the cultural shock and the employees did not support the change management process and this led to downgrade of the organization and its value. In this regard, the growth of the business and succession should have been improved to achieve better results (Armenakis et al 1993). This implies that before the new succession team implements any change, they should be familiar with the organizational culture and the needs and expectations of the stakeholders so that they can be part of the decisions made that can improve their wellbeing and in the process they can support the idea of developing the organizational growth and change. Problem statement for BTS and it resembles deep structure by Gersick The main problem that affected the implementation of the change in the organization is the systems that were put in place. The success of implementing any change in an organization depends on the ability to incorporate the change techniques into the organizational structure. According to Gerisck, the deep structure defines the revolutionary and evolutionary change that can take place in an organisation. She argues that it is important for the stakeholders to understand the need of implementing them (Gersick 1991). She defines change as the process of configuring the resources and putting them into the organizational process to help in adapting the business environment so that the resources can be utilized effectively as well as adapting the business with the business environment (Olson & Eoyang 2001). It is important for the management of an organisation to ensure that the systems which are put in place help to implement the change in the organisation. According to evolutionary change to take place in an organisation, the management should be able to break down all the deep systems in the organisation so that the stakeholders can adopt the new structure. The success of any change in an organisation depends on the change management drivers like the deep structures. From this context, it can be determined that the main problem was lack of considering the deep systems. This is because the new management was not able to break the deep systems and the stakeholders especially the employees were deeply rooted in the deep structures (Olson & Eoyang 2001). Therefore, it was not easy for them to accept the change especially the adoption of new manufacturing technology. From this case study, there are some consistencies that can be depicted which are also confirmed by the descriptions of the deep structure by Gersick. The first one is that the successors of BTS did not consider the systems that were in place before implementing the change. This was important because the deep structures of the organisation like the use of technology could have been understood and how the employees respond to them. This affected the support of the employees to implement the change. In addition, the successors of the business were not able to break the deep structures of the organisation before introducing the new systems (Malhotra et al 2006). This made it hard for the employees especially the board of directors to understand the aim that the successors want to achieve because they were moving at high speed. The systems that they implemented were not able to adapt the business environment and the stakeholders could not support the implementation of change. Why narrative story telling was useful to the company Narrative story telling is important in any communication. In this case study, it is important that the new management of BTS should have embraced narrative storytelling to communicate their ideas. This is important because it helps to manage the resistance that can be experienced when implementing change. This is because through narrative storytelling, the stakeholders can understand the need for implementing change by indicating where the organisation has come from and what it wants to achieve. This improves collaboration between the management and the stakeholders to understand why they should embrace change (Daily and Browning, 2014). On the other hand, narrative story telling is also helpful in the organisation as it helps to ensure collaborative approach to change management. This is because through narrative story telling the management and the employees can discuss the best ways to implement the change. There could be no narrative storytelling if there are no employees and the management. In this way, narrative story telling is important as it helps to improve the collaboration between the employees and the top management leading to improved change management process (Daily and Browning, 2014)s. The end result is that the narrative story telling helps to improve the stability of the change implementation since the strategies of implementing the change will be supported at long run. Finally, narrative story telling is important to BTS because it helps to integrate the business processes into the change management process. This is possible because through narrative storytelling, the management will develop of commonness and sameness and in the process the stakeholders will be committed to implement the change at the long run (Stephanie & Larry 2014). In this way, the narrative storytelling could have helped to solve the issues affecting the change implementation process in the organisation. Collaborative modes of intervening The first mode of intervening is the advising the stakeholders. The agents of BTS might use the advising mode of intervention to explain to the customers of the organisation regarding the strategies they can employ to solve the issues that might affect them (Kotter & Schlesinger 2008). This type of intervention is most effective because when the customers have issues they can be able to solve them since they get advice from the agents of the organisation through the agents. The other mode of intervention that can be applied is supporting mode. This is the mode that involves listening to the customers and their issues before making an effective judgment (Hayes 2002). The agents can listen carefully to the customers and employ creative thinking before making appropriate judgment. This is can be applied because it helps to retain the clients since the focus is on the client and not the problem itself (Kotter & Schlesinger 2008). This helps to improve the working relationship between the agents and the customers and the problem can be solved later. The other mode of intervention is the theorizing. This is the intervention mode that helps the agents to define and provide possible theories regarding the issues that affect them. In this process, they can plan together and take a joint action that can help to solve the problem. It is therefore applied when there is no specific answer to the issue facing the customers (Kotter & Schlesinger 2008). There is also challenging mode of intervention that helps to confront the problem to identify the beliefs and thinking that affect the thinking of the customers. Finally, there information gathering mode of intervention that involves helping the clients to collect data that is important in solving their issues. In this regard, the most effective intervention modes that can be applied are advising and information gathering modes (Orlikowski 2004). These two modes of intervention were selected because they help providing advice to the clients and also helping them to collect data that is important in solving the issue that affects them. The main clients of the organisation include the customers and the middlemen like the distributors such as wholesalers. Typology of organizational change and the best for BTS There are various typologies which can be applied by BTS to implement the change. The first one is the directive typology of change. This is the type of change that is implemented and controlled from the top to the bottom management. This is the type of change that is implemented by the organisation depending on the rule of the thumb (Orlikowski 2004). The change is implemented according to the organizational change and policies. In addition, there is also evolution change model whereby the change that happens in the organization is influenced by the stages at which the organisation is at. For instance, if the organisation is at the growing stage, appropriate change should be implemented to ensure that the organization grows effectively. Therefore, the change that happens in the organisation is influenced by the life stage of the organization (Hayes 2014). There is also master plan change that can take place in the organisation. This is the change that happens in the organisation when there is overall change in the structure and systems of the organization. The change is implemented from top to small group management (Stacey 2010). For instance, there is the introduction of management information systems that can be applied BTS to manage the change since it involves changing the complete systems of the organisation (Hayes 2014). Finally, there is emergent change. This is the change that happens in the organisation when there is evolution in the industry in which BTS operates and forces the company to ensure that the change has been implemented successfully. In this regard, the most effective typology that can be applied is the master plan approach to change (Stacey 2010). This is because the whole organisation has to be influenced in the policies and therefore there is need to engage al the stakeholders and the change to be implemented from the top to bottom. Conclusion Leading organizational change is complex and should be managed effectively. In this case study, there assumptions that were made by the new management that led to the problems in the change management process. Change and growth should go hand in hand so that the stakeholders can support the implementation of the change. Narrative story telling helps to reduce resistance and also helps to integrate the changes factors with the organizational resources. The intervention strategies that can be applied by BTS include advising, supporting, theorizing, challenging and information gathering to help in solving the business issues. In this concept, change management should be planned effectively to avoid resistance from the stakeholders. References Armenakis, A. Harris, S.G. Mossholder, K 1993, Creating Readiness for Organizational Change, Human Relations, Vol. 46, No. 6, pp. 681–703. Cameron, E & Green, M 2012. 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