Strategies on Organizational Change - Case Study Example

Name: Professor: Title: Strategies on Organizational Change Institution: Course: Date of Submission: Table of Contents Introduction……………………………………………………………….3 Back Ground Information ………………………………………..………..3 Organization Culture…………………………………………………....…3 ESD Principles for sustainable development ……………….……….…….7 Implementing Organization Change……………………………..…..……..9 Organizational problems in implementing EMS …………………………11 Conclusion…………………………………………………….……….….13 Bibliography……………………………………………….……..………..14 Introduction Industrial revolution, acceleration of environmental changes triggered by human exploitation of natural resources in unprecedented scale has remain a frequently practice among many organization, both public and private sector (Fidler, 2001, pg.859). Extensive burning of remnant fuels and release of different chemical pollutants in to the environment among other human industrial activities are threatening to destroy the very ecosystem our organizations depend on. XWZ is a fire safety service provider in the Australia. The firm has more than thirty years operating in Australia. The fire service mission for all this period has been directed on helping the public from a reactionary stand point. Currently the leadership team has initiated development changes in adopting cultural and economical practices in essences to improve approach to ecological protection. Back Ground Information Organization Culture The newly adopted policies relies less on command and control dictatorship measures, but rather The firms’ rescue service started has rapidly grown to be proactive with the public other than that of reactionary (Palmer, 2008, pg.129). The service department has strategies of becoming even more involved with fire prevention efforts. Lately line officer job specifications has been rewritten to require fire protection and satisfaction measures, since this time life safety instructors have been hired as the departmental leadership panel feels the right time is eminent to get the operational division more involved in activities of fire prevention efforts. This has grown to be a driving force behind continued improved performance, is the commitment of line managers in implementing the firm targets and agreed goals. All the organizational objectives have been revised and aligned in accordance to the ecological sustainable measures as demanded in the ISO 14000. The firm has planned to involved cultural change practices that are compliant with environmental legislation and material, this commitment continues to target improved participation in the firm’s activity in enhancing ecological sustainability on a long term. The management system has developed this project essentially to measure the level of commitment from the operation division towards their environment with fire prevention activities and in providing necessary information which would allow the leadership team plan successfully while leading in the institutionalizing organizational change among the department’s suppression forces (Sturgess, 2001, pg. 287). The organization top leadership has remained proactive, as more focus is directed towards forward thinking and action instead of reacting to command and control policies. They have embraced a system approach emphasizing improved measures on the environmental protection. This is achieving through use of single environmental management system across all its functions of the organization. Organization creators have a major influence on the cultural establishment. In order to accomplish organizational change leaders have to consider more rather than minor to the core structure, the overall system must first face disequilibrium great enough to force adoption process which carries one beyond reinforcing current assumptions. This motivates organizational change (Green, 2007, pg. 297). He also reveals that motivation process remains essential. After the reestablishing new organizational practice, the change process can be established to different avenues. These kinds of avenues reflect a trial and error learning process which is based on a broader examination on the environment. Often this is adopted as a result of imitating role models .On the other side refreezing is viewed as the final element in the change process. This refers to needfulness in reinforcing any new behavior and insight to produce confirming data (Barbara, 2010, pg. 46). All these changes may take place through organization imitative action in designing instrument of disconfirmation which is the creation of guilt and anxiety or psychological safety. The organization system may only be un-freeze if appropriate balance is in place thus creating a desire for organizational change. This change occurs due to cognitive redefinition of key concepts and it is adopted to formulate the basis to which redefinition of key cognitive concepts and behavioral change are frozen in organizational personalities and group norms and routines are influenced. A new paradigm of organizational theory is entitled to organizational culture, it is evident this form of perspective can be viewed in the organization set up. Naturally organization culture is usually unseen and unobservable force which normally behind activities that can be either seen or observed (Clarke, 2000, pg. 386). The culture contains many things, occasionally one can not institute change without knowledge of the organization’s values, beliefs and individual behaviors. The organization leadership has to understand that changing the superficial influences has to be effected down to the organization culture. In order to achieve desired results, the desired attributes have to be incorporated in to the value system of the culture. Arguments made by Cook (1990, pg. 92-93). Cook further asserts that leaders vision and declaration remains vital to organization successful change. It is therefore up to the XWZ leaders play an incisive role in persuading the defying employee force to embrace change. More often this has to be an extensive educational and communicative campaign from the very start until change is successfully achieved. For unimpressive and successful organizational change, leaders have to create a clear messaging system to the junior employees as this will help boost understanding the need for change (Clarke, 2000, pg. 375-384). A comprehensive and inclusive message has to be delivered to employees. This message, first has to effectively communicate where the organization is and why it can not stay their. While the second describes clearly what the organization need to become in a foreseeable future, the plans involved has to focus on all sustainable development for organization change in form of proactive involvement in safeguarding their ecological settings. The organization vision refers to an image of the future. A good and successful organization’s change process has the following features. a) Clarifies the general direction of the desired change b) Motivated employees to take action through adopting the right direction measures c) The vision serves to coordinate people’s actions. Clarifying direction of change remains important since, more often than not employee disagree on direction of changes creating confusion on to whether significant change is necessary. ISO 14000 establishes appropriate measure that govern organization activities, more often this requires streamlined organizational goals towards embracing sustainable development across the globe. ESD Principles for sustainable development a) Define the level of control needed in the ecosystem For the firm to be a sustainable entity, it needs to develop an enduring, countrywide NRM delivery to maintain a healthy ecosystem. These are part of the infrastructure that can respond to NRM challenges over time, and they are normally based on skills and social capital acquired within the ecosystem. The management arrangement needs framework processes from local to state, private to public that are connected and are stable in intermediate term, but are also able change and adapt in the long term. b) Subsidiary For best commitment of employee’s skills and effort, needs to be devolved to the junior capable level in the organization. Since, there is public benefit in looking after every piece of land among other resources well, sustainable management calls for a designed needs to recognize that governments have legitimate interest in influencing local decisions (Clarke, (2000, pg. 114). Their influence is better exerted through provision of direction standards, guidelines incentives and suctions in direct decision making at lower level. c) Integrated objective setting A clear share direction is critical for organizational change and good governance at any given point. The new goals have to be well linked across scales and take account of the interconnections in ecosystem development and trade-offs among other immediate players. This is critical in designing organization inclusive goals that pulls the result in a better target action (Clarke, 2000, pg.78). d) Holism This is a strategy addressing the entire system, where organizational activities that influence natural resources negatively need to be reversed. Within the organization, planning team and the planning decisions have to be included in the natural resource management plans. For instance, among investors more inclusion of the community and private sector in governance enhances the mechanism that boosts environmental sustainability (Parissi, 2011, pg. 315). e) Accountability Adopting NRM investment and choice of mechanisms needs to be transparent and better quantified to draw good reliable data and ecosystem understanding. The system has to design possible regular strategies of assessing performance and achievement. Parissi, 201, pg. 122 argues that governance system should be occasionally reviewed in a collaborative manner. The review has to analyze effect of the decisions and investment while applying an adaptive management approach. Implementing Organization Change Organization culture is perceived to be a primary responsibility in strategic leadership. The leaders have a role in creating and maintaining organizational characteristics that rewards and collectively work in a unified effort. Organizational culture plays a critical role in modeling and influencing activities of the firm to help it cope with environment competition and ecological sustainable measures (Parissi, 2011, pg. 224). It remains evident that most of the problems facing organizational leadership can be traced to their inability to analyze and evaluate organization cultures as many leaders, when trying to implement new strategies. Culture on the other side emerges as an individual transform distinguishing themselves into social groups, this is normally an explicit social product a rising from social interaction that is adopted either as an intentional or unintentional consequence of individual behavior. Organization culture can be observed in distinct observable forms. Behavioral Artifacts and Leadership Vision on Strategic Change According to sediments revealed Clarke, (2000, pg. 117) article, behavior and artifacts is observed to be the observable level of culture, and consist of behavior patterns and out ward manifestation of culture practices, as permutes provided to the executives involving level of technology utilized, the physical layout of work space. Values mark the next level of culture that may be adopted in any given organization. Organizational value inspire and determines organization’s behavior, however it can not be easily observed as behaviors vary according to individual leadership. To fully understand organizational culture, leaders have to equally have to get to the deepest level. Borrowing Schein’s sediments, assumptions and beliefs grow out of values, until they graduate to be granted and drop out of awareness. For the organizational leadership to fully comprehend all the three level, as they are the principle source for generation and reinfusion of the organization’s ideology, articulation of core values and specification of norms. Organizational values define preferences for certain behaviors establishing desired parameters for formal lines that involve communication and the massage content interaction rules for the firm as they are transmitted across the organization. Developing effective leadership, people responsible in creating the organization vision has to their after embrace the vision while advocating for support from others and as they too have embraced it as if it’s their own creation. It is until then that people will fully accept their role and responsibility directed towards achieving it. The only way to translate vision and alignment into people’s daily behavioral practices, this can be achieved effectively by grounding these lofty concepts in the company’s daily environment (Bruegman, 1998, pg.25) more, fire service managers currently have been access to adjust to new expectations. This pressure is built both from the external and internal influences. Where departments tend to get into trouble when dealing with a profession in transition is done but not by apprising all members of the profession of why changes are occurring. Often top leadership can not clearly communicate the pressure on them as decision makers, an act that makes it difficult for middle managers to effectively manage the organization daily operations. According to arguments presented by (Bridgers, 1983, pg. 44), some managers may exert eagerness and high level of energy in dealing with cultural change other may resist and exhibit fear. Understanding the desired is the only way no matter how prepared the line managers might be, it is important to handle the pain associated with cultural change. Team leaders promoted from within the organization many a times trust the feeling of the employee rather than concentrating on how they can assist them with certainty of change. The success of fire department and that of professional individuals within this organization is influenced by their capacity to recognize and deal with culture change. The passion of the respondents within department play an important role in designing creativity to changes as per the role of fire service and response to strategic sustainable environment measures. Policy for change, introduced within the organization may possibility clash with the organization culture. Evidently when this kind of situation takes place the culture will obviously win. Parissi, 2011, pg. 201, pg, 242) argues that if management does not embrace leadership traits that value sustainable changes, the overall change hard work will struggle and more often will fails to support the indented change. However, it organizational change has to be effective, top management must follow some basic requirements and remain devoted to and involved in the process, the leadership has to design a proper mechanism to measure the change on a daily basis and from a bigger perspective. Strenuous objectives influence the organization operations must be created, again involve all aspects of training were necessary to how and why the change is important. Organizational problems in implementing EMS It remains evident from the research among other evaluation tools used that, establishing procedure in identifying aspects while integrating the EMS into the organizational management system elements. In so doing adopting appropriate controls and procedures that identify problems while taking the necessary action to eliminate them. Additional concentration to these areas during EMS formulation and gap breakdown can boost the registration process. The biggest challenge facing organization success on implementing the EMS issues majorly lies in the way a firm thinks of environment. This has to be a business issue, what associated benefits the environment creates for the firm and its customers. Basically, this is perceived to be a change from reactive command and control thinking to a protective measure invested in sources of business prosperity (Stacey, 2008, pg. 145). During the change period the firm witnessed increased conflicts between environmental management and departmental operations. In handling these conflicts, the organization management considered all sides granting both sides with win-win solutions. In a typical working environment people can sense when a spin is given to a situation, and it calls for honesty and comprehensive communication of the problems and solutions. The top leadership’s commitment to ISO 14000 has to adopt a visible concern over environmental issues and high standards for which employees are held accountable (Gardner, 2002, pg. 278). More importantly this commitment is in form of sufficient economic support to wards organizational and technological resources. Line officers on the other side, remains critical in fire suppression and prevention divisions tended to express a greater degree of concern over maintain the department’s suppression forces. The result of the survey on the contrary, reflects a parallel identity compared to literature review. The project survey indicates 60% of the line officers differ in some capacity with the division to conduct engine company inspections. Furthermore, a higher result percentage of 73.3%, disagreed to some capacity that engine company inspections has to remain one of their primary functions (Goldsmith, 1996, pg.1488). Drawing on to interconnected impacts discussed earlier, the only motivation for organizations to operate in a sustainable manner is through organization leadership establishing ethical responsibilities in contributing towards creation of a sustainable society and not to harm others. This could also be measured through tracking organizations negative impact on the environmental and social sustainability. True measures aimed at making environmental and social sustainability a moral necessity, business leaders increasingly need to recognize that it is in the organization‘s own economic self- interest to operate in an environmentally and socially sustainable manner. Conclusion Organization commitment to sustainable development can realize the environmental protection. This is essential in developing environmental limits to create a strong but health public. It remains evident that a global community is achieving either ecological or social sustainability. Over the years ecosystems have faced an increased pressured driven from a common collective yearning in consumption of either goods or services (Parissi, 2011, pg. 201-208). The most pressing among all factors is the increased emission of greenhouse gases to the atmosphere, as it remains a major problem facing humanity. If we are to obtain a comprehensive information in concern to sustainability of the organizations in our economy proves to be crucial. On this, organization culture plays a critical role in developing a driving force for decision makers which is essential for sustainable environmental development. Bibliography Fidler, D. P. (2001). The globolization of public health: The first 100 years of World Health Organization. The Journal of Public Health , Vol. 79 (9) pp. 842-849. Goldsmith, A. A. (1996). Strategic thinking in International Development: Using tools to see the Big Picture. World Development , Vol. 24 pp. 1431-1439. Green, M. (2007). Change management masterclass: a step by step guide to successful change management. London: Kogan Page Publishers. Heather Gardner, S. B. (2002). Health policy in Australia. London: Oxford University Press. Parissi, C. (2011). Sustainability, Governance and Participation. Saarbrücken: VDM Verlag Dr. Mueller e.K. Stacey, R. D. (2008). Complexity and the experience of values, conflict and compromise in organizations. London: Routledge Publishers. Sturgess, G. L. (2001). Beating the Bureaucy: Humanizing modern government in the Enabling State. People before Bureacracy , pp. 334-400. Thomas Clarke, S. C. (2000). Changing Paradigms: The Transformation of Management Knowledge for the 21st Century. London: Profile Books. Barbara, S. (2010). Organizational Change. London: Prentice Hall PTR. Cook, J. L. (1990). Changing Your Department’s Organizational Culture. Fire Engineering , p. 86, 92. Palmer, R. D. (2008). Managing organizational change: a multiple perspectives approach. New York: McGraw-Hill Irwin. Read More