Organizational Change: present culture of CF&F's Tech - Essay Example

Organizational Change "Leaders of character build organizations of character". Donnithorne The purpose of this paper is to investigate the present culture of CF&F's Tech. Department and offer solutions to improve the past and current problems that the division has been confronted with. The goal of the change in the management methods of the department is to implement a human resources method in the Tech. Department that will better organize the division and alleviate the problems it has been confronted with.

It is important to take into consideration that the changes will be implemented in the face of animosity from the employees of the department so it is important to choose a method of organizational change that will meet both the needs of the department and the employees that make up the department. The models Important factors that need to be included when selecting HR methods to in corporate are: Organizational Analysis and HR Strategic Planning Te HR method needs to set forth the criteria so that The new and existing employees can work with the Organization to analyze CF&F's human resources challenges, strengths and opportunities.

This systematic assessment, combined with up-to-date marketplace, financial, customer and process data, will be used to develop a human resource plan that supports CF&F's business goals. Job Design and Competency Modeling The new HR Director(s) for the tech department should aspire to help CF&F'S develop competency models that profile the skills, abilities, attitudes, and behaviors of the Tech. Departments employees and provide models that communicate organizational expectation.

Recruitment and Selection Recruitment is an important factor for the Tech. Department to concentrate on. Recruitment, screening and selection challenges must be addressed as well as programs that are economical, effective and legally responsive. The new H Director(s) for CF&F's Tech. Department should implement HR methods that utilize their Resources and expertise to help CF&F'S find the candidates with the aptitude and attitude to get the job done- from front-line employees to executive management.

Implementing change is difficult and for the drastic changes that are needed for CF&F it is recommended that intervention HR models be used. Change involves moving from the known to the unknown (Cummins/Worley, 1993). Schumacher has pointed out that For the reason that the future is uncertain and may adversely affect people's competencies, (1993) worth, and coping abilities, organizational members generally do not support change,Unless compelling reasons convince them to do so. Similarly, organizations have a propensity to be seriously invested in the status quo, and they refuse to go along with changing it in the face of doubtful future benefits.

As a result, a key issue in planning for action is how to motivate commitment to organizational change, such as Business Reengineering. (Schumacher, 1993) This requiresManagement attention to two related tasks: creating readiness for change and overcoming resistance to change. Change Management focuses on these two tasks by proposing, designing and subsequently executing effective interventions at individual,Group, organizational and environmental levels. (Donnithorne, 2003) It should not be overlooked, though, that the environment often is more powerful than the organization itself, while the psyche, the most personal category, is too deep-seated to external change initiatives.

All other categories between these macro and micro aspects are directly controllable by managers and consultants (Kilman, 1988).ReferencesSchumacher , Wolf D. 1997 Managing Barriers to Business Reengineering Success. As viewed on the world wide web at URL http://www.bpmg.org/downloads/BPR_Primer/4_ChangeManagementInterventionModels.pdf#search='change%20management%20models'Donnithorne, J.R. 2003. Human Resources and Change Management. ANON Management.