Managing Changes in Organizations - Essay Example

Overview Changes in organizations are characterized by misunderstandings, opposition and in some cases, ‘pull him down’ syndrome. When such things happen, it is commonly said that an organizations is going to a major organizational crisis. Summing all that there entails in organizational crisis, Seeger et al. (2003) notes that “organizational crisis is presented as a natural stage in organizational evolution, creating not only stress and threats but also opportunities for growth and development. This is to say organizational crisis may not be wished by anybody but it has its own way of ensuring development of the organization and this way is by putting in place good management policies to control the crisis. There are several forms of organizational crisis but with the case of ABS Canada, the kind of organizational crisis being experienced could be said to be organizational conflict because it involves a lot of agitations among the rank and file of the organization. A critical study of the case at hand at ABS Canada would be related to the Mind Frame Consulting (2000) explanation of why organizational conflicts arise as they note that organizational conflicts often result because “divisions and departments often have different objectives. If their members cannot find common values and goals, they will not cooperate.” Lack of cooperation would also worsen any form of organizational conflict. Identifying the causes and giving out appropriate solutions may however become the best remedy at hand. To this effect, a lot is tasked on Mr. Roberge to look into the causes of the conflict and appropriately devise workable solutions that will be welcomed by all stakeholders in the organization. Causes of the difficulties of the project There are three major parties that could be linked to the cause of the present organizational conflict and for that matter organizational crisis at ABS Canada. These parties are the recruiters of the project manager, out of whom Mr. Roberge may be singled out, the project manager himself and finally, the departmental leaders who team members who should have worked with the project manager. Clearly before the coming of the project manager, there was perfect peace and harmony in the organization. By organizational standards, the organization accepted to run the affairs and future of the company in a more collaborative means that involved all departments and sectors of the organization. This was evident in the meeting that agreed on the long term strategic plan for the company. Indeed, to have started implementing the strategic plan, the same process that was used to get the stakeholders of the organization agreeing on what the future of the company should be should have been used to select or recruit the project manager. This is to say that there should have been a collection decision making procedure by all heads of departments to list out the specification they required from the incoming project manager to enable them work with him or her effectively. The fact that this was not done by Mr. Roberge but that Mr. Roberge consulted people outside the company to decide on the criteria for selecting the project manager is a major cause of the problem. Indeed if the departmental heads that are refusing to see eye in eye with the project manager had had a say in his selection, they would have considered the failure of the project manager as their own mistake and so would have done everything possible to ensure that he succeeded. The approach that was used by the project manager who came in is also a cause of the problem. As noted y the Mind Frame Consulting (2000), it is important that divisions and for that matter the project manager and departments often have a common objectives. In this case, the objective of the project manager was not even made clear to the departmental heads who do not agree with him. The objectives of the project manager was put so far away from them that they had reasons to feel that the current objective held by the project was not necessary for the organization and so it was complained that “I know that this project is very important for the company, but I am convinced that ABS will lose out in the end if we insist on delivering a product that doesn’t address our main problem, which is finding better ways of working." in such a situation, "if their members cannot find common values and goals, they will not cooperate” (Mind Frame Consulting, 2000). Finally, the refusal of the departmental heads to follow due process in solving the issue can be blamed as another major cause of the problem. As people who existed in the organization before the coming of the project manager, they should have appreciated the need and respect for due process. By this means, they should have had a way of summoning the project manager to his superiors so that they would have sat all people involved down to resolve the issue. As that it did not happen, their actions are blamed as a cause of the problem currently at hand. Possible solutions and their respective advantages and disadvantages As soon as possible there should rapid organizational management decisions to correct the situation before it gets out of hand. The first solution suggested is one that would be described as a bitter pill to swallow but it has a lot of answers to the thorny questions. This decision is to replace the project manager. The solution in this suggestion is that when the project manager is laid off, it would pave way for the company to go through an entirely new process of getting another project manager. This process would be tasked to be made more transparent, collaborative and open to all stakeholders of the company. Third parts would come in only as peer reviewed critics and not as consultants, based on whose ideas decisions are going to be made. In order to show fairness to the project manager however, it is suggested that he should be given the opportunity to reapply to be part of the new set of recruiters. With this solution, the disadvantage is that there may be a slow down of the general strategic place process because of the time that will be needed to conduct another recruitment and selection. This not withstanding, there will be a major advantage where Mr. Roberge can be assured that the next project manager will have the support of all people onboard. The second solution is to create an entirely new communication system that will ensure the establishment of project management team. This project management team should involve people from all departments of the organization regardless of whether the project to be implemented directly involves them or not. This means that the project manager to come will only be a team leader working collaboratively with the other team members. The advantage of this solution is that there will be renewed and strengthen commitment. Because of the stakeholders will find common value and goals in their mission, they will surely work to ensure that the project manager succeeds. This solution could also pose a risk of interference in the delivery of the project manager’s work. As a project manager because of the team around him, he or she will be less likely to have a free hand to easily operate in a manner that he wishes or deems most appropriate. Key elements that led to the success of the ABS project The success of André Gagné points to one thing and that is, when all stakeholders of an organization work in collaboration, success is certainly assured. André Gagné came in to establish a new network that coordinated the ideas and thoughts of all people and stakeholders in the organization. He also ensured that his plans were made very clear to the stakeholders, especially organizational heads. Because of this, the organizational heads felt easier working with him. This success not withstanding, André Gagné should do more to enlighten the departmental heads on the need for the installation of the new software he is currently working on. This is because some of them have a feeling already that the coming of the software will make them loss their jobs. If he is able to educate on the need for the software, they will begin thinking about the collective interest of ABS Canada rather than their personal welfare. REFERENCE LIST Mind Frame Consulting. The Top 10 Reasons Conflicts Occur in Organizations. 2000. Web. September 25, 2011 Seeger M, W, Sellnow, T. L and Ulmer, R. R, Communication and organizational crisis. 2003. Web. September 25, 2011 Read More