Organisational change scenario analysis

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Task 1: 6

Introduction: 6

Section 1: Organisational change scenario analysis. 6

Decision: 6

Organisational Issue due to Transition: 6

Barriers for accepting senior management change: 7

Perception Barrier and Resistance: 7

Emotional Barriers: 7

Cultural Barriers: 7

Environmental Barriers: 8

Cognitive Barriers: 8

Solutions and People management Skills: 8

Planning / Taking on Board: 9

Developing consensus: 9

Communication / Developing Trust: 9

Mitigating Resistance: 10

HRM approaches to be revised or introducing new techniques: 10

Change Leader: 10

Change Educator: 10

Change Advisor: 11

Change Participant: 11

Section 2: Analysis of Organisation Solution. 12

Introduction: 12

Theoretical Analysis: 12

Critical Analysis of OB theories other than the scenario: 12

Scientific Leadership: 12

Human Relations Approach: 13

Decision Making Approach: 13

Systems Approach: 13

OB theories for Change pertaining to Mr. Akbar’s scenario: 14

Operationalization of the theories in Mr. Akbar’s Scenario: 14

Understanding Change: 14

The change curve: 14

Lewin’s change management model: 14

Beckhard and Harris’s Change management model: 14

Planning Change: 15

Impact analysis: 15

McKinsey 7s framework: 15

SIPOC diagrams: 15

Implementing Change: 15

Kotter’s 8 step change model: 16

Training needs assessment: 16

Why change can fail?. 16

Communicating Change: 16

Stakeholder’s analysis: 16

Stakeholder management: 16

Identification of Issues: 17

Workforce Diversity, team building and the impact of power politics within the groups: 17

Recruitment and Selection & Training & Development of global HR at M. Akbar and son scenario: 17

The inclusion of diversified workforce: 18

Statement for Non-Discrimination: 18

Fair vs Same Treatment: 18

Power and Politics within the diversified group: 18

Advantages of workforce Diversified: 18

Performance Management System: 19

Solutions of the Issues: 19

Autocratic Model: 19

Custodial Model: 19

Supportive Model: 20

Collegial Model: 20

System Model: 20

Issue 1, Solution 1: 20

Issue 2, Solution 2: 20

Issue 3, Solution 3: 21

Critical analysis of the solutions: 21

Section 3. 22

Conclusion: 22

References. 24

List of Figures:

Figure 1: Process of Change. 7

Figure 2: Changing the state. 8

 

Task 1:

Introduction

The research assignment which undergoes with the organisational transition, its impact and the management of the transition in the organisation aims to establish the relationship between change in the organisations and the management to deal with it.

The first part of the paper explores and analyses the organisational scenario in which Akbar and son has an option to choose in leaving the organisation or continue the senior management which creates anxiety among the employees. Therefore, the part analyses the changing scenario. Moving towards the next part, it signifies the solutions to cater the change anxiety with the theoretical basis and the implications of those solutions in the context of the specific organisation. Finally the last part of the paper encapsulates and condenses the impact of organisational needs and the managerial capabilities to accommodate the change occurring in the organisation.

Section 1: Organisational change scenario analysis

Since it has been long established that the only consistent and constant thing or event in this world is change. Researchers, thinkers, analyst and policy makers have identified that operations in real world face changes which are evident in their manoeuvres (Tsoukas & Chia, 2002)

Decision:

In case, if Mr Akbar forgoes to take the senior management of the organisation, the option might not be that beneficial for the organisation because not taking would incorporate some other to take over the senior management. The change is inevitable, “Mr Akbar and sons will decide to relocate because of the extensive travel to the UK, and however, the new senior management will replace Mr Akbar and his son.”

Organisational Issue due to Transition:

Formerly introducing organisational behaviour which can be explained as the study and knowledge of individuals, groups, and stakeholders associated with the organisation. Further, as described by LePine et al (2002) the firms move in their real operations, they encounter organisational transition or change due to which these stakeholders face issues and the strategies for people management facilitates meeting those with ease.

Barriers for accepting senior management change:

It is significant that Mr Akbar has been the part of the organisation formerly and lately when he chooses to take the position for senior management he might not face all the barriers which are mentioned as perception, emotional, cultural or environmental barrier. The other case can be that Mr Akbar and his son decides to leave the particular organisation which can cause several others barriers to the new management.

Perception Barrier and Resistance:

The mental capability of the people in the organisation has a stereotypical mindset which does not accept the change in the management as the stereotyping in the employees and stakeholders just think of the fact that the new senior management will not be able to understand the problems which older management had understood. As identified by Madrid‐Guijarro et al. (2009) that it is also a possibility that this perception leads to resistance in accepting the new individuals. People might think that new management will bring novel things which might be against the employees and all which will come will not be in favour of the employees.

Emotional Barriers:

The emotional barriers include lack of trust within the employees of the organisation for the new senior management because of the risk aversion which makes the employees commit more mistakes than before because of the fear of new senior management (Morrison & Milliken, 2000). The emotional attachment for the older management might become a resistance which does not welcome the new management.

Cultural Barriers:

As there are two possibilities which can be assumed in the case of Mr Akbar, as he has been the part of the organisation he does not face the cultural barrier but the new senior management when would replace them would definitely face the barrier with established culture in which few things would be acceptable few would be considered as taboo (Moser & Ekstrom, 2010). It is pertinent to mention that the culture has already been embedded which cannot be changed or altered.

Environmental Barriers:

Lack of support, lack of adequacy for criticism from new management, a novelty in comfort zone. The organisational environment might not be favourable and supportive for the new people. If Mr Akbar and his son are aware of the organisation then they might not face the same (McDermott & O’dell, 2001). But it is pertinent to mention that being standing among the employees is different and being in the management creates an entirely different experience for the organisational environment, the new management would face the environmental barrier as unlikely with Mr Akbar and his son’s case.

Cognitive Barriers:

It is similar to the perception barrier but cognitive being the resistance in accepting the mental capability in accepting the senior management. It refers to spearing the strategies which have been long derived. Adopting new things and features must be incorporated.

Solutions and People management Skills:

Change cannot be enforced or sold, it can only be communicated, nurtured and developed in the people associated with any organisation. People management skills are the most crucial in this case (Luscher & Lewis, 20

Figure 1: Process of Change: Hall & Hord (2006)

Planning / Taking on Board:

Before the announcement of new senior management, it is significant that the change is planned and incorporated within the employees by creating transparency and already establishing the fact that management will be changing so that it is developed gradually and acceptance can be ensured.

Developing consensus:

By creating an impression of transition from the old management to the newer, the consensus will be established with the employees knowing and progressively accepting that the management which would take over will be performing the similar role with the same zeal and emotional attachment with the employees of the organisation.

Communication / Developing Trust:

As it is already established that change can never be imparted, it can only be communicated and nurtured which signifies the fact that the mediating change managers must communicate the transition in an effective manner so to avoid ambiguity and misunderstanding (Pettigrew et al. 2001).,…………………….continued