Home | Forums Organizational Behavior and Leadership (AMU-MBAO6013 – 01 – June 2022) Reply To: Organizational Behavior and Leadership (AMU-MBAO6013 – 01 – June 2022)

  • Choi Jia Ying Jane

    Member
    September 17, 2022 at 10:17 pm

    Q1) Change Management and Conflict Resolution

    It is recommended practise in any organisational change to base decisions solely on visible data. This is to develop a transparent organisation, which is a major aspect in encouraging staff to work together. Because the case shown above involves a significant change in the organisation, a careful selection of data to support the decisions to be made is required. To back up the choice, both qualitative and quantitative data should be acquired, which can include the following:<b style=”background-color: var(–bb-content-background-color); font-family: inherit; font-size: inherit; color: inherit;”>

    • List of current tasks and deliverables, including the number of man hours required for each employee to fulfil the activity. This can provide a clear indication of the tasks performed by personnel as well as the efforts required, and can be used as a foundation to streamline operations and eliminate activities that do not focus on value when designing the new organisational structure.
    • Career development plans for each employee should also be reviewed to determine the employees’ career goals. If one does not exist, managers should collaborate with their staff to create one. This career development plan will aid in establishing and aligning future job assignments and upskilling requirements for individuals with the new organisational structure. This will substantially aid in staff retention and employee acceptance of the changes, assuring the success of the organisational transition.
    • Employee satisfaction surveys, for example, are used to measure what employees are and are not happy with. Areas of satisfaction should be leveraged while designing the new organisational structure, while areas of unhappiness should be enhanced. This reorganisation exercise has the potential to improve personnel satisfaction, retention, and, ultimately, performance.

    In order to maximise the success of the targeted organisational change. The 8-step Kotter method can be employed. Here is a description of the eight phases and activities that could be undertaken to support this organisational change:

    1. Instill a sense of urgency

    The reasons for organisational changes must be clearly and freely conveyed to employees in order for them to understand why the change is necessary and what the consequences will be if this change is not implemented.

    2. Form a steering alliance.

    A steering group comprised of representatives from all levels of the organisation concerned is required to enable the seamless implementation of this organisational reform. These individuals can act as change agents to promote organisational transformation and as subject matter experts (SPOCs) to help disseminate information and obtain input from their teams.

    3. Establish a strategic vision and initiatives.

    For this organisational transition, a clear vision and mission statement must be developed and distributed to each team.

    4. Communicate to gain buy-in

    The usage of collaterals such as button badges or posters on the walls to promote the vision and mission of the change is also significant. Through incentive schemes, behaviours that reflect adoption of these new ways are rewarded.

    5. Empower Action

    Help in removing barriers that would otherwise impede the organization’s change from succeeding. If upskilling or reskilling is required, such programmes should include everyone who may be affected by the organisational change.

    6. Create Short-Term Victories

    Quick wins are the most effective strategy to gain people’s support. These low-hanging fruits can be used to swiftly demonstrate the value of an organisational transformation. People will be more willing to join and adopt a change if they can see the benefits for themselves. Instead of implementing this organisational change in a large bang, the smallest portions can be implemented first so employees can see the benefits, such as the usage of automation, which can save them time.

    7. Moving forward

    Move forward with substantial elements of the initiative once you have obtained buy-in from stage 6. This step should be easier with help, especially if the project is significant.

    8. Make Change Last

    The new organisational structure and manner of functioning should be standard, and the old way should be abandoned. The new policy should be entrenched and made the official way ahead.