Question:
Discuss About The Organizational Change Development Company?
Organizational development is the process through which an organization improves its efficiency and effectiveness through change in leadership, power, policies, control, and job restructure. (Noumair & Shani, 2016). Systematic approach to change management should be taken into consideration for effective organizational development to be realized. Managing change includes three aspects; adaption to change, controlling change, and effecting change. Organizational development is crucial to an organization as it helps in continuous improvement, increased communication throughout the organization, employee work satisfaction hence competency development, production of quality goods and great service delivery and maximum profits for the organization.
Change is a continuous process and therefore constant evaluation process should be in place (Lewin, 2016). Yellow Auto Company a global brand of Renault has developed and expanded greatly over the years to earn great reputation in the automobile market industry. Though the company has been able to develop, it has undermines some aspects within it that contributes to its overall performance (Argyris, 2012). The top managers of Yellow Auto are engineers, therefore they are well versed with the technological aspects of the job. The other job fields like the human resources and the organizational culture are not well defined throughout the company. The company suffers from cultural and structural problems that stem from the lack of top management not realizing that culture and structure of an organization have a great impact on work output. The idea to bring in external change agents as consultants was meant to help the company secure 50% of the market share. The change efforts of the company is aimed at transforming how the whole organization operates externally and internally.
Transformational change will include change in the company’s culture, climate and strategies. Major problems in Yellow auto include; coordination among the employees and within the departments, control of the activities within the organization, employee discontentment, poor customer services, poor infrastructure and communication breakdown. The employees have no likelihood of showing resistance to change because they are discontented with their jobs, they feel left out in the decisions of the company and also the working conditions of the company are not conducive. Employing external consultant agents will help Yellow auto continue with its daily activities as the agents sort out the problems experienced in the company. The consultants will help the company to; align its existing resources within the organization in order to meet customer satisfaction, improve effectiveness and efficiency within the organization, increase employee performance through conducting employee work analysis, assess the overall impact of change in the organization and come up with suitable change plan, provide an opportunity for leadership and team development (McNulty & Marks, 2016).
Employees of Yellow Auto were not satisfied with their jobs since they don’t have sufficient authority to perform their tasks without constantly having to consult the top managers, lack of clear job description made the employees do jobs that did not match their competence, and also the working environment was not conducive to the employees. The organizational culture involves the norms, values and behaviors of the employees (MARTIN, 2006). Yellow Auto has a culture that is family-oriented, the top managers are from the same family and they command authority in the whole company. Employees cannot carry out a task without consulting the top managers who are the owners of the company, in so doing they bypass middle level managers who can also help in assisting them.
The leadership style of Yellow Auto is autocratic, this means that the leaders make all decisions and the employees obey without questions. This kind of leadership makes the lower managers and employees feel left out when the top managers are making decisions that affects the operations of the organization. From the consultant’s analysis the following problems were identified from the SWOT analysis, the main problems identified from the weakness quadrant of the organization included confusion about authority and responsibility allocation, insufficient facility and age of the premises, lack of team spirit and conflict among the departments. From the threats quadrant, the company faced problems of new rivals and increasing demand of Renault regarding documentation and costumer relations. Employees make the organization, it’s through their output that an organization performs well, management of employees should be taken with great considerations (Robbins, Judge, & Campbell, 2017)Another problem was that the employees were not satisfied with their jobs since there was no clarifications in the job descriptions. The employees felt the culture of the organization did not allow them to participate in decision making.
Yellow Auto is a car dealer of a well-known global brand: Renault. Through the years it has risen to be a globally competitive company in the automobile market industry. It offers three main services: automobiles sales, spare-parts sales, and after-sale repair services. The company is owned by a family but through expansion it has employed 52 employees who help oversee the activities of the company and ensure great performance and customer satisfaction.
The company has experienced a variety of problems from internal problems that include; lack of coordination, poor communication breakdown, control, poor employer to employee relationship and external problems that involve customer satisfaction. The company through the consultant agent has come up with the following problem statement; to come up with a sustainable change management plan that will benefit the operations internally and externally.
From the established problems the agents came up with the following solutions: Sharing of power, it was decided that the managing owners should change from their autocratic management style and adapt to a democratic leadership style that involves everyone within the company, they should be more willing to cooperate with low level managers and employees in order to establish trust among each other. The physical condition of the organization should be improved to be more accommodative to the employees and also welcoming to customers, this should be done through adopting to modern building designs and modern workplace equipment installed. The organization structure should be open ended to enable the employees share with their managers what they know and also help to improve the general performance output (Gomez-Mejia, 2016). The human resource policies should be written down and communicated throughout the organization, clear job descriptions should be outlined and employees within the organization should be well matched with their expertise to avoid job confusion. A proper channel of communication flow should be put in place, there should clear guidelines on how communication process should flow to avoid confusion and not having jobs done. The company should provide social activities for the employees so as to motivate them and help them realize that they are part of the organization and their input is valued (Have et al., 2017).
Yellow Auto Company is auto dealer of automobile products that include: automobiles, spare-parts and after-sales. These are the main products that Yellow Auto specializes in although it wants to expand its share market and therefore will include more products.
The aim of this project was to conduct a change management plan to enable the company achieve 50% of the market share. A change plan would need several steps in order to be achieved this included: determination of the need for change, which was brought up by the top managers when they realized that they needed to achieve a bigger market share. The second step was to prepare and plan for change, this was achieved through consultative meeting with the top managers and the interviews of all the employees, filling in the questionnaires and assessment of the whole company. The third stage is implementation of the change, it would be an easy process if the employees would be ready for change and in this case the employees are more ready to embrace change since they are not satisfied with their present work conditions. The last stage is to sustain change, this requires continuous adaptation of the change already in place. This will be done through constant monitoring, implementation and evaluation.
Conclusion
Once the change plan has been initiated, the top managers will see to it that the said areas of problem will be implemented. This include the sharing of powers. The top managers should delegate some of their powers to the lower level managers to ensure that they are not overloaded with work. The employees should be able to identify themselves in relation to their relevant work positions. Also through identify, the correct channel of communication will be established and used appropriately. The conflicts in the company will be handled through an open approach, where every member will be given a fair chance to air their views and grievances and a common ground arrived as. The company will also be a learning ground for all employees, through sharing of ideas and discussions before making new decisions will ensure an open field of learning. Also the company will put measures in place to ensure the employees have advanced education through sponsorship programs.
References
Argyris, C. (2012). Organizational traps: Leadership, culture, organizational design. Oxford: Oxford University Press.
Gomez-Mejia, L. R. (2016). Managing Human Resources Management. Pearson Education Limited.
Have, S, Have, W, Huijsmans, A.-B, & Otto, M. (2017). Reconsidering change management: Applying evidence-based insights in change management practice. New York: Routledge.
Jost, & P.-J. (2014). The Economics of Motivation and Organization: An Introduction.
Lewin, D. (2016). Change management.
MARTIN, G. (2006). The knowledge context, organizations and managing people. Managing People and Organizations in Changing Contexts, 259-305. doi:10.1016/b978-0-7506-8000-4.50011-3
McNulty, T., & Marks, R. (2016). Management by Permission: Managing People in the 21st Century.
Noumair, D. A., & Shani, A. B. (2016). Research in organizational change and development. Bingley, U.K: Emerald.
Robbins, S. P., Judge, T. A., & Campbell, T. T. (2017). Organizational behaviour. Harlow: Pearson Education Ltd.
Rowland, D., & Higgs, M. (2013). Sustaining change: Leadership that works. San Francisco, CA: Jossey-B
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