What are the different forces that act as triggers in driving current and potential changes? Explain.
The paper focuses on the case of an ecological service organisation, Ecology Matters in that it focuses on the different problems that are being faced by the organisation and thereby identifies the different changes that can be introduced for contributing in the minimisation of the risks relating to the presence of internal problems and thereby in generation of needed productivity.
The different forces that act as triggers in driving current and potential changes are grouped under two separate heads like external and internal. The external forces contributing to the change process are identified as the external marketplace, legislations and regulations passed by the regional and national government, technological changes and also changes in the labour and economic policies and structures pertaining to the region. Again, the internal factors like the administrative processes and also existing problems faced by the internal people in the organisation also require the incorporation of changes in the business institution (Pieterse, Caniëls, & Homan, 2012). On the contrary, other types of factors like feelings of uncertainty, increased concern related to personal losses, resistance generated by a group of internal people and also awareness and understandings of the people regarding the failure and weakness of the change process contribute in generating adequate resistances to the change process (Yılmaz & KılıçoÄŸlu, 2013).
An analysis of the case of Ecology Matters different factors is identified that require the introduction of new changes in the organisation. Firstly, the donors focusing on generating funds to Ecology Matters requires the organisation to be adequately registered with the Charities Commission. The registration would help the donor in earning considerable tax rebates. Ecology Matters to earn its registration from the Charities Commission is required to potentially incorporate change policies and procedures like applying for needed documentations, generation of new rules and also in drafting a new constitution. The second factor triggering the introduction of new changes in Ecology Matters is the need for generation of effective coordination between the project supervisors and different volunteers involved in the ecological activities. Thirdly, Ecology Matters faces potential complaints from external stakeholders like other ecological firms relating to its identical work approaches and also in wrongly approaching and absorbing volunteers of other firms. The same requires Ecology Matters to formulate new and innovative work and task guidelines to meet the diverse ecological objectives of the region. Further, the ecological organisation is also required to formulate new guidelines regarding recruitment of volunteers from the external marketplace. Fourthly, the administrative staffs of Ecology Matters is required to focus on the development of an effective, informative and innovative website and also the incorporation of different social media platforms like Facebook, Twitter, YouTube and LinkedIn for sustaining effective interaction with the prospective parties and stakeholders. The above factors are largely observed to trigger the need for generation of changes in the organisational paradigm of Ecology Matters.
The Change Management model reflected by Kurt Lewin is reflected as follows.
The three step change model of Kurt Lewin essentially reflects that the change management initiative of an organisation is carried out along three main stages like unfreezing, moving and thereby refreezing. The unfreezing stage focuses on unfreezing the existing condition into its natural or neutral state to enable needed changes. The second step identified as moving reflects on the different types of initiatives and change management actions that need to be undertaken for helping in meeting the transitional objectives. Finally, the third stage is reflected as the refreezing stage where the changes introduced in the organisation or system along the moving or transition state is effectively frozen. The unfreezing stage is potentially guided by different types of driving forces or triggers that contribute in the incorporation of new changes in the existing system (Sarayreh, Khudair, & Barakat, 2013). The refreezing stage on the other hand is coupled by the existence of resisting forces that tend to potentially resist the sustenance of the changed system. The driving forces involved in the unfreezing stage of the Kurt Lewin’s change model are essentially identified as incorporation of new information that helps in the identification of inadequacies in the present situation and also through reducing the potential of the existing values and policies of the organisation and also the behaviours and attitudes of the internal people operating in the institution. Similarly, the advent of different types of critical situations or crisis also requires the unfreezing of the current situation to adapt new changes and thereby refreeze. The moving stage reflects the introduction of new value sets and policies such that the same contributes a change in the internal structure. Finally, the refreezing stage reflects on the stabilisation of the changes initiated during the change mode (Eid, 2011).
Reflecting on the case of Ecology Matters, John in the first case is required to unfreeze the present situation to rightly fulfil the objectives of documentation, drafting of new constitution and also for framing of new guidelines and rules. The introduction of new policies, frameworks, guidelines and also the drafting of a new constitutional framework require the incorporation of new moves which in turn requires to be frozen again for helping Ecology Matters run with the new organisational and institutional machinery. The above process yields needed advantage in that the same would help in meeting the demands of the donors relating to the claiming of taxes. Further the above process of documentation would also help Ecology Matters to earn its registration with the Charities Commission. The same would help the institution in earning potential charities from the different donors. The above process of documentation and the registration processes would also tend to generate needed disadvantages like earning of potential resistances from internal people. This would require John to continually interact with the people pertaining to different levels thereby requiring greater time and cost (Kvint, 2015).
Secondly, other cases of unfreezing would constitute the involvement of more creative and innovative processes and functions thereby helping in creating a niche image of the organisation in the ecology market. Again, the involvement of social networking platforms like Facebook, Twitter, YouTube and LinkedIn and also the development of website would help Ecology Matters in effectively communicating with the different stakeholder groups. The above processes though advantageous in nature yet suffer from potential limitations relating to the requirement of generation of needed training to the organisational members which would enhance the business cost. The internal people need to be effectively trained to work in a technological environment relating to the use of diverse social networking platforms, website development and management and also the development of new thought processes contributing to newer and innovative ideas and ecological solutions (Limes, 2016).
The donors and volunteers of Ecology Matters is taken to support the changes that are being promoted in the organisation while the staffs and supervisors are understood for generating needed resistances to the changes.
Resistances to changes can be effectively dealt in by John through the use of the following strategies. Resistances from organisational members can be potentially reduced by John through effectively communicating the mode of use of technological changes like incorporation of social networking and also website development functions for helping in attracting and appealing to a larger target audience. Effective training functions need to be organised for enhancing the potentiality of the internal people to operate in the information technology environment with needed confidence. Further, John also needs to communicate the need and significance for development of new policy frameworks and regulations and also the development of an effective constitution. John needs to effectively highlight the benefit of the above parameters in gaining needed donations to meet its ecological functions. Moreover, John also needs to potentially communicate to the organisational members the benefit of expanding over to regional and international regions and thereby requiring the inclusion of newer and effective staffs to meet the organisational objectives (Almeida et al., 2013).
John is also required to largely encourage the enhanced participation and involvement of organisational members along different levels to contribute in the meeting of the organisational objectives of Ecology Matters in an effective manner. The internal people need to be potentially encouraged to take group decisions regarding the development of creative and innovative ecological functions and also movement over to other newer regions through the opening of new branches.
John needs to generate needed facility and support in the form of providing information technology devices like personal computers and laptops on an individualised level such that the same would help in meeting of the communication objectives in an effective fashion.
The level of cooperation and collaboration between the supervisors and coordinators in Ecology Matters and the different volunteers recruited from different regions can be potentially enhanced through the incorporation of different types of incentives, financial and otherwise. Incorporation of incentives and increments would excite and encourage the staffs to generate needed productivity in an effective fashion.
John can also focus on the use of coercion as an effective tool such that the same can threaten the internal people to work in the meeting of organisational objectives in an effective fashion or face needed penalties in case of discrepancies. Use of coercive elements can largely deter the habit of the coordinators and supervisors from not cooperating with the volunteers such that the same would contribute in generating effective cooperation and collaboration in the organisation (Klatt, 2013).
The need for change in Ecology Matters can be potentially diagnosed in terms of creativity such that the same would help in reflecting on innovative and creative functions relating to the ecological domain. Further, changes brought about in Ecology Matters would also contribute in generation of effective collaboration between the supervisors and the volunteers to generate quality services to the external stakeholders.
The introduction of interventions can be rightly planned based on the incorporation of infrastructural facilities relating to information technology, opening up of new premises and also through the inclusion of newer and greater number of staffs pertaining to different levels. Effective collaboration between the above parameters would help in meeting of the change objectives in an enhanced fashion (Kvint, 2015).
The evaluation of results of the change management programs can be rightly carried out through the gaining of effective feedbacks from the internal and external stakeholders. The gaining of quality feedbacks from the people would help the managers for taking needed decisions and also in understanding the feasibility of the changes introduced in the organisation. The feedbacks can be gained based on the use of surveys where open and closed questionnaires can be used for understanding of needed perceptions of different stakeholders. Evaluation of results also needs to be made within a specific period in that the same would help in monitoring and controlling of the results gained (Lunenburg, 2010).
Finally, the stabilisation of the changes introduced in Ecology Matters can be effectively made by imbuing the same with the internal culture of the institution. The internal culture of the organisation can be potentially influenced through involvement of training and employee development programs such that the new culture can rightly help in adapting the different types of changes introduced in the organisation like technological, infrastructural and manpower changes for meeting of organisational functions (Pieterse, Caniëls, & Homan, 2012).
Conclusions
The analysis of the case of Ecology Matters reflect the potential problems faced by the ecological institution that required the formulation and introduction of newer changes in the institution both from the infrastructural point of view and also from the regulatory point of view in that the same would contribute in enhancing the level of competence of the organisation in the target market and also in growth of individualistic potential for meeting of stakeholder objectives and in gaining higher revenues. The analysis also reflected on the process through which changes can be rightly introduced in the organisation and the manner the resistances can be effectively reduced to generate needed productivity.
References
Almeida, F., Santos, J. D., & Monteiro, J. A. (2013). E-COMMERCE BUSINESS MODELS IN THE CONTEXT OF WEB 3.0 PARADIGM. International Journal of Advanced Information Technology (IJAIT) , 3 (6), 1-12.
Eid, M. I. (2011). DETERMINANTS OF E-COMMERCE CUSTOMER SATISFACTION, TRUST, AND LOYALTY SAUDI ARABIA. Journal of Electronic Commerce Research , 12 (1), 78-93.
Klatt, T. (2013). E-Commerce Business Models and Search Engine. Scientific Research , 205-208.
Kvint, V. (2015). Strategy for the Global Market: Theory and Practical Applications. New York : Routledge .
Limes, F. (2016). Global eCommerce Trends for 2016. Retrieved March 9, 2016, from https://blog.globalizationpartners.com/global-ecommerce-2016-what-does-the-future-hold.aspx
Lunenburg, F. C. (2010). Forces for and Resistance to Organizational Change. NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL , 27 (4), 1-10.
Pieterse, J. H., Caniëls, M. C., & Homan, T. (2012). Professional discourses and resistance to change. Journal of Organizational Change Management , 25 (6), 798-818.
Sarayreh, B. H., Khudair, H., & Barakat, E. a. (2013). Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology , 2 (4), 626-629.
Yılmaz, D., & KılıçoÄŸlu, G. (2013). Resistance to change and ways of reducing resistance in educational organizations. International Association of Social Science Research – IASSR , 1 (1), 14-21.
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