Discuss about the Governance of Organizational Change Management.
Based on the model presented by Greiner the company is facing foremost a leadership crisis. Although the business at WMC can be called a family run business as the leaders of the company belong to the same family however, the tactics each of the leaders has adopted in order to cope with the crisis has resulted in intensifying the crisis to a great extent. This is evidently observed from the time Hana replaced Sofea as the leader of the organization. From this point onwards the company started to face a crisis in its leadership. The crisis is still prevailing in the system as both the present leaders Mira and Ryan are adopting measures and approaches which are being greatly criticized by those in the management (Cameron and Green, 2004). It is further observed that with the participation of Mira and Ryan in the business as the new leaders, the management is facing an Autonomy crisis. Based on Greiner’s theory this can be apparently observed in the methods and approaches the two of them are bringing in the organization. The approaches are evidently based on the expertise of the Mira and Ryan rather than the conceivability and capability of the management and the other employees of the firm. This is further leading to control crisis and red tape crisis explained by Greiner as crisis which affects the growth and development of company adversely. The controls crisis is certainly making it complex for the employees to understand the leadership type in the business and red tape crisis is certainly making it difficult for the company to rely on the finance reports.
Comparing this analysis of the Greiner model with that of the Malhotra and Hinings, it can be taken into consideration that the change in leadership in WMC has not been well accustomed with the nature of the business which was prevalent in WMC since it commenced its venture, this is evident from the degradation that the company witnessed since the Hana came into leadership (Carroll, 2002). The nature of the business was mass production however, during the course of the Hana’s leadership it was witnessed that the company’s reputation in the said business association started to degrade. This was primarily due to the incapability of Hana to conceive the alterations in the market, which was compelling the business to alter its type in order to cope with the situation in a better manner. However, Hana’s incapability in comprehending this aspect and carrying on the same old business area led to the degradation that WMC faced during her reign. In addition, it can also be taken into the context that Ryan and Mira were facing difficulty in managing the business as a consequence of the same old business convention prevalent in the business approach. In their theory Malhotra and Hinings have clearly stated that with the due passage of time business need to change their characteristics in ordr to cope with the changing situations in a better way (Cook, Macaulay and Coldicott, 2004). It is through dynamism that business would be able to find the desired growth and success in the modern business world.
The deep structure model presented by Gersick indicated that every organization bases its functioning upon five structures namely: the power distribution, structure, strategy, culture, and control systems. These are the five structures which consists the deep structure theory and according to Gersick are responsible for affecting the organizations functions, growth and development to a great extent. This can be further established out of a thorough analysis on the problem statement on the issues faced by WMC in their management and leadership. An analysis on each of the structures and their typical impact on the organization have been discussed in this context:
Power distribution: there is a whole lot of indistinctness in the power distribution system of WMC. In the course of the problem statement it is observed that the sole power of the organization rested upon its leader or owner in this case. However, in final sentences of the problem statement it was observed that the management was dissatisfied with the approaches that the owners of the business introduced in order to cope with the current state of affairs. Therefore, it is uncertain which of the figures are actually controlling the state of affairs in the organization (Cushman and King, 2005). At a certain point it seemed that there was a bureaucratic power system in the company and then during the conclusion it was observed that there was indeed a power distribution but the power distribution did not mention any sort of constraints and limitations on the concerned authoritative figures. Thus can be said that there is an uneven power distribution system in WMC.
Structure: the company’s structure is pretty well laid out. Being a typical mass production company the company has pretty decent structure i.e. there is the leaders or owners of the business who decide upon the essential matters of the business i.e. the kind and type of business approach the company is going to follow. Along with it there is the management who pretty much manages the activities in the organization i.e. maintaining the production, supply, and distribution chain, managing the employees and the finances etc. Overall the structure of the organization is in order (DiBella, 2007).
Strategy: the company is going through a change in their business strategy at the moment and therefore, the outcome is yet to be observed out of the newly adopted strategy. However, based on the previous records it can be assumed that the strategies that the company chose in the past were not very effective.
Culture: the culture of the company is a healthy one as with the many years through which the company has conducted its business it has been observed that the employee satisfaction level has been very high, which indicates that the organization has indeed a very healthy work culture prevailing within it (Downs, Durant and Eastman, 2002).
Control systems: similar to the power distribution the control systems are a bit ambiguous at WMC. However, as per the context mentioning that Ryan and Mira were making decisive changes in the company it can be assumed that company has an autocratic control system where the owners call the shots or make the ultimate decisions.
Based on the theory presented by Dailey and Browning it can be said that the narratives and storytelling in the organizations have a great effect in transforming the work culture. It is through the telling and retelling stories having positive impact upon the cognitive faculties of the employees that an organization is able to transform the attitudes, behaviors, and belief systems of the employees. This can be observed in the case of Sofea’s time as the leader of the organization (Fitzgerald and Eijnatten, 2002). It was observed during her time as the leader of the organization that the by means of presenting narratives and storytelling the management was able to transform the work culture and the attitudes of the employees to state where their performances enhanced a great deal. Furthermore, it was also observed that the employees’ efforts as a consequence to the great stories altered the work culture from a mediocre one to gaining a formidable reputation in the concerned business market. It was further through story telling the organization was able to achieve:
Control: the company was at a very commanding state during Sofea’s reign. This was obviously the positive effect of the storytelling method which resulted in providing upper hand to the management and the owner to be in control of the state of affairs.
Integration: it can be presumed that through narrative methods the company was able to develop a belief among the employees which showed a great deal of significance on their parts. This was the prime target of the company and the approach increased the employee satisfaction level through this to a great extent (Green, 2007).
Stability: It was through the aid of this method that the company attained stability in its business’s state of affairs. This is apparently observed when the leadership switched and the practice was abandoned (Veldsman, 2014).
Based on the study the agents of collaborative modes of intervention can be presumed to be the Authoritative model and Facilitative model based approaches. This has been discussed in the problem statement of the company that the company was undergoing a transformation under the new leadership of Mira and Ryan and the aspects that were observed in the approaches they introduced to the business can be taken into the context of the two i.e. Authoritative and Facilitative modes of intervention in the organizational operations. This is purely based on the alterations that the two leaders suggested (Hoffmann and Wanègue, 2014). Analyzing their suggestions and the method they used in the implementation of the ideas these two agents of the collaborative intervention can be spotted. This is largely due to the reason that the organization was looking forward to implement the alterations as per the guidelines prescribed by the leaders. The leaders Ryan and Mira were willing to demonstrate a practice approach in order to provide an insight to the management authorities on the ways the methods would work in real life. This was clearly a demonstration of Authoritative method of collaborative intervention. In addition to that the new leaders of the organization were all set to relate to the management and the concerned employees regarding the alterations.
This is evident as the approaches that the two leaders were implementing were totally unfamiliar to the management and therefore further required the aid of cathartic and supportive approaches consisting the facilitative method in order to make the new approaches fully functional (Ä°kinci, 2014). Therefore, it can be apparently assumed that the two methods i.e. the authoritative and facilitative methods were going to be the new agents of the change that was going to take place in the WMC organizational structure and operations in the future prospect of WMC.
Relating to the Organizational typology in the process of change in the organization as stated by Hayes, it can be said that the ongoing change in the overall organizational structure of WMC was typically a Transformational Versus Incremental Change.
This is due to the reason that the particular typology refers to alterations which directly affects the organizational structure of an organization. This is what the organization WMC is witnessing at the present moment. The change in leadership ushered the Transformational Versus Incremental Change’s effect within the organization (Letavec, 2014). The two leaders Mira and Ryan were fully aware of the conventional process that the organization had been implementing over its business course over the years and over the years the conventional system had proved its inefficacy in providing the desired growth, development, and success to the organization had become evident. Therefore, in the context it has been explicitly mentioned that the organization was looking forward to alter several approaches including the business approach itself. The business approach was being transformed from a typical mass production system to a designer cloth making business process oriented towards capturing international markets. This evidently demonstrates the fact that the company was leaning towards Transformational Versus Incremental Change, which can be further observed as Ryan was focused on altering organization structure as well (Special issue on Management accounting change in Japan, 2010). The alteration suggested that the conventional structure should ripped apart and a new model of designing and manufacturing should implemented which would be similar to that of the big international clothing brands like Benetton, Walmart etc… This kind of alterations are defined as Transformational Versus Incremental Change in the theory that was presented by Hayes and effectively emphasizes that such a massive change in an organization can be categorized under Transformational Versus Incremental Change (Steele, 2010).
References
Alban, B. (2007). Organizational Transitions: Managing Complex Change. Academy of Management Executive, 1(2), pp.150-151.
Blokdijk, G. (2008). Change management 100 success secrets. [Brisbane, Australia]: [Emereo].
Cameron, E. and Green, M. (2004). Making sense of change management. London: Kogan Page.
Carroll, C. (2002). Journal of organizational change management. Bradford, England: Emerald Group Pub.
Cook, S., Macaulay, S. and Coldicott, H. (2004). Change management excellence. London: Kogan Page.
Cushman, D. and King, S. (2005). Communicating organizational change. Albany: State University of New York Press.
DiBella, A. (2007). Implementing Organizational Change: Theory and Practice/Strategic Organizational Change: Building Change Capabilities in Your Organization. Academy of Management Perspectives, 21(2), pp.85-86.
Downs, A., Durant, R. and Eastman, K. (2002). Journal of organizational change management. Bradford, England: Emerald Group Pub.
Fitzgerald, L. and Eijnatten, F. (2002). Journal of organizational change management. Bradford, England: Emerald Group Pub.
Green, M. (2007). Change management masterclass. London: Kogan Page.
Hoffmann, S. and Wanègue, M. (2014). Governance of Organizational Change Management. Change Management: An International Journal, 13(4), pp.13-22.
Ä°kinci, S. (2014). Organizational Change: Importance of Leadership Style and Training. MOS, 1(2).
Letavec, C. (2014). Strategic benefits realization. Plantation, FL: J. Ross Publishing.
Special issue on Management accounting change in Japan. (2010). J Acc & Organizational Change, 6(2).
Steele, P. (2010). Surviving Organizational Change. Nursing Management (Springhouse), 21(12), p.50.
Veldsman, D. (2014). Organizational Transformation. Change Management: An International Journal, 13(2), pp.9-20.
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