Organization change management is one of the issues that managers deal with in organizations. According to Senior & Fleming (2006) there are different types and causes of change that emanate from both the external and internal environment. This entails evolutionary reasons and revolutionary reasons that dictate the way organization operate. One way of change in the organization is adjusting the business operation or work practices within the organization to meet the changing needs of the work environment. The role of organizational change is to develop new organizational or work practices that seek to improve the condition of the organization. This is the reason why Oussama developed the job rotation approach as a way of changing organizational practices to make the organization more dynamic and create better work arrangements.
To implement the job rotation approach, there was a need for Oussama to adopt a change management approach that will be used to address the issues that revolve around the change. From Lewin’s force field analysis model, any change in the organization must meet resistance thus the need for management to address the resistance to change. The model suggests that change can only take place in an organization if the forces for change overcome the opposing forces of change (Hussain, et al. 2016, p. 6). The first option that Oussama thought of was forgetting about the job rotation issues and allow the status quo to remain. The main benefit of this process is that it will retain the status quo of the organization and assist the manager to avoid any challenges that emanate from the change process. Since changes can be expensive and if not implemented well can have serious implications to the organization, then avoiding the change is one option that can be taken by management thus maintaining the status quo and ensuring that the business runs as usual. This means that Oussama will be avoiding to deal with the challenges of the change process thus failing to show the ability to be a leader.
The limitation of this strategy is the fact that it leads to no change at all and shows weaknesses in the leader due to the inability to deal with the issues that revolve around the change. For change to take place in the organization, management must be willing to deal with the challenges of resistance and other underlying organizational issues (Lamsa & Sintonen 2006, p. 111). This shows weaknesses in the leader and the lack of strategies for managing change related issues. This means that the leader will have failed in the change process since nothing will have happened and at the same time this is an indicator that there will be future challenges in implementing similar change initiatives in the organization.
The second option in the change process is making job rotation mandatory through a management order that makes the change to be effective immediately. This is a top-down approach that allows management to make decisions from above and make the subordinates to follow without any objections. This is an element of the bureaucratic structure where top-down management decisions are used to ensure that organizational goals are met (Fugate, Kinicki & Prussia 2008, p. 8). In most cases, top management seems to understand the needs of the organization better than lower level employees thus the reason why Oussama needs to make such a decision. This means that management will be in charge of the whole decision and will develop the change management process and then execute it through a top-down approach. This option reduces the challenges of processes which do not meet organizational requirements since top-level management needs to strategically develop the job rotation process thus ensure that the process is aligned to the strategic goals of the organization thus increasing the chances of meeting the required needs.
One major limitation of this process is it fails to address the resistance to change in the organization which is critical in achieving the desired goals. This creates high resistance to change since employees will feel threatened by the new change process especially if they feel that they were not consulted in the initial process of developing the strategy (Sartori, Costantini, Ceschi & Tommasi 2018, P. 4). When resistance to change is high then the possibility of the new change process being effective becomes limited. This reduces employee’s morale which in turn affects performance. Strategic management theorists insist on participatory approaches where management involves the employees in critical decisions to reduce resistance to change.
This means that by making job rotation process mandatory Oussama will be limiting employee participation which is an important element in modern management. Modern managers are result oriented through applying human relations approaches that seek to ensure that employees meet the needs of the organization. Thus by failing to recognize the views of the other employee and failing to accommodate his needs, then the performance and effectiveness of such an employee can be limited thus making it difficult to achieve the intended benefits of job rotation (Fedor, Caldwell & Herold 2006, p. 14). This can also lead to turnover issues within the organization since the employee who is not comfortable with the turnover strategy can decide to find another job which can have another cost implications Moroccan Lights Co.
The third option that Oussama can take recognizes the views of all the employees and makes job rotation flexible by applying it once and then waiting for some time before applying it again to accommodate the needs of all the employees. Flexible work arrangements exist in different organizations and are sometimes used to create varying work arrangements that reduce boredom in employees. This flexible arrangement increases employee morale and commitment since it allows them to meet different needs in the workplace. This means that the work conditions are adjusted by implementing the job rotation approach and at the same time applying the traditional job patterns so that this is not a permanent process but rather a flexible one (Cummings & Worley 2004, p. 23). This creates better work conditions since it accommodates the needs of all employees. By implementing the job rotation approach using a flexible arrangement, Oussama can with time make it permanent by slowly reducing the flexible duration as employees adjust to the new work arrangement.
However, this change management process can be challenging since employees can find it difficult to work in such work arrangements when employees hold different work opinions. This is because there is no delineation between the job rotation approach and the traditional approach. Oussama will have difficulties determining which of the two approaches is yielding better results. In such situations, there are challenges in performance management since it is difficult to measure employee performance at different levels. Further, Oussama can have difficulty preparing employees for handover as they shift from the traditional approach to the rotation one and the other way round. Further, this arrangement is not always suitable for all employee roles some roles like projects require plenty of time to work on them.
The last option that Oussama can take is discussing the benefits and limitations of the proposed change process through change rotation and discuss how this can be implemented within the organization to reach consensus. This approach borrows on the participative decision-making process which entails addressing employee issues through a consensus that is reached by employee participation. Force field analysis is used to analyse both forces for change and forces against change then addressing the resistance to change as a way of ensuring change takes place (Fedor Caldwell & Herold 2006, p. 11). In such arrangements, management seeks to address any barriers to change through dealing with the perceived challenges that employees feel can affect the new work arrangements. Through discussing employee’s issues that relate to the new changes, Oussama can ensure that the job rotation process works well since this approach addresses employee needs thus increasing support due to accommodating each employee. Thus the strategy is to address the resisting forces to increase the chances of accepting the new changes.
On the other hand, this method is time-consuming since it requires time to discuss the issues that concern the employees thus delaying the required time for applying the new changes. Furthers, discussing the pros and cons of the job rotation process with the employees to explore the option of convincing the other employee does not guarantee his acceptance since he can feel that the cons outweigh the pros which makes it difficult to initiate the new changes in the organization.
According to, Kotter (2012, p. 62) change needs to be managed in the organization to achieve the desired goals. This means working on any force that can lead to resistance to change and at the same time working on the forces for change to achieve the desired results. By involving the employees to understand the benefits of the new change, Oussama increases employee participation since it creates better conditions for employees to determine the best way that they can participate in the change while at the same time increase chances of making the organization better. The philosophy of giving employees a stake in decision making is used by strategic organizational managers to create harmony in teams and increasing acceptance between employees. This means that Oussama will be linking strategic management with employee needs
This process also assists in addressing the challenges of the job rotation strategy and any gaps that the process may in the organization. Since employees are used to sticking to their jobs, the job rotation requirements need to be adequately addressed to ensure that the organization and the employee benefit from both. This means that even the employee who resisted change will feel needed in the organization since resisting change means that they were only expressing their views. Such employees have improved morale since they see meaning in the job rotation strategy (Zafar, 2014). This means that the employees are autonomous and are treated as assets in the organization rather than subordinates. Such employees learn and can become mentors in future change management processes in the organization. When morale is increased, productivity is also increased by allowing employees to concentrate on the requirements of the job which leads to stronger work ethics.
This is the first stage in change management, it entails assessing the required changes in the organization to determine how they affect the organization and how they will be implemented. This means that management has to conduct an easement of the organization to understand how system issues will be affected in the organization and how change is needed in the organization (Cameron & Green 2007, P. 24). This includes carrying out SWOT analysis of the change process to understand how the organization will benefit from this process. Through the analysis, opportunities that will be shared with other employees need to be identified so that management can understand how these opportunities affect the organization.
When preparing for management needs to understand the nature of change that the organization is yet to experience so that an analysis can be done on how these change will affect the organization. Change can be a result of internal or external forces that determine the way the organization is affected (Neal 2008, p. 31). Oussama also needs to understand the groups being affected by the change process, this means that change can affect the whole organization or part of the organization. In this case, the change being effected by Oussama only affects a section of the organization which is the job areas that the three employees are in charge of. In this stage, management needs to create the right model that will be used for the change process. This step is important since the change model adopted is critical in achieving the desired goals for the organization. According to Cancialosi (2015, pp. 5), when assessing several models of change, the risks associated with each of them need to be identified so that control measures can be put in place. For example, in the case of Moroccan Lights Co resistance is one of the risks that can lead to employee turnover or low productivity. This means that special tactics for managing such risks and challenges need to be developed. For example, the resisting employee needs to be enlightened about the importance of the new changes so that he can understand the importance of job rotation in the organization.
To plan for change, Oussama needs to develop an implementation plan that will be used to implement the new changes in the organization. For example, applying the job rotation strategy does not just mean that the process will be easy rather there needs to be a plan for putting such structures in place. Since the organization has several employees, then it means that a strategy for change needs to be developed that will determine how organizational change is implemented. Further, sustainable change mechanisms require the input of employees thus management needs to determine how employees will be involved in developing the new change strategy for the organization (Jabri 2017, p. 17). A proper communication plan also needs to be put in place to ensure that employees understand their role in the process. Since organization change affects employees, then communication is a tool for addressing such challenges and reducing any resistance that can result from organization change.
This stage entails taking the change action by implementing the change initiatives. This means that management needs to take action by and communicate the change process in the organization. Sometimes change requires management strategies like coaching and facilitation of employees to realize the intended change benefits (Loesch 2010, p. 29). This is because the new changes may require additional skills to be used in managing the organizational activities. Resistance to change management tools like facilitation, education, participation, negotiation, and co-optation need to be applied to meet the needs of the organization. Thus Stragalas (2010, p. 34) argues that the role of coaching and facilitation is to empower employees with appropriate skills for managing different organizational situations that arise from the demands of change. Oussama also needs to put measures in place for dealing with gaps that exist as a result of implementing the change process. Gaps and resistance need to be addressed to increase the outcomes of change. The change process needs to be measured based on the set indicator to determine if the change process is on track
This is the last step of change that involves ensuring that the changes are sustained in the organization. One way of achieving this is through integrating learning and the results of the change process into organizational processes. This includes conducting an evaluation of the change process to assess its achievement on the required indicators. By analyzing the results against every change process, management can determine the impact of the change so that a decision can be made on whether the change needs to be implemented or not. The role of this stage is to improve on the achievements of the change while at the same time address the gaps and limitations noted in the process.
A detailed communication plan to help implement the proposed organizational changes
The communication plan is important since it shapes how the new changes will be communicated to employees and how issues that revolve around the new changes will be implemented. From the case study, it is evident that there is resistance to change because there was no clear communication plan that was used to share the information with the employees. This communication plan will enhance engagement since it will lead to increased capacity of management to handle the issues.
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