New Change Management For 7S Model Framework

Individual Task

Describe about the New Change Management for 7S Model Framework.

WA police has witnessed the situation of having new change management agents in their organization. Working with a new person is indeed a difficult task in terms of the employees present in WA Police. However, it is the responsibility of the change agents to adjust with the employees of the organization. As a change agent, initially I have faced many difficulties while working with the police working in the organization. I tried to maintain high level of communication between them so that the gap can be mitigated. Apart from that, I have noticed that the employees are also feeling uncomfortable at certain situations, as they are new to me. My experience of working the new group of people especially in the area of change management is quite challenging in nature as I have the responsibility to remove the hindrances and barriers among the minds of the people during the time of implementation of the strategies of change management. However, it can be said that the employees have faced many challenging situations while coping up with their new change agent.

Learning new things and dealing with new people are the things that I like the most vital thing in my area of profession. It is the area of my passion. It can be said that my passion of dealing with new people has helped me in accomplishing many goals that I have set for implementing different strategies of change management in the organization. However, the journey of implementing of new strategy is not an easy task. I have found many difficulties in convincing many employees regarding the new strategies in the different operational department of the organization. Implementation of strategy cannot be done in a single handed manner. it requires collaborative efforts of all the employees of the organization. It is possible only when the relation between the change agents and the employees will be at stable position. the understanding level will be high so that the change agent can easily convey his message for the benefit of the employees. I have learned the facts that there are some problems that are present in the organization that are responsible for creating a barrier in the minds of the employees to cooperate with new people in a free manner. The organizational culture of WA Police is somehow responsible for it.

Second Group Member Task

While working with WA Police, I have learned that the organization needs some improvement in its culture and few human resource policies. I have found that the employees are not at all motivated in their areas of work. Apart from that, the reward system of the organization is not appropriate. It is the most important cause of de-motivation of the employees in WA Police. The process of improvements that can be done in the organization is some change of policies in the organization and the improvement of organization culture. The organization culture must be changed to flexible so that the employees will feel free to communicate with their seniors and other new people within the organization.

Guiding change management plans

In the perspective of WA Police, internal politics of the organization are recognized as the group of people, individuals and different communities that pursue them in accomplishing their own objectives. There are many problems in the organization regarding job control, job role, and recognition problem in their employees. It is the result of the conflict of the employees as a result of the internal politics (Alshaher, 2013).

Resistance is the hindrances of the employees of WA Police in terms of coordinating with the new change agent in terms of implementation of the procedures of the change management. The employees are unable to manage the daily operations of the organization hence they are not provided with enough recognition for keeping themselves motivated. It is the reason of creating resistance in the organization (Singh, 2013).

Organization culture has a huge impact in the minds of the employees as well as in the working capability of the employees. The employees are not able to communicate with each other due to rigidity in the organization culture. However, the change agent will also face issue in the implementation of change management models in the organization perspective in WA Police.

It is seen that the organization has no proper leader to guide the employees in the right direction. Leadership has a vital role in moulding the minds of the employees so that they can perform well in their respective fields of work. The weakness in the job role is the result of lack of leadership in the organization i.e. WA Police (Volkoff & Strong, 2013).

The change management strategies regarding the problems faced by WA Police are to be formulated in the light of the problems faced by the organizations. The policies and strategies that are to be developed for mitigating the gap and problems occurred in the organization are to be formulated by the human resource manager and the change agents. The strategies must incorporate the effect of resistance, culture, internal politics and leadership. In the above section, it is described that the four elements have a significant impact in the implementation of change management in the organization (Singh, 2013). However, it can be said that the internal politics and organizational culture are considered as the hard elements. On the other hand, resistance, culture and leadership are considered as the soft elements.

Recommended changes

The change programmes are to be developed with the help of the strategic managers of the company by coordinating with the different operational managers of the departments present in WA Police. The element of leadership is most important in this aspect. The role of leadership is important so that the leaders of the organization must practice participative leadership so that each issue of WA Police are to be addressed in a proper manner (Alshaher, 2013). The change agent along with the senior management of WA police must follow different approaches of the participative leadership in order to develop a change management programmes that is most efficient in nature.

Theory for institutionalising the change

A theoretical framework is important in this phase for institutionalising the change required in WA Police. By using other theoretical models, the problems are identified by the new change agent in the organization. It is seen that the change agent uses the ADKAR model in order to find the problems faced by the organization in its organizational level. The theoretical models that can be implemented in this perspective of change is McKinsey’s 7s framework. The framework consists of seven elements such as shared values, strategy, structure, systems, staff, skills and style. The three elements of strategy, structure and systems are known as hard elements. On the other hand, shared values, staffs, styles and skills are known as soft elements (Singh, 2013).

Skills include the capabilities and expertise of the employees of WA Police who will be associated in developing programs of change management. Staffs are the total number of employee base in the organization. Style is referred to the leadership style practiced by the senior management of WA Police along with the change agents. It is important to change the organizational culture and the different types of the structures that are causing resistances to the implementation of the change management strategies (Alshaher, 2013).

The hard element of strategy will be implemented in the different areas of operations in the operational departments of the WA Police. Organizational structure is important in terms of implementation of strategies. The systems of the organization in this context are recognized as the hindrances that need to be changed by the change management programmes (Benn, Dunphy & Griffiths, 2014).

It can be said that the organization have a weak organizational structure. It is the reason of least communication among the employees of the WA Police. Apart from that, it can be said that the senior management of the organizations are least bothered about the rewards and recognitions of their employees. However, the middle level management of the company are also not responsible for maintaining the daily responsibilities properly. Hence, it can be recommended that the change agent must focus on the hard elements of McKinsey’s 7S framework especially in the part of the hard elements mostly. By focusing the hard elements of the theoretical model, the soft elements can be developed (Volkoff & Strong, 2013). It will help in formulation of proper strategies that will mitigate the problems faced by WA Police.

Measuring progress

Formulation of strategy and its implementation in the organizational perspective is not the end of the situation. It is very important to measure the success of the strategy. Measurement of the success is essential so that they can provide the required results in time. However, it can be said that the measures of the strategies and the change management programs are measured in groups. It is an easier method so that they can provide the feedback to the employees so that they can improve in their fields of work (Anderson, 2013).

Third Group Member Task:

In case the WA Police intends to sustain itself in the future, it must start implementing changes, so as to combat the weak areas within the organization. However, any form of change does not happen overnight, and consequently, an organization is required to select the most effective diagnostic model that can help the organization in implementing change (Burten & Obel, 2015). After analyzing the effectiveness of a variety of diagnostic models the STAR Model is being chosen for the purpose of implementing change in the WA Police organization.

It has been observed that the major issue with the organization named WA Police is that the employees suffer from an incredibly high work pressure that ends up demotivating the employees. More importantly, these employees do not have a clear concept about what their job role is, and consequently they often neglect and ignore duties which are being assigned to them. Seen in the light of this problem, the STAR Model is the most suitable one.

 

Figure 1: The Star Model

Source: (Daft, 2015)

As seen from the above diagram, Strategy plays a vital role in case of the Star Model. As a result, the strategy helps to specify the goals and the objectives of the proposed change, and hence it helps in raising the awareness of the employees. As and when the employees are being made aware of the scope of the proposed change, they actively participate in the proposed change. The organization should communicate its mission and vision statements to the employees, and set up immediate goals to be achieved by the employees by the end of a target period. Since the company faces much problem with job role allocation, a well-communicated strategy will help in solving the problem.

Next, the organizational process will ensure a flow of information between the management authority of the organization and the employees of the respective departments. This will help in aligning the goals and objectives of the organization with the personal interest of the employees. This helps the management authority assume an active role in the process of implementing the change. In case the management authority thrust the change on the employees (GalbRaith, 2014). they may dismiss the importance of implementing the change, owing to the huge workload. Since the lack of feedback is already a problem with the employees of the organization, it is highly important that the managers interact and communicate with the employees. 

Again, Rewards also form an integral part of the Star Model, and that is one of the chief reasons why the Star Model is being chosen. As it has been observed, unbalanced workload is indeed a huge problem within the organization, and hence the employees feel de-motivated to perform their tasks in an efficient way. As a result, the introduction of the change has to be accompanied by a method of tempting the employees. Of late, it has been observed that the employees working in WA Police have been losing professional enthusiasm, not only because of the excessive overload, but also due to the striking absence of career development programs. Hence, the reward system, as supported by this model, will help in incentivizing the employees to align their personal goals with the goals and objectives of the organization. It is not advisable here that the organization merely revises its pay structure, increases the salary or offers promotions, but rather it should also adopt more innovative reward strategies (Lomi et al., 2015). The organization should introduce career development programs, offer training sessions and organize career developing seminars and workshops at regular intervals. Besides, the organization should introduce recognition rendering programs, whereby an employee showing outstanding dedication to the organization, will be recognized. Above all, the flexibility of the job schedule will also help in motivating the employees.

Besides, the Human Resource management also forms an important part of the model, and hence the it calls for the need of effective recruitment and promotional policy as well as efficient allocation of job roles to the employees, based on the skills and the professional expertise of the employees.

However, it should be noted here that different organizations require the application of different diagnostic models, and accordingly the Star Model has been deemed to be the best one for the above organization. In the recent days, process, rewards and people have become the most important components, and hence the WA Police must ensure that it does not ignore the importance of any of the five components of the model.

Reference List:

Alshaher, A. A. F. (2013). The McKinsey 7S model framework for e-learning system readiness assessment. International Journal of Advances in Engineering & Technology, 6(5), 1948.

Anderson, D. L. (2013). Organization development: The process of leading organizational change. Sage Publications.

Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.

Burton, R. M., Obel, B., & Håkonsson, D. D. (2015). Organizational design: A step-by-step approach. Cambridge University Press.

Burton, R. M., Obel, B., & Håkonsson, D. D. (2015). Organizational design: A step-by-step approach. Cambridge University Press.

Daft, R. L. (2015). Organization theory and design. Cengage Learning.

GalbRaith, J. R. (2014). Organizational design challenges resulting from big data. Journal of Organization Design, 3(1), 2-13.

Singh, A. (2013). A study of role of McKinsey’s 7S framework in achieving organizational excellence. Organization Development Journal, 31(3), 39.

Volkoff, O., & Strong, D. M. (2013). Critical Realism and Affordances: Theorizing IT-Associated Organizational Change Processes. Mis Quarterly, 37(3), 819-834.