Question:
Case study on Organisational Change.
The idea of Organizational change can be described as a process with which an organization alters its composition, approaches, operational techniques and technologies. As opined by Kuipers et al. (2014), organizations face a number of issues regarding its operation and culture which affect the overall performance of the organization. Here in the given case, the organization is facing a verity of issues, which are being instrumental in introducing organizational change for the better performance.
According to the force field theory of Kurt Lewin, there are a number of issues, which drive and restrict the organizational change initiatives. Now in the given case, there are also a number of forces playing for as well as against the organizational changes. Here the internal driving forces are the lack of fund, the HR management pattern, the lack of technological efficiency, the lack in the operation management etc. The lack of co-ordination with other organizations and legal issues can also be identified as the external driving forces. As discussed in the field force theory, these driving forces are coercing “Ecology Matters” to disrupt the equilibrium and introduce organizational change. As opined by Parker (2013), these issues are being helpful in de-freezing the status quo and introducing the movement stage. Moreover, driving forces will also be helpful in introducing and establishing the eight steps of the change model of Kotter.
On the other hand, as discussed by Quinn et al. (2012), according to the Kotter’s model there are some resisting forces of any change initiatives in an organization. In the eight consecutive steps, these resisting forces work as the restrictive powers. In the given case, in the second steps of creating coalition the engineer, the volunteer co-coordinator, the accountant etc. can become the resisting forces. These will restrict the creation of powerful coalition and disrupt the change initiative (Mishra, 2013). According to this same model, in the seventh stage of consolidating improvements and producing change, the lack of funding and the resisting force of the employee lack of motivation will upset change initiative. These resisting forces will also act as the resisting force in implementation the final stage of institutionalization of that change (Quinn et al., 2012).
Kurt Lewin’s change model talks about the force field analysis. As opined by Burnes and Cooke (2013), Kurt Lewin’s change model describes three different consecutive stages for change. In the context of the provided case study, the probable course of actions can be scrutinized under the light of this particular change model.
As opined by Swanson and Creed (2014), according to the change model of Kurt Lewin, a number of forces work as the driving forces for change. These factors help in introducing change within the organization. Now in the given context, when John will introduce some change agents he will gain some advantages. These are:
The change initiatives may create a sense of being valued by some of the members and they may become more involved in the change management. As discussed in the change model of Lewin this can be considered as the driving forces for change. As opined by Payne (2013), in the first stage of “unfreezing” the status quo, the increased level of motivation for change can become a driving force for the successful implementation of the “movement” and “refreezing” stage. According to the change model of Lewin, de freezing can be described as has to challenge the set beliefs and values; those are being responsible for the current problems of the organization. On the other hand, refreezing is making the changed pattern of operation sustainable. If John makes his people know about the decision of organizational, change and motivate them to understand and accept it. It will work as driving force in both the de freezing as well as the refreezing stage (Van der Voet, 2014).
One of the major advantages of introducing change can be the betterment in the monitory and the performance level of “Ecology Matters”. As discussed by Bartunek and Woodman (2015), according to the Kurt Lewin change model in the second stage of change, i.e. movement the change initiatives take place. In this stage, with the help of the organizational change the companies start to enjoy betterment in every field. Therefore, it can easily be imagined that by introducing the change initiatives, John will also have such advantage.
The probable change agents may also cause some disadvantages. As described by Hayes (2014) the change model of Kurt Lewin identifies a number issues as the resisting forces for change. These issues restrict the change initiative and hamper the stages of change management.
As discussed by Cameron and Green, (2015), according to the force field theory, the insecurity among the employees works as a resisting force in unfreezing the status quo. The members of the organization may be tensed and feel insecure. This may lead to the loss of funding source and strength of operation. This may resist John to introduce the change in the hierarchal pattern in the organization.
The introduction of change agent may cause a significant loss in the funding. As opined by By et al. (2012), according to the change model of Lewin, this will work as the organizational resisting force for change. The second stage of Lewin’s change model is “movement”. Now this loss of fund will negatively affect this stage. As discussed in the change model of Kurt Lewin, in this stage, the employees may face issues like rumor and loss of faith. Thus, it may also cause resistance in the change initiatives.
If John introduces change agents, it may also cause role conflict among the employees. As opined by Booth (2015), during the process of change management, the organizations face issues like role conflict. It works as the resisting force of change. As opined by Parker (2013), according to the Kurt Lewin’s change management theory, during the movement stage, the companies face such issues. It can be considered as a resisting force according to the force field theory.
In the given case, some of the working members will support and some others will resist the change initiative.
The volunteers:
As they are facing issues with the volunteer coordinator, they will support the change in the organizational structure and the working environment of the NGO. To engage them in this initiative John can introduce the strategy of communication. It will make them realize that the organization is honestly trying to eliminate their problems.
The chairperson:
As the change model does not have much threat to his power, rather it has the potentiality to introduce positive change; the director will be helpful in this Regard. To obtain his support, communication and negotiation can be done with him.
The professionals of other NGOs:
In the given context, John may find some of the NGO professionals as the supporters of the change initiatives. As the organization is facing the issue of low coordination and imitative actions, it may be affecting their operations. On the other hand, this probability of increased level of professional competence can also motivate them to support the change management.
The accountant:
As with the changed model, the accountant has to perform changed job role with increased responsibility. It will cause him a sense of overburdened and insecurity. Now to gather his support, John can make extensive communication, negotiation with him. The stress management process can also be introduced to obtain his support.
The volunteer coordinator:
As she will face lack of power and lose of control, it may lead to stress and dissatisfaction. In the given context, her dissatisfaction can cause John a huge loss in the fund generation. Hence, for obtaining her support John has to communicate with her and make her understand the necessity of the change initiatives. In addition to this, negotiation regarding her power can also be done.
The office administrator:
As he is performing poorly, the change initiative may create a stress and lack of motivation within him. By providing training, his support can be gathered.
As he is lacking the desired competency and performance level, the change management may create a threat to his job role and make him feel insecure. To deal with his resistance, training and motivational session can be arranged. Moreover, by regulatory coercion, his support can also be achieved.
As opined by Parker (2013), with the help of the action research approach, a guided action plan can be executed for the organizational development. In the context of the given case study, it may be developed as followed:
Diagnosis:
In the given context, the “Ecology Matters” is facing various issues. Firstly, without the registration, it is facing loss of funding. The lack of strong organizational constitution, documentation efforts and working guidelines are affecting the performance and working environment of the organization negatively (Swanson & Creed, 2014). On the other hand, the behavioral and leadership issues among the members are affecting the performance. Lack of co-ordination with other organizations is also affecting the reputation. In addition to this, the lack of managerial as well as the technological inefficiency is negatively affecting the organization and the future growth initiatives. These can be identified as issues which has to be addressed with change management.
Action planning:
Registration has to be done with Charities Commission.
Regular documentation of every action has to be done.
New constitution and structured regulations has to be laid down.
Close communication and coordination has to be developed with other NGOs.
Managerial as well as technological trainings have to be provided to the workers.
An assistant under the volunteer coordinator has to be appointed, who will be in the direct contact of the volunteers and the volunteer coordinator will not be directly monitoring the volunteers.
Positive reinforcement has to be provided to the volunteers to encourage the involvement.
It can be predicted that by providing the credible documents as a proof of registration of the organization, it will be able to gain the confidence of the donors and collect the required funds. The documentation of the actions will provide the organization the required status of charitable organization. In addition to this, it can be predicted that the new constitution and structured regulations will be able to constitute a better working environment. Moreover, the increased communication with the other NGOs will be helpful in eliminating the bad reputation of the organization, as well as increased performance and better accessibility of the funding sources. It can be predicted that with the help of the employee training, a better efficiency will be achieved and it will also be helpful in realizing John’s plan of opening a profit making company. It can be predicted that by reorganizing the job role of the volunteer coordinator and new appointment will be helpful in obtaining a better assistance from the volunteers. Last but not the least, it can be forecasted that the implementation of the strategy of positive reinforcement like, provide honorarium, certificates, appreciation record etc. will be helpful in acquiring better involvement from the volunteers’ end.
Now, for stabilizing this change, “Ecology Matters” has to communicate extensively to make the members prepare, accept and understand the urgency of change. It will decrease the uncertainty and consumed time for the change. Training will also be helpful in breaking the old routines and learning the new working criterion. For stabilizing the change process, employee involvement has to be ensured (Kuipers et al., 2014). Stress generated from the change model has to be managed by communication, motivation and training. Negotiation has to be done with the employees who are losing their power and coercion has to be used for those who will break the new set regulations. Thus, by applying these strategies, the change management can be stabilized (Burnes & Cooke, 2013).
Conclusion:
Organizational change can be unremitting or take place for distinct periods-of-time. Here, in the given case, John has to introduce a number of significant changes in the organization. It will help him to be operational in the long run and realize his dream of establishing a new profit making set up. Hence, in can be concluded that with the help of the change initiative a company or organization can obtain a better performance level.
References:
Bartunek, J. M., & Woodman, R. W. (2015). Beyond Lewin: toward a temporal approximation of organization development and change.
Booth, S. A. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge.
Burnes, B., & Cooke, B. (2013). Kurt Lewin’s Field Theory: A Review and Reâ€Âevaluation. International journal of management reviews, 15(4), 408-425.
By, R. T., Burnes, B., & Oswick, C. (2012). Change management: Leadership, values and ethics. Journal of Change Management, 12(1), 1-5.
Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public Administration, 92(1), 1-20.
Mishra, S. (2013). Relevance of Kotter’s Model for Change in Successfully Implementing Lean. In Advances in Production Management Systems. Sustainable Production and Service Supply Chains (pp. 540-547). Springer Berlin Heidelberg.
Parker, G. C. (2013). A Force-Field Analysis on the Organizational Landscape Influencing Presidential Decision-Making at Small, Private, Liberal Arts Colleges in Iowa (Doctoral dissertation).
Payne, S. (2013). The Implementation of electronic clinical documentation using Lewin’s change management theory. Canadian Journal of Nursing Informatics, 8(1-2).
Phillips, S. W. (2013). Using Volunteers in Policing: A Force Field Analysis of American Supervisors. The Police Journal, 86(4), 289-306.
Quinn, D., Amer, Y., Lonie, A., Blackmore, K., Thompson, L., & Pettigrove, M. (2012). Leading change: Applying change management approaches to engage students in blended learning. Australasian Journal of Educational Technology, 28(1), 16-29.
Swanson, D. J., & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of change management, 14(1), 28-47.
Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382.
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