The employees in the organization may be positively affected as variety of tasks and increased skills would result in providing major job satisfaction to the individuals. The flexibility received due to the multi tasking of the jobs would lead to enhance the workers skills (Helfat and Martin 2015). The career opportunities of the employees would also be enhanced. As multi taking would help in increasing the decision-making skills of the employees.
Apart from the benefits received by the individuals, the organization is also receives major benefits especially Ryan’s department. The multi-skilled staff helps in increasing the productivity of the organization. In the organization if multi-skilled staff is present, it will improve the recruitment and retention within the organization due to higher levels of job satisfaction. Moreover, the staff morale will also be positively increased due to the increase in the organization effectiveness.
The employee’s major concerns would be to take more responsibility due to the prevalence of multitasking in the organization. It would affect the productivity rate, if they are not focused and the employee would lead to perform poorly in their performances (Hornstein 2015). It would be quiet difficult for the employees to adapt to the desired changes present within the organization. To ensure proper efficiency and quality management within the organization Ryan should ensure that the change bought in the organization should be adaptable by the organization. He should develop scenarios that would show the relevance of the adopted change in the future. The change made would result in the increasing in efficiency of the individuals (Serra and Kunc 2015).
The workers or individuals will initially resist the change provided in the organization (Ostrom et al 2015). Therefore it would be quiet challenging for Ryan to adopt the organization. Ryan should create a sense of urgency in the organization by identifying the potential threats and examining the organizational opportunities that can be exploited. Ryan should engage in giving convincing and dynamic reasons to make the employees more able to understand the importance of multitasking to know the benefits of increased efficiency and flexibility within the organization. Ryan should create efficient strategy to execute the desired vision. Furthermore, he should efficiently communicate the vision with the employees to efficiently execute the desired change.
If I would be the manager and coach Ryan then first of all I would like to plan, introduce and manage the organization by setting goals and clear vision. I would understand the need for required change in the organization. The change to be implemented should be made through small adjustments and strategic initiatives. The change management strategy includes situational awareness, supporting structure and strategy analysis. Organizational changes to be made, whether large or small should be communicated with the employees efficiently as it affects the performance of the employees and their jobs. Through multitasking Ryan wants to change the working process of the employees. Once the change is planned, it is very crucial to have an efficient communication about the implementation of change. They should be more systematic and structured. Moreover, proper training and coaching plan should also motivate the employees to multitasking. Proper and adequate strategy would lead to effective change management as well as project success.
The hall’s hierarchy of change provides the methods to assess the seven different stages of concern that exist within an organization after implementing any change. The first stage is awareness, in which the employees are not concerned about the change made by the head in the organization (Purce 2014). The next stage is informational, in which the individuals in the organization wants to know about the change. Then is the personal stage, where employees think how they are going to be affected if the change takes place within the organization (Helfat and Peteraf 2015). The employees present in Wendy’s organization are just concerned about themselves and stuck in the personal stage. They are not interested for the next steps that would concern their management, collaboration and refocusing in the organization. Wendy should plan an efficient strategy to show her clarity of vision and profits that would be attained by the organization in future. The employees could resist change due to various reasons like uncertainty, fear of job loss or lack of trust. Wendy should communicate with the employees to encourage them to participate for the desired changes. Moreover, change should not be made all at once but Wendy should prepare for the desired changes. Wendy should take necessary actions for the desired changes and make a proper plan for managing the change. Lastly, Wendy should support the change as well as assure that everything is going smoothly according to the plan.
Wendy should invite her team to participate and engage in the designing of desired changes in the organization. Communicating the desired changes in the organization with the employees would help in achieving the desired changes more smoothly. The resistance to change is minimized if the plan is communicated with the employees as it helps in creating trust within the organization (Camisón and Villar-López 2014). This helps in supporting the work environment prior making the changes in the organization. An organization-wide feedback and the loop for improvement should be created for the desired change. The employees should also be encouraged to contribute in the change management (Hubbard, Rice and Galvin 2014). Moreover, their viewpoints should also be listened empathetically to create mutual trust.
Bruce is determine on not to accommodate with the revised team- based process and continuously set to resist the team-based processes made by Wendy. Wendy should overcome the barrier by creating an efficient change management communication plan. Wendy should explain the values and benefits to Bruce and emphasize on the importance of the desired change. The relevance of team-based approach if applied should be made clear to Bruce and the importance of achieving the desired change should also be emphasized.
The change management strategy including the cost benefit, risk and mitigation analysis should be implemented by knowing the present position of the organization (Bowen 2016). The current situation should be first analyzed and the time available for the significant change should also be effectively made. Wendy should exercise authority depending on the seriousness of the need for making the change. The employees should adhere to the new processes and standards. The changes made should be Industry relevant and should ensure to gain competitive advantage. Through effective communication the changes can be easily made and would result in maximizing the productivity and efficiency within the organization (Martínez-Jurado and Moyano-Fuentes 2014).
In the era of rapid globalization, it is really important for the organization to upgrade its operational activities to achieve maximum profitability. Ace marketing is still stuck with the traditional computer based technology. The company should plan to install advanced technology for improving their contact management and sales processing system within the organization. Technology in workplace currently is no longer a luxury but necessity. Organization without installing technological savvy is more likely to fail. Ace marketing should make their business more efficient as it would be easier to track the employee’s performance. The tedious tasks that once needed long hours to be performed can now be easily completed within few hours (Too and Weaver 2014). To gain competitive advantage is the major requirement nowadays for the organization to implement new or innovative change strategy in the organization.
Online sales tools and using digital marketing enhance the growth of the corporation and promote rapid increase in the productivity of the organization (Smith 2014). The communication process becomes more effective both within the internal and external business environment. Modern spreadsheets such as Excel helps accuracy and accounting programs like QuickBooks allow adequately keeping the inventory, maintaining and recording sales (Bauer and Matzler 2014). Moreover, the updated technology helps in managing the pay bills and handle payrolls.
10 network – ready PC’s with the supporting software @ $ 2450 each = $24500
1 server @ $3,500 each= $3500
3 printers @ $ 1,200 each= $ 3,600
Cabling and Installation= $4,600
Sales support software= $15,000
Total costs for computer equipment = $51,200
Computer training for 8 people @ $400 each= 3,200
Keyboard skills for 8 people @ $ 400 each= $ 3,200
Sales Support System for 12 people @ $700 each= $8,400
Total training costs= $14,800
Lost time for 40 man per day @ $200 each day= $8,000
Lost in sales due to disruptions= $20,000
Lost sales due to inefficiency in 1st month= $ 20,000
Therefore, total cost= $ 48,000
Overall expense= $ 51,200 + $14,800 + $48,000= $1, 14,000
Tripling of mail shot capacity= $40,000
Ability to sustain campaign for telesales= $20,000
Improved efficiency and reliability= $50,000
Improved customer service= $30,000
Improved accuracy for adequate information to customer= $10,000
Ability to manage sales effort= $ 30,000
Therefore, total benefits required= $1, 80,000
After implementing the cost benefit analysis, it is estimated that the benefit achieved is more than the overall expenses or costs made to create the necessary changes in the Ace marketing. Overall expenses made to implement the computer system is $51,200, while the total training costs is $14,800 and the other costs are $48,000 so the total cost amount to $1,14,000. While the benefits that will be achieved after implementing the computer system in the organization will be $1, 80,000 in a year. The benefits availed by the organization in a year will provide more profit to the organization in a year than a one- time investment in the computer software. The company should definitely introduce the new and advanced computer based contact management as well as sales processing system within the organization.
Organizational change management is essential and systematic approach that leads to large scale change in the organization that is from process, structure, culture as well as the human capital. Firstly, the needs and reasons required to make the changes should be clearly defined. Both the internal and external stakeholders need to be clearly informed about the business change (Teece 2014). Next, the scope should determine the policies, procedures and job roles for the people within the organization. The benefits achieved by the employees should be clarified so that they can support the changes rather than resisting it. Lastly, the most vital step is to create a communication plan for the change management. The communication made should be regular and consistent. The communication plan for the employees should adequately explain the desired change to the management by defining the reason for change (Kramar 2014). Moreover, the benefits of adopting the advanced technology in the organization should be provided to the stakeholder’s t keep them updated about the progress.
References:
Bauer, F. and Matzler, K., 2014. Antecedents of M&A success: The role of strategic complementarity, cultural fit, and degree and speed of integration. Strategic management journal, 35(2), pp.269-291.
Bowen, D.E., 2016. The changing role of employees in service theory and practice: An interdisciplinary view. Human Resource Management Review, 26(1), pp.4-13.
Camisón, C. and Villar-López, A., 2014. Organizational innovation as an enabler of technological innovation capabilities and firm performance. Journal of business research, 67(1), pp.2891-2902.
Helfat, C.E. and Martin, J.A., 2015. Dynamic managerial capabilities: Review and assessment of managerial impact on strategic change. Journal of Management, 41(5), pp.1281-1312.
Helfat, C.E. and Peteraf, M.A., 2015. Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), pp.831-850.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Hubbard, G., Rice, J. and Galvin, P., 2014. Strategic management. Pearson Australia.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), pp.1069-1089.
Martínez-Jurado, P.J. and Moyano-Fuentes, J., 2014. Lean management, supply chain management and sustainability: a literature review. Journal of Cleaner Production, 85, pp.134-150.
Ostrom, A.L., Parasuraman, A., Bowen, D.E., Patricio, L. and Voss, C.A., 2015. Service research priorities in a rapidly changing context. Journal of Service Research, 18(2), pp.127-159.
Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.
Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on project success and on the execution of business strategies. International Journal of Project Management, 33(1), pp.53-66.
Smith, W.K., 2014. Dynamic decision making: A model of senior leaders managing strategic paradoxes. Academy of Management Journal, 57(6), pp.1592-1623.
Teece, D.J., 2014. The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. The Academy of Management Perspectives, 28(4), pp.328-352.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
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