Change management

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Organizational Change is the adoption of a new idea or behavior by an organization. The organization may have modified its corporate culture, implemented new organizational structures, recruited employees with new skills or developed different work practices. 2. A. To be proactive it means to initiate change rather than simply react to events, whereas to be reactive is to wait for a change to occur and then respond to it. B.

The advantages of being proactive rather than reactive is that by being proactive, management is open for innovation and expansion as they are quick to implement positive change, and they are able to do so effectively, whereas reactive organizations do not have enough time to implement change due to waiting for change. 3. It is important for Loss to embrace management and adapt to change as it allows organizations to have the potential to be more efficient and productive by accepting and adapting to any change that is desired without Jeopardizing the norm work routine. . Driving forces are factors that work to support the organizational change that is sired, such as laws and positive corporate culture, whereas restraining forces are factors that work against the desired change; this may be the costs of the change or the lack of time to implement change. A. Corporate Culture: If the corporate culture of an organization was positive and accepting, this would be a driving force for the organization’s desired change as it this the corporate culture is willing to support management. B.

Customers: As the customer is an important stakeholder to businesses, if the customer’s trend or preferences supports the organizations desired change then this s a driving force. Lingo’s community of customers were concerned about Lingo’s carbon footprint and were increased their awareness in “green” issues. C. Social Forces: 5. Restraining forces are those that resist or work against change. The main reasons for resistance to change is the fear of possible outcomes such as a decrease in Job security or forces that complicate the change such as the cost of the change or the time available for change.

For example Lingo’s desired change included flattening the organization structure, employees may have resisted this change due to the fear f losing their Job; to implement the “Greenfly” policy a result of short term high costs wool a nave occurred suns as ten Patton AT a meet tracking system Ana a tire pressure monitoring program, which increased their production costs. 6. A. Management researcher, John Cotter identifies an eight step model for making effective change within an organization. The aim is to obtain support for the change and to minimize resistance.

Cotta= Response to a driving force b. 1. Create urgency for change: Linton is required to make a change to their carbon output and waste as there has been an increase in awareness for environment sustainability by the community. Linton has been questioned by their American customers about their carbon footprint. If Linton does not successfully implement “Green fox” this may lead to a decrease in sales and overall profit because customers will be discouraged to buy their services as Linton is harming the environment and working against the community trend.

If the “Greenfly” policy was to be implemented this may improve Lingo’s corporate image and cut petrol costs leading to an increase in business competitiveness. Identify the crisis, change and potential opportunities. 2. Create a team: The entire board and management will be working as a team along with the employees to implement “Green fox” as they not only will be heavily reducing their carbon output during work hours but employees will be given many resources to educate them about reducing their overall everyday carbon output as a team. Identify those who will be involved to implement the change. . Create a Vision: Linton aims to become more environmentally friendly overall. Linton developed a strategic plan for 2008-11 periods known as “Green fox”; this program was designed to cut Lingo’s greenhouse gas emissions by 15% of its 006-2007 levels and to change the corporate culture in regards to corporate sustainability. Identify the overall goal and how they are doing it 4. Communicate Vision: Senior management need to meet its staff to discuss the changes and clearly communicate how it will impact on them and how the company intends to support staff during the change process.

If stakeholders know why the change is necessary, and the benefits that will follow the change then those stakeholders are much more likely to accept and embrace the change. Identify how the organization communicates the change to its employees. . Remove Obstacles: Linton strive to support employees in the implementation of the change as through the change process they provided many training programs such as the “CEO Driver Training” program.

Linton also implemented new technology to their everyday operations such as the carbon-mapping software, to improve their operation’s efficiency and effectiveness. Identify how the organization supports its employees. 6. Recognize and Reward: Linton drivers whom complete the “CEO Driver Training” will be rewarded and recognized for their efforts with a badge to wear on their uniform, lat many Decoding recognizes as majordomos won go to cocoons on ten local community to talk about climate change. 7. Build on Change: Management needs to build on initial change by communicating progress made so far.

This was evident as after their evaluation of their change progress it was revealed to all, that Linton in 2008-2009 reduced its total energy use by 16% and their 40% in increased production growth. Linton aims to continue the trend. 8. Create a new Corporate Culture: A new corporate culture was built in Linton as throughout the change progress all employees were educated and trained on how to crease their overall everyday energy use from various resources, this meant that the beliefs towards energy used were altered and more positive and will continue to be so. Linton plan to increase communication between management and employees to identify initiatives for “Greenfly” will only be practical if management were to flatten the management structure and to implement a participative management style to encourage employee input and decision making power leading to an increase in employee confidence in accepting, adapting and embracing the change.

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