A Strategy for Organizational Change

A Strategy for Organizational Change
The situation of AB Organisation is very complex and difficult, due to the unstable situation given in the external environment and in the internal structure of the company. The first step that the new Managing Director of the AB Organisation must take is to analyse the past and present situation of the company, to know the reasons of the situation nowadays. Through the swot (Strengths, Weaknesses, Opportunities and Threats) analyse and the pestel (Political, Economic, Sociocultural, Technological, Environmental and Legal) framework the company will know their own strengths and weaknesses, the needs of their customers and nature of the environment in which they operate. But this two methods shouldn?t be applicated just when they are in trouble, it should be done constantly in the life of the company, so they can see the options and opportunities open to them.
1 The swot analysis facilitates to the Manager the identification of the internal and external issues they have to take into account for understanding the context in which the company operates. It also helps to pull out the key issues the Manager have to make choices and to identify some risks involved.2 The pestel framework is used to identify and understand the main external environmental factors which affect the company. To collect and discuss information of the organisations context, the company will need a wide range of people, from managers to workers. After having collected all this data, the Management of the company has the task of making sense of this information. This means to understand, interpret and explain the organisational world of the past, present and future. This will make it possible for the company to focus their attention on certain issues they consider crucial, and to be proactive and not to react on situations.3 Nevertheless, all this actions are based on the majority of the past and present circumstances of the company, so we have to concentrate now on the future and goals of the company. This will be reached by visioning techniques and scenario building, so we could create different organisational realities and select the most favourable for the company. To apply this vision in the company, we have to use a changing program or strategy. Due to the situation of the AB Organisation company we consider that the best strategy for change is the Four Phase Model of planned change of Bullock and Batten(1985). This strategy will describes Planned change through two major dimensions: change phase and change process. So we are going to follow 4 steps in our change program, to change the present situation of AB Organisation.4 The first phase consist in explore and decide if we want to realise changes in the AB Organisational company. Due to the situation of the company with its under-performing and counterproductive Management, and the change of the industry, we consider absolutely necessary to put in practice a radical change. Our first task is to plan the changes. For this first step we are going to need an impartial part in this process, which has no interests and power in the company; this consultant/facilitator will help us to implement and plan the changes. To define the responsibilities of each part we have to we have to establish a contract with the outside assistance.5 The second step, Planning Phase, consists in understanding the problem of the organisation. We have to collect information of the company to reach a correct diagnosis of the problem, thus we are going to use the two methods stated earlier: swot and pestel. Based on the information we have to establish the goals of the process, and how we are going to achieve this goals, and also we have to convince the decision makers to approve our change strategy.6 Through the third step, Action Phase, we are going to put in practise our strategy. What we are going to do is implement our change strategy, thus we can achieve our desired organisational situation.7 The Management has to do the appropriate moves and motivate the support of the changing process. And of course we have to control all the process to prevent possible deviations. And finally the fourth step, Integration Phase, starts when the changes has been implemented successfully. The main goal of this step is to make the changes a normal part in organisational life. We have to realise a constant training of employees and managers to control changes constantly and improve them if necessary.8 During the change process we will distribute power and resources in relation of the needs of the organisation and not sectional interests, to reach the benefit of the company and not particular expectations. The team involved in the change process has to state clearly the assessment, his objectives, timescale, and the people who should be consulted and involved; and also agree the authority and responsibility for the changing process before the assessment begins. The people involved should be representatives from all areas, change specialist, specialist staff. The organisational change has to involve and take into account all parts of the company due to that a change must be a collective task in which all parts of the company are affected and must participate. One of the main tasks of the Managing Director is to gain the commitment and support of the key people and groups who are indispensable for the process. But another important point is to convince the staff of the necessity of change and that they accept the new arrangement, this would be the involvement strategy of the AB Organisation. The uncertainty for the staff is very contra-productive, because people have to know for what and why they work. So we have to install a communication process, to involve the staff in the change process and create discussions and debates about the change process.

A Strategy for Organizational Change 7 of 10 on the basis of 1766 Review.