This weeks Key Concept Exercise requires

Collaboration: Implementing the change management plan The intent of this weeks Collaboration is to have you review the lessons learned from the Key Concept Exercise. This weeks Key Concept Exercise requires you to prepare an operational level response to the demands of change initiative implementation, contextualised to a specific case study situation. The intent of this weeks Collaboration is to have you review the lessons learned from what both you and your classmates have written in your initial responses to that situation, and to evaluate the extent to which those lessons learned might be applicable to your own workplace environments. To prepare for this Collaboration: Review the Required Learning Resources and your Key Concept Exercise from Week 5. Compare your own initial response to the Key Concept Exercise with those submitted by classmates. Identify what you believe to be the most important lessons learned from this case study exercise and think about the extent to which you might be able to use those lessons in your own employment situation. Extending the discussion into new areas of interest that are relevant to the key concept of Implementing the change management plan Supporting, refuting or expanding upon a classmates response to the Pemancar case study Offering suggestions for ways in which the lessons learned from the Pemancar case study could be used to the benefit of your own and classmates workplace conditions Ensure that you spread your collaboration posts across at least three separate days of each week. This will help maximise the value of your collaboration with classmates and serve to meet the learning objectives for each activity. To access the Collaboration Forum, click on the Week 5 Collaboration Forum link. Student 1 RE: Week 5 Collaboration COLLAPSE Top of Form Pemancar stands for a huge organizational change (OC) after the acquisition by Nova. In order to implement the changes, the existing problems that are related to the failure of achieving the goals must be identified, but also, there must be a way found to keep employees motivated and their morale high (Abdullah & Siti-Nabiha, 2012). An essential tool in organizational success is strategic leadership, which helps with the cooperation between the different systems in order to work together to realize the strategic intention. Managers involved in OC must learn how strategic leadership works because organizations nowadays operate in a dynamic environment (Riwo-Abudho, Njanja, & Ochieng, 2012). Under the old management, the responsibility and ownership under the employees were lacking, which resulted in pushing and instructing the people to do what they have to do. The philosophy of Pemancar is that customers, quality, excellence, shareholders, employees, services and safety must always be the priority. The values that every employee must know and use are sincerity, trust, openness, realization and mutual dependence (Abdullah & Siti-Nabiha, 2012). The philosophy of Pemancar is also a philosophy the hospital, I work, uses. Especially excellence and quality are of paramount importance, without these two, the rest does not matter. Without quality and excellence, patients, shareholders and employees will never be satisfied. Under the old management, Pemancar was satisfied if they could reach a satisfactory performance of 90%, while under the new management this wasnt acceptable. I can relate this to my work in the hospital. We have set key performance indicators (KPI) with a certain benchmark we want to reach on a monthly basis. If we dont reach this benchmark, we will do everything to reach it the next month. One of the things we use is continuous improvement (CI) projects, the identification and recommendation of lean process improvements. If these projects lead to the improvement of healthcare quality, it is a success (Stelson et al, 2017). It is clear that the revolutionary change Nova wants to implement, puts the organization in a challenge, there the organization is shaken through to intense and significant changes (Nasim & Sushil, 2011). Managing change is steadfastly managing paradoxes and there are several approaches considered and proposed in order to handle these paradoxes, solving, embracing, patching and balancing. Using the or-or approach to solving paradoxes is an attractive idea but goes against being a statement (Nasim & Sushil, 2011). Dualities, contradictions and paradox are the elements that contribute to organizational change. Differences could be overcome with ambiguity. However, a duality for one can be a paradox for others (Stoltzfus, Stohl & Seibold, 2011). The new management will face several issues when they want to apply the changes, they have in mind. These changes can only be applied when the mindset is changed. Conflicts, planning, setbacks, lack of communication, resistance and failed embrace are some of the issues (Smith, 2018). The leadership pf Danial in Pemancar provides a fast and substantial influence on the organization and it can be a contradiction for employees. It is for Danial the task of giving the employees a good picture of the change and encouraging them to work even harder to make the changes a success. References: Abdullah, Z. & Siti-Nabiha, A.K. (2012) Leadership and change management a case study of Pemancar,Asian Case Research Journal, 16 (1), pp. 115-132. Nasim, S. & Sushil (2011) Revisiting organizational change exploring the paradox of managing continuity and change,Journal of Change Management, 11 (2), pp. 185-206. Riwo-Abudho, M., Njanja, L. & Ochieng, I. (2012) The role of strategic leadership during change,Kenya Journal of Business Management,4 (1), pp. 48-61. Smith, C. (2018).What are the challenges faced during organizational change management?. [online] Change! Change Management News & Tips. Available at:https://change.walkme.com/organizational-change-management/[Accessed 9 February 2019]. Stelson, P., Hille, J., Eseonu, C., & Doolen, T, (2017) What drives continuous improvement project success in healthcare?,International Journal of Health Care Quality Assurance, 30(1), pp.43-57 Stoltzfus, K., Stohl, C. & Seibold, D.R. (2011) Managing organizational change paradoxical problems, solutions, and consequences,Journal of Organizational Change Management, 24 (3), pp. 349-367. Bottom of Form student 2 This weeks work consists of presenting a report on the change of leadership adopted, given the difficulties that Pemancar automotive was facing. Until Danial Tareq joined the organization, under NOVA management, it was evident that the business was under-performing under the former administration (KL Corp), due to the lack of quality of its operations. (Abdullah & Siti-Nabiha, 2012) The table below shows the main differences between the two administrations: Under KL Corporation Under NOVA Reports always late Very prompt 90% reflected a good performance 100% is always expected Lack of details in monthly reports Everything detailed and clinically analysed Very complex and bureaucratic organizational structure Structure that promotes leaner organization Accuracy was not paramount Imperative Weak communication system Stronger communication Disorganized working ways More systematic and strict provide results or leave We cannot deny that Mr. Tareqs job would not be easy, because part of his leadership strategy would have to be the alignment of strategies with the new working conditions. Riwo-Abudho, Njanja & Ochieng, (2012). We should not also rule out the possibility that the main problem lies in the cultural differences between the two administrations, it would cause difficulties for the new manager, since KL Corp was of Japanese origin, which according to Hofsteds cultural dimension, has a high power distance, compared to NOVA (European based), which has low power distance Anastasia (2015), and the sub-problems that may emerge are: behaviour change, changes in organizational structure, information systems (how information will be processed), among others. With the identification of the elements shown in the table, the responsibility of not only being a facilitating agent in the change process, also means that the conduction and success of the same are achieved in, so far as the leader will have the possibility to motivate the followers , keeping them focused on the vision, reinforcing the fact that the changes that will be made, will be necessary to reach the objectives. (Riwo-Abudho, Njanja & Ochieng, 2012). Moreover, Nasim & Sushil (2011) said that, managing change requires balancing paradoxes, and I believe that the new manager will have to adopt an approach that will allow managing the continuity of operations with the changes, simultaneously. To conclude, if Mr. Tareq take into account four (selection separation integration and transcendence) strategies to manage the dualities associated with his change plans, and consistently foster organizational collaboration, will definitely help him. The effectiveness of his management change process may see significant changes in business processes, and this includes: rules; policies and procedures that will be re-aligned for new customers and improve service to current customers. At technological level, it simply refers to how processes will be conducted, in order to increase efficiency in the implementation of change. Finally, human capital, by accurately and assertively communicating the changes that will come, will make employees know exactly what to expect, somewhat removing the uncertainties and fear about the future created by former management. Not forgetting, offering continuous support, additional training for new functions and reinforcing the importance of teamwork. References: Abdullah, Z. & Siti-Nabiha, A. K. (2012) Leadership and change management: A case study of pemancar, Asian Case Research Journal, 16(1), pp. 115132. doi: 10.1142/S0218927512500058. Riwo-Abudho, M., Njanja, L. & Ochieng, I. (2012) The role of strategic leadership during change, Kenya Journal of Business Management, 4 (1), pp. 48-61 Anastasia. (2015). Understanding Cultures & People with Hofstede Dimensions. Available: https://www.cleverism.com/understanding-cultures-people-hofstede-dimensions/. Last accessed 9th Feb 2019. Nasim, S. & Sushil (2011) Revisiting organizational change: exploring the paradox of managing continuity and change, Journal of Change Management, 11 (2), pp. 185-206. doi: 10.1080/14697017.2010.538854 Student 3 Hi all, Please find attached my week 5 KCE. Week 5 Key Concept Exercise: Implementing the change management plan The situation at Pemancar looked bleak when Danial Tareq was appointed in 2007, he assessed the situation where employees were unsure of the future at Pemancar and most were looking for alternative employment options due to the non-achievement of targets (Abdullah and Siti-Nabiha, 2012). Responsibility and ownership in employees were lacking and they were reactive rather than proactive, faced with simultaneous changes and new product specifications and huge stress due to not being able to live up to Novas standard and reach the targeted output with the reduction in staff. The events that contributed to Pemancars operations as per Abdullah and Siti-Nabiha (2012), these were the liberation of the Malaysian economy, the opening of trade barriers through the Asian Free Trade Agreement, which pushed KLCorp to look for a new business partner and the takeover of its technical assistance Japanese counterpart. Pemancar went into agreement then with Nova and could benefit from their product technology and marketing to strengthen its competitiveness in the ASEAN region. After the partnership with Nova, it became very clear all individual details and figures matter whereas before under previous management, they only cared for the bottom line. Staff was cut as staff level and the level of production didnt add up for Nova. Daniel only had one year to live up to Novas standards before further retrenchment or closure will happen. Staff moral were extremely low at the point, as Herzberg (1987) points out leadership is all about guiding employees to want what you want. He goes on to say making the job interesting will assist in employee satisfaction, Adam didnt provide the opportunity for growth and development and motivation surrounding the change for staff which they so badly needed, so Daniel Tareq will have to initiate a pull instead of a push as Herzberg (1987, p. 88) suggest. A possible problem Danial Tareq might have to deal with is that seniority is defined as the length of service for the company and not by knowledge or performance (p. 130). Staff moral were extremely low at the point, achievement and recognition play a huge role with employee satisfaction and Danial will have to help build and adopt a different attitude and behavioral modifications towards the implemented change in the employees. The need for all employees to fully understand the change process, the need to change, how it will be done and what is expected of them as this was not fully communicated under Adams leadership. In my previous firm communication was a big problem, changes happened without proper communication and this makes everyone on edge and unmotivated for the future. By taking on a strategic leadership role, Daniel and all managers involved in the organizational change will become the change facilitators and express their strategic vision to direct organization resources towards the vision and mission of Nova (Riwo-Abudho, Njanja, and Ochieng, 2012). Daniel could take on a transformational leadership style which will be suitable to energize organization systems to embrace change effectively and foster creativity (p. 51), this will have a positive influence on the effectiveness of the change management process. Adopting paradoxical thinking as managing change invariably requires balancing paradoxes (Nasim and Sushil, 2011, p. 202) and applying a Competing Values Framework to asses Pemancars existing and desired culture to assist in organizational change Danial Tareq would have the tools to help Pemancar thrive (Hooijberg and Petrock, 1993). Reference Abdullah, Z. & Siti-Nabiha, A.K. (2012) Leadership and change management: a case study of Pemancar,Asian Case Research Journal, 16 (1), pp. 115-132. Herzberg, F.I. (1987) One more time: how do you motivate employees?,Harvard Business Review, 65 (5), pp. 109-120. Hooijberg, R. and Petrock, F. (1993) On Cultural Change: Using the Competing Values Framework to Help Leaders Execute a Transformational Strategy,Human Resource Management, 32(1), pp. 2950. Nasim, S. & Sushil (2011) Revisiting organizational change: exploring the paradox of managing continuity and change,Journal of Change Management, 11 (2), pp. 185-206. Riwo-Abudho, M., Njanja, L. & Ochieng, I. (2012) The role of strategic leadership during change,Kenya Journal of Business Management, 4 (1), pp. 48-61.

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