Delivery in day(s): 4
Change Management and Implementation Proof Reading Services
At the dawn of this century there are many challenges for organizations in general to ensure a relevant place in the ever-changing business environment. Traditionally, most organizations and companies used to target one thing-economic interest. However, the dwindling natural resources, the global warming, the climate change and many other new phenomena necessitated the idea of not only working for economic interest but also social and environmental interest. The dynamics of the current society have left behind traditional organizational paradigms to give place to new organizational conceptions sustained in the development with a focus of intelligent organizations. The purpose of aligning the organizational goals, strategies and objectives with the idea of corporate social responsibility, every organization or company ought to adopt some change in its organization, vision, ways of doing things and management approaches (Paren, 2015). HI-RANGER VOF is not exceptional. In order to meet the ever-changing management, social and environmental needs, this essay will propose that the company initiate change in people and their work culture towards Corporate Social Responsibility (CSR) culture. The essay will aim at answering two questions. The first question is to demonstrate whyHI-RANGER VOF should initiate change in people and their culture and the second question is to demonstrate how HI-RANGER VOF should implement the proposed change.
Why should HI-RANGER VOF initiate change in people and their culture towards CSR
Changes in people and culture towards corporate social responsibility refer to alterations in the values, attitudes, expectations, beliefs, abilities and behaviors of employees in line with the new requirements brought about by corporate social responsibility. HI-RANGER VOF ought to acknowledge the fact that social responsibility can never be left aside. The new demands of the society and the economy as a whole no longer allow to ensure the realization of the general goals of the company, considering only the interests of business. Social responsibility should now be part of the management organization as a means of achieving success and measuring the performance of companies. The social responsibility of business in the modern sense means the responsibility of the organization for the impact of its decisions and activities on society and the environment through transparent and ethical behavior that promotes sustainable development, including health and welfare of society; takes into account the expectations of interested parties; corresponds to the applicable legislation and is consistent with international standards of conduct; introduced throughout the organization. Proper adoption of CSR requires all stakeholders to change their culture of doing things. It also requires the company to adjust its missions and visions.
How should HI-RANGER VOF implement the proposed change?
The first thing that the change agent of HI-RANGER VOF should do is defrosting. Defrosting implies making the need to change so obvious that the person, group or organization can easily see and accept it. For the case of HI-RANGER VOF, the change agents will be expected to make idea of corporate social responsibility clear to all employees. Employees should be informed that Corporate Social Responsibility (CSR) is an issue that has gained special importance in recent decades. This importance has been reflected in an international context due to the proliferation of regulations and index whose main objective is to establish patterns where companies disclose information regarding the practices on issues related to CSR. It would be advisable for HI-RANGER VOF to adopt change management by reason. Hi-RANGER VOF change agents are expected to let employees and other stakeholders know that CSR is not only focused on the generation of added value or obtaining better financial results, but additionally engages entails desire for progressive social, economic and moral improvement of society, or, in other words, to the growth of people's quality of life, including the growth of the quality of labor and working life. Hi-RANGER VOF change agents should also demonstrate that CSR is a strategic tool that is likely to benefit all stakeholders. To stress the need for change in culture in line with CSR, the change agents should also demonstrate that the environment constitutes the supra-social system of all organizations, they have to adapt to it in order to be able to endure over time.
After defrosting, Hi-RANGER VOF should do what is called recongelling. Recongelling means ensuring the new pattern of behavior in place, through support mechanisms or reinforcement. The most effective way of achieving this is through training. Corporate training involves a facilitator, rather than an instructor or coach, to engage participants and encourage them to think about what, how and why they are doing, in order to challenge current paradigms. In particular, corporate training focuses on the introduction of learning techniques for employees to think about where the organization is headed, the potential for new opportunities for it and novel ways of doing tasks. While the role of corporate training is to develop the operational capacity of individuals, the intention of corporate training is to promote the development of the capacities of both an individual and their organization (Neilson, Martin & Powers, 2008).
How HI-RANGER VOF should managetransition
Transition is understood as a psychological process by which people must pass to be in tune with the new situation, there is no change if a mental disturbance does not occur (Bovey and Hede 2001). It is one of the most difficult stages for the actors involved, sometimes although the change is advantageous, imagine then if there was loss of power, status, duplicity or overload of tasks, new colleagues, possible new bosses, self-questioning about their ability, and questions about their immediate future, availability, relocation, breaking a organizational culture, most likely to change space, transport or change the distance (Kavanagh & Ashkanasy, 2006). It is logical that what characterizes this moment is uncertainty; and it has a direct impact on the work and motivation of the affected people and generates, as a primary consequence, reactions of the most varied magnitude, that if they are not listened to and "accompanied", the contagion and transmission of negative ideas begins, they can make the path to the desired goal extremely difficult. The change can be implemented, no one doubts it, but what can be doubtful if it goes straight to improvement or failure (Moradpour, Abedi & Bahonar, 2017).
There are three stages of transition, which the HI-RANGER VOF must know. The first stage is the end zone or "duel". The end zone or duel is characterized by two things. Firstly, in this zone, the employees will have a feeling that some lose and others win (Gottlieb, 2017). This is dangerous and unless the company correct the situation, the change is likely to fail. To minimize this perception, it will be essential for the HI-RANGER VOF to clearly explain the why and benefits of the change, especially detailing the vision ("where do we intend to go with this change"), and also anticipate the procedures and possible. It is imperative, as a first step, to define the "port of destination" in a clear, simple and understandable way for all. Forget about complacency, generate a sense of urgency (Laumer, Maier, Eckhardt & Weitzel, 2016). This, according to John Kotter in his book Leading Change, is crucial because by nature people are reluctant to rationalize any situation that involves changes, so with low urgency, it will become very complex to form groups that in turn are internal propagators of the desired situation. HI-RANGER VOF should also constitute a strong, strong and credible change facilitation team. The more heterogeneous and interdisciplinary, the better. Add visions and critical "heads", in order to have a broad and systemic perspective of the progress of the process. It will be very useful when making decisions. Remember that it is inevitable that people feel that they "lose" something. Find the form of compensation; generate channels of contention, train the members of your facilitation team in coaching techniques, encourage the figure of the mentor, train people to face the new situation ... but get involved, remember that change is made by people, and for this it is key that everyone knows the employee benefits that the change will bring (Rønningstad, 2018). Another potential problem found in duel zone is paralysis, anguish and difficulties to systematically understand the change. The loss is greater than the benefit. To address this, HI-RANGER VOF change agents should prevent people from feeling "guilty" of their past; should not be installed the idea that now something different will be done because what has been done up to here did not work. People should take pride in their past, they should keep it in its most precious place. Remember that the dialectic of learning is spiral; However much we do something new, we always transport our knowledge and our personal "best practices".
Another zone of transition which HI-RANGER VOF should be aware of is the neutral zone. Here, people perceive their limitations to execute. They do not have the precise information. The generalized feeling is that "when we climb a step, we go down three. The role of change facilitation team becomes fundamental here. The change agent should install the idea of privileging and recognizing progress, despite the logical mistakes made. They should allow the "trial and error" type analysis. People, at this time, must learn by doing (Hiatt, 2006). Another important mission is to clearly define the objectives; Remember that these must be simple, measurable, achievable and realistic. Establish control points. Be clear in differentiating the urgent from the important. Hold follow-up meetings and identify performance gaps, between what is desired and what is obtained. In this stage coaching becomes essential: agree expectations with people, gradually review their performance and establish continuous feedback sessions (Meier, Ben & Schuppan, 2013).
The last transition zone is starting area. Some understanding is already perceived, but doubts still prevail. If people do not get answers, discouragement prevails and the generalized feeling of "before we were better". For this reason, information remains the main strategy. You have to show the benefits or achievements no matter how insignificant they may seem. Transmit the experience accumulated during the process or put into practice the strategy for organizational change, both positive and negative. In the new situation, each participant must have their functions well defined and managers be examples as referents of the organization that is changing (Kotter, 2014).
Proposedplan of action
Assess the environment
Organizations are currently facing an accelerated external environment of changes that require changes to ensure their sustainability. They stand out among the main forces that act: the population to whom the service is directed, technology, competence and work force. All the above does not rule out globalization. Educational organizations must develop the right skills to read the context and make the most convenient adjustments (Hrebiniak, 2013). The professional competencies of its staff, as well as the management employed, are the key, intelligent organizations consider investment in professional development as an income and not a cost.
Determine the performance gap
Performance gap is the analysis around what the organization does in relation to what you want to achieve. Smart organizations know how to recognize this difference and propose strategic actions. For the case of HI-RANGER VOF, the change agents should clearly demonstrate that there is need for change due to presence of certain gaps (Speculand, 2009).
Diagnose organizational problems
It is the ability to determine, in a clear way, organizational problems, their causes and assess solutions that allow developing the organization of the state in which it is located. At this point, the change agent should refer to modern changes in CSR and also consider the issue of sustainable reporting.
Articulate and communicate a vision for the future
It is necessary to develop, in its members, enthusiasm, commitment and clarity of the actions to be implemented, for which it is a requirement that the leadership of the institution have an accurate vision of the future and can lead in efficient way the required change (Cawsey & Deszca, 2007).
Develop and implement the action plan
For the implementation of changes, organizations need to develop institutional plans that contain the defined goals and evaluative criteria that allow knowing their scope. It is necessary to have alternatives to track the possible deviations of the plan, it is built and developed with the participation of all the members of the organization, for which the ability to integrate them is a challenge for the leadership. The monitoring is continuous; it can not be seen as an action at the end.
Anticipate the resistance and take actions to reduce it
Resistance will always be a variable to consider and may occur for different reasons, such as fears, discomfort and particular interests. Effective management knows and understands possible resistance and assumes a warning role to deal with them.
Change requires constant monitoring of the results, as well as the behavior of its members as the level of motivation, satisfaction and involvement (Boohene & Williams 2012). The actions of implementation of the change do not have a stable character, as the external and internal forces of the organization act, these can also suffer modifications that threaten the implementation of the required change.
1. Boohene, R. & Williams A. A. (2012). Resistance to organizational change: A case study of Oti Yeboah Complex Limited. International Business and Management, 4(1), 135-145.
2. Bovey,W.H and Hede.A. (2001).Resistance to organizational change: the role of defence mechanisms. Journal of Managerial Psychology. 16(7): 534-548
3. Cawsey, T. & Deszca, G. (2007). Toolkit for organizational change. Thousand Oaks, CA: Sage.
4. Gottlieb, K. (2017). Empowering Community-Driven Change: Leadership in Southcentral Foundation’s Nuka System of Care. International Journal of Integrated Care (IJIC), 17(3), 180–181. https://doi.org/10.5334/ijic.3212
5. Hiatt, J. M. (2006). ADKAR: a model for change in business, government and our community. Loveland, CO: Prosci Research.
6. Hrebiniak, L. G. (2013). Making Strategy Work: Leading Effective Execution and Change (2nd ed.). Pearson Education, Inc: Pearson Education, Inc.
7. Kavanagh, M. H. & Ashkanasy, N. M. (2006). The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17, 81-103
8. Kotter, J. P. (2014). Accelerate: Building Strategic Agility for a Faster-Moving World (1st ed.). Boston, MA: Harvard Business Review Press.
9. Speculand, R. (2009). Beyond Strategy: The Leader’s Role in Successful Implementation. San Francisco, CA: John Wiley & Sons.
10. Laumer, S., Maier, C., Eckhardt, A., & Weitzel, T. (2016). User personality and resistance to mandatory management information systems in organizations: a theoretical model and empirical test of dispositional resistance to change. Journal of Information Technology (Palgrave Macmillan), 31(1), 67–82. https://doi.org/10.1057/jit.2015.17
11. Meier, R., Ben, E. R., & Schuppan, T. (2013). ICT-enabled public sector organisational transformation: Factors constituting resistance to change. Information Polity: The International Journal of Government & Democracy in the Information Age, 18(4), 315–329. https://doi.org/10.3233/IP-130315
12. Moradpour, S., Abedi, H. A., & Bahonar, A. (2017). Investigating the relationship between self-leadership and resistance to organizational changes in the nursing managers of hospitals affiliated with Isfahan University of Medical Sciences, 2015. Annals of Tropical Medicine & Public Health, 10(5), 1333–1340. https://doi.org/10.4103/ATMPH.ATMPHpass:[_]205_17
13. Neilson, G. L., Martin, K. L., & Powers, E. (2008). The Secrets to Successful Strategy Execution. Retrieved from https://hbr.org/2008/06/the-secrets-to-successful-strategy-execution
14. Paren, J. (2015). Resistance to Change in Organizations. Proceedings of the Multidisciplinary Academic Conference, 1–9. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=101154746&site=ehost-live
15. Rønningstad, C. (2018). Us and Them -- First-line Management and Change Resistance. Nordic Journal of Working Life Studies, 8(2), 5–22. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=131575412&site=ehost-live