Analyzing Organizational Change Management Samples for Students

Questions: 1.Develop at least six Realistic Aassumptions that you Can add to the Issues and Problems Expressed. 2.Explain what is happening between growth and change in BTS. 3.How does the Problem Statement for BTS resemble what Gersick indicates about a Systems Deep Structure 4.Explain How and Why Narratives and Storytelling was useful to the Company5.Discuss which Modes might Change agents in BTS use and why? 6.which typology may best describe the approach that BTS might adopt and why? Answers: 1.BTS had been doing well in the Indonesian market before the adieu of Modjo from the company. The very basic problem started with the labour market and low cost supply chain in the international business. Since Modjo, the second owner of BTS, was following the path shown by his father, he did not have any dire problem in runnig the business in a national market arena. On the contrary, the international venture by his brother and sister, was likely to take the company in the international business competition. However, continuous growth of the other garment designers and suppliers from Bangladesh, Australia and USA caused BTS huge loss in the international supply management. The low cost supply of garment industry affected the Indonesian labours to a greater extent. Because of continuous blow from the international supply market the company than three hundred workers working with them. This is how Bessington Trade and Sons export rate went to the downward curve causing financial stre ss to the number of employees. After the change in the mode of business, the company did not hold forth the new retail business properly thus resulting in huge business loss and employee turn ver. The change was a positive one but the change was brought in a sudden circumstance without profound analysis of the existing market. The change of making designer clothes for the offshore market was quite innovative one in terms of the current trend of the Indonesian market that has influenced the making cost and supply costs of the products. In order to compete the international market, it has been realised that sudden market challenge brought difficulties in the high cost of labour engagement and supply chain operations. There are different change management issues. In the provided case study the issues related to change management had been lack of communication, being low on Totem pole, lack of swift change, lack of proper training, failure in the change and unacceptability in the changes (Armenakis and Harris 2009). The basic issues that BTS underwent during the change were that Khadiji was not acting according to the want of the other board members. As per their views, they studied the operational issues of Bangladesh garment industry and tried to implement the changes according to the situational differences. However, Khadiji did not understand the present situation of the Indonesian market as well as the labours engagement process in the company. Since the company was not able to understand the local movement, the change was wrongly implemented. Another major change management issue faced by BTS during Khadiji period was lack of proper communication between the management body and the labourers. Most of the employees were not aware of the changes that Khadiji and his sister were planning implemented. Thus they could not cope up with the new systems in terms of production and market supply. Since the market supply swiftly changed, no one could embrace the sudden change. In order to access the global market Khadiji brought difficulties in the internal operations of the organisation. This is how the employees and the market of BTS were equally shattered. 2.According to the Larry Greiner, the growth of an organisation depends highly on the evolution caused due to the organisational change management. The researcher has illustrated two basic factors behind the growth of an organisation. According to Greiner, life span of an organisation determines the success rate and operational growth of it. He has designed a model on this aspect in terms of judging the growrh rate of a company. Since the growth rate of a company depends on its historical practices as well as its understanding of the present without living much to the history of its own, the history has somehow its effect upon the overall change and the growth of the company. Greiner has designed the frame of two stages of a company- the stage of evolution and the stage of revolution. He opines that the growth of the company is directly proportionate to the size of the company. This is how the entire operational change is based on the stage the company is currently standing at. Both the stages- evolution and revolution pass through different organisational phases. In terms of the evolution stages, a company has its phase when it grows through creativity in the operational activities. The next phase is the phase of growth through the direction towards goal that is followed by the phase of growth through delegation of the employers as well as the employees. The last two phases are the phases of coordination and collaboration. These are related to the activity of the employees in an organisation. On the other hand, during the revolution period, there lies the crisis instead of growth. According to Greiner, there are crisis period generated by leadership, the is a crisis of autonomy, there is crisis of control, crisis of red tape that leads to an anonymous crisis. The last phase of crisis depends on the step taken by the organisations. If there is no change in due time, the crisis keeps continuing thus leading to the stage of decline. In the case of BTS the company was currently standing at its revolutionary stage. During its evolutionary period the company had its period of creativity that was oriented with the employee management by the owner of BTS. Due to successful direction of the leader, the company was skill fully under certain development. The delegation f both the working labourers and the owner carried forward BTS to be one of the largest garment manufacturing companies in Indonesia. Hard work and delegation was driven by the collaborative and coordinating working technique by the employer and the employees (Waddell et al. 2013). However, the crisis period during the age of Khadija was visible because of the lack of proper leadership that as vividly felt during the early years of the companys foundation. There was a crisis of autonomy during the years when Khadija wanted to turn BTS into a retailer as well as manufacturer of garment. This is how the company was under a threat or crisis of autonomy. It was indeed that the company lost its control upon the market in the global arena. Hence, it was under continuous threat from the competitors from Bangladesh and USA. The practising managers now needed to achieve the lost success of the company and retain the glory of its history. The basic change that the organisation needed was on the thorough study of its history. The success of BTS and employee retention drastically went down under the leadership of Khadija, the new CEO of BTS. The change was not brought and suggested with thorough understanding of the companys history and its success in the past days. It is true that modern techniques in the change management plans is quite different from the past days, however, some basic learning can be helpful in case of the changes a company would like to bring in its operational and marketing strategies so as to reach to the height of the market in global aspect (Stoltzfus, Stohl and Seibold 2011). The researcher has witnessed and studied some procedural changes that the companies undertake during the crisis period. He has segmented the initiatives in different working structures. According to the change categories, the management focus works on different stages: making of sell, efficiency of operations, expansion of market, consolidation of the organisations either with the suppliers or with the retailers and problem solving through innovative working mindset. According to Malhotra and Hinings, change and community are the basic two poles that are used in the same process. The same indicative method in change management system can be studied with reference to BTS change management system. The change management system has been illustrated with the help of a diagram where both of the aforesaid researchers have developed an action plan in regards to the change management strategies of a company. The aforesaid researchers have found a company that has developed its structural frame in three different bodies- the governance, structure and system. With the help of efficiency of these three aspects the need for management and business development arises. The need for management evolves from the governance, and the need for marketing. According to the need, the changes are triggered by the concerning authority of the organisation. Now it needs to be analysed whether BTS has adopted the theory presented by Malhotra and Hinings or the theory of hist orical development presented by Greiner. Operations and staff management by George Bessington in the yerly 80s of BTS, can be treated as an ideal one. However, in the later years the offspring of Bessington only managed to follow the pathway paved by George Bessington. In this case, the leaders of BTS Company have been following the historical strategies designed by their forefather. The junior most owners of the company did not bring much change from their own this is how they could not afford to understand the need of the change according to the changing scenario of the market. As the company did not give away any of its share in order to bring consolidation with the suppliers and retailers, it had to face the issues in the global supply chain and retail business. Because of its failure in the market arena, the company had to implement the historical process of growth and evolution. According to me, the theory of Malhotra and Hinnings could not be much implemented during the analysis of BTSs change management plan. 3.Gersick has referred to system deep structure in Hayes as the fundamental selection of a company that determines the pattern of basic activity in order to maintain its existence. It has been repeatedly argued that the deep structures are highly unwavering due to the stalk of choices or selection made by the organisations. According to Gersick, there are five domains representing am organisational deep culture. These are: Culture Strategy Power Distribution Structure and Control System These are the interrelated parts and they are maintained by the reciprocated dependencies among themselves. The correlation among these parts helps a company distribute its insight into effective change management system. Hayes refers to the argument by Hinings that there is astrength of torpor limiting the probability for incremental change and that this confrontation to change always remains the strongest during the tight consolidation of the mutual dependencies. According to Gersick and Hayes, there is a degree of embedding criterion that has become the strength varying between the business sectors (Worley and Mohrman 2014). In regards to the change management system undertaken by BTS , it can be said that the mutual domains of the culture strategy, power distribution, structure and control system lacked proper coordination among themselves thus disrupting the entire system of the deep structure of the company. After the power transfer in the company, the deep structure was poorly managed and it did not even follow the required path to regain the lost glory. The later CEOs of the company did not bring culture and strategy together into the company and it resulted in poor infrastructural amendment. Power distribution was not there as every decision pertaining to the change was handled by the head of the company without concerning the board members. The basic difference between the earliest leaders and the latter ones lay in the fact that the former ones would bring into the policy of structural cohesion in the company pertaining to the mutual feedback policies. On the other hand Hijoshas policy of change management did not address the labours, the board members and the suppliers. In terms of retail business it also wanted to hold the power and control however ending in complete disruption. 4.The story telling option in the organisation brings the basic cultural innovation for the employees by the employers. Workplace stories purpose as folklore within the company. The stories are spread through each retelling. These tales provide involvedness within an organisation. Since most of the organisations are seen to practise such story retelling activities, it has come into form as a change management action in terms of increasing employee involvedness (Brown and Eisenhardt 1997). According to Dailey, there are three forms and functions of the retold stories in an organisation:Behaviour ControlOppositional StoriesDifferentiation or Integration Preparation for the Future for Changes (Dailey and Browning 2014) The form- behaviour control serves as lesion to the employees working in an organisation. It also serves as propaganda to the behaviour that is generally encouraged by the moral. Dailey suggested that even these kinds of stories can be shared in a strategic manner in order to bring the best potential out of the employees. In order to bring out the best competency from the employees the stories are filtered and retold to the working staff thus causing organisational as well as operational changes. On the other hand, oppositional stories provide an outlet for expressing frustration to with the company. 5.According to Hayes, there are different levels of Change target: Individual LevelGroup LevelInter- Group LevelOrganisational LevelTrans -organisational Level In order to bring the required change in an organisation, there needs to depth of intervention. It constitutes human process, technological structural process, human resource and strategic process. The depth of intervention depends upon the level of intervention and the issues that are diagnosed in due course of the change management analysis. So far as the depth of BTS is concerned, it has to be analysed through the understanding of collaborative intervention process. The dynamic of change can impact upon the starting point of the change operations. Collaborative intervention needs attitude to bring the change. For instance, the joint venture of the CEO and the other board member in BTS did not diagnose the problem throughout the operations and analysis. The problem for BTS lay in the fact that it did not address the entire consolidation with the suppliers as well as the retailers. As per Hayes, interventions are used for their fashionable order. In terms of resolving the problem of BTS the survey did not take place and lack of proper diagnosis did not address the change method in a collaborative manner (Burnes 2004). 6.The type of change related to BTS can be categorised under remedial versus developmental change typology. According to Hayes , change can be projected to remedy the prsen situations of the company. As far as the present situation of BTS is concern, the change was to lessen the cost of the production as the customers of garment and textile industry have the tendency to buy cheap and trendy clothes from the market. Hence, the best provider of those cheap and better materials could remain unbeaten in the market competition. Tonny decided to lessen the cost of production by decreasing the labour wages and it was not even friendly to the workers. There were two fold change methods proposed by the present owner of BTS. In terms of changing the production and sales in the market, the siblings wanted remedial as well as developmental changes by revamping the ongoing plan of facilitating the workers in the company. Reference: Armenakis, A.A. and Harris, S.G., 2009. Reflections: Our journey in organizational change research and practice.Journal of Change Management,9(2), pp.127-142. Brown, S.L. and Eisenhardt, K.M., 1997. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations.Administrative science quarterly, pp.1-34. Burnes, B., 2004.Managing change: A strategic approach to organisational dynamics. Pearson Education. Burnes, B., 2004.Managing change: A strategic approach to organisational dynamics. Pearson Education. Dailey, S.L. and Browning, L., 2014. Retelling stories in organizations: Understanding the functions of narrative repetition.Academy of Management Review,39(1), pp.22-43.. Das, B., 1999. Development of a comprehensive industrial work design model.Human Factors and Ergonomics in Manufacturing Service Industries,9(4), pp.393-411. Stoltzfus, K., Stohl, C. and Seibold, D.R., 2011. Managing organizational change: Paradoxical problems, solutions, and consequences.Journal of organizational change management,24(3), pp.349-367. Tushman, M.L. and O'Reilly, C.A., 1996. The ambidextrous organizations: Managing evolutionary and revolutionary change.California management review,38(4), pp.8-30. Waddell, D., Creed, A., Cummings, T.G. and Worley, C., 2013.Organisational change: Development and transformation. Cengage Learning. Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?.Organizational Dynamics,43(3), pp.214-224.

When Exactly Is It In Life When You Expect That Your Becoming An Adult

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