Change Management Impact Analysis - Case Stusy Examples

Case Study Sample #1 - Change Management Analysis

It is evident that XYZ Continental altered and changed the company’s culture; the main aim of this change was to increase the pace in which decisions were being made as well improve the quality of the bus tyres that were being produced. Majorly, the change plan was a top-down approach that totally ignored the employees involvement. It is evident that the company has implemented changes within the company so that there can be smooth running as well as increased sale volume along with maintained market shares worldwide. The organization required more attention as well as adoption of various changes that would cope with the company’s situation as well as maintain its business position while competing with the international market.

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XYZ Continental has to construct improved and quality bus tyres but at a cheap price so that its focus may increase sales and improve the customer loyalty and the market shares. Moreover, the company must improve the quality of their bus tyres as well as the customer services because the most important aspect is the public perception. However, the change process has worked well for the company because it has been able to be ranked as one of the top bus tyre producing companies worldwide. The fact that it has also expanded on the types of bus tyre based on the weather shows that the management has improved in decision making and there is proper communication between the employees and the managers or supervisors.

Hiring new managers was efficient in ensuring that the company growth is realized. As a result, the more skilled staff led to increased performance and productivity within the company. The existing staff was also sufficiently trained on the new skills that they needed to ensure that the new company objectives were met in an effective manner. This was a brilliant move because the workers got the motivation that they needed to increase their performance and become more productive.

However, it is important for organizations to sufficiently implement the change theories in order to attain the best outcome when it comes to ensuring that they surpass all the barriers that may hinder the process. More emphasis should also be placed on the aspect of an employee as an individual and how the process of change affects them and their personal affiliation. Understanding this may ensure that there is a more efficient and controlled way of ensuring that change is implemented successful and this may save the company revenue and time.

Management and Communication

I believe that communication is a vital tool that should be used in ensuring the success of a company. It helps to prevent barriers which may hinder the process of change. From my personal experience, I have undergone change especially as I was doing my internship and it assisted me to realize the importance of changing perceptions and attaining goals through planning. Changes are usually made on the basis of the vision of the company, the strategy, focus and goals. Blocking change simply prevents a company from seeing how important change is in connection to the standards of the organization. Most times, many details are involved during the process of change and a team has to assist in implementing it. At times I would lose focus on why change is important and then I would skip to another task immediately so that I can make the change faster and get over with it.

The problem with me is that I did not focus on the outcome that the change would bring me or the foundational reason as to why change had to be implemented. Hence, I recommend that irrespective of the model that will be used, the change should be kept simple. Nonetheless, it is important for company leaders to note that employees need feedback because they want to know if the change process is going on progressively. This is because if the employees lack sufficient knowledge on how their implementation of change is going, or if they perceive as if nothing has been accomplished, they could become discouraged and lose their sense of motivation. This case study has made me realize that a company needs to embrace change continuously in order to ensure that it successfully gains the competitive advantage. If change is not embraced then the business operations of a company may fail and the structure of the organization may collapse.

References

Alas, R., Elenurm, T., & Tafel-Viia, K. (2010). Who is driving change?: Corporate governance and organizational change in Estonia. Journal of Baltic Studies. 41.

Biteman, J. H. (2005). Turnaround management: an exploratory study of rapid, total organization change : a thesis.

Burke, W. W. (2002). Organization change: theory and practice. Thousand Oaks, Calif, Sage Publications.

Burnes, B. (2000) Managing Change: A Strategic Approach to Organisational Dynamics, p. 297, 3rd edition, London, Pitman

Cameron, E. and Green, M. (2009) Making Sense of Change Management, 2nd edition, p. 122, Replika Press, ISBN 978-0-7494-5310-7

Davis, D. D. (2002). Innovation adoption and organization change: program evaluation in gerontology.

Gomez, A. (2008). Meditation and self-as-instrument skills among organization change practitioners. UMI Dissertation Services.

Hart, H. A. (2003). The impact of the managerial grid on organization change.

Huse, E. F. (2005). Organization development and change. St. Paul, West Pub. Co.

Kotter, J. P. (2006). Leading change. Boston, Mass, Harvard Business School Press.

Laurencelle, P. (2001). Sociological factors in organization change.

Moorhead, G., & Griffen, R. (2009). Organization change. 701-727.

Pederson, J. P. (2012). International directory of company histories. Volume 130. Detroit, Mich, St. James Press.

Rokeach, M. (2008). Beliefs, attitudes, and values: a theory of organization and change. San Francisco, Jossey-Bass.

Sibbet, D. (2013). Visual leaders: new tools for visioning, management, & organization change. Hoboken, N.J., John Wiley & Sons, Inc. http://www.books24x7.com/marc.asp?bookid=51290.

Thornell, G. C. (1999). Reducing resistance to change in organization management.

Waclawski, J. (1996). Large-scale organization change and organizational performance.

Case Study Sample #2 - Change Management Impact Analysis

Change management in XYZ Continental

The facilitation of faster and elaborate communication channels ensured that the staff improved their performance which meant that they were more productive because of the enhanced technological processes used to produce quality bus tyres. Additionally, the benefits of the proposed organization structure were the people that collaborated with the teams while using increased spontaneous communication and initiative; the procedures, rules and close supervision were limited (Rokeach, 2008, p.67). XYZ Continental adopted an organizational design that would enable sufficient communication between the managers and the employees. For instance, the finance manager of the company communicated directly with the CEO. This meant that the structure of the organization was different and unique based on the communication design. These radical changes were fundamental transformational reorientations that were usually initiated by the newly hired managers.

Ever since the change took place, the sales department in XYZ Continental showed a 15 percent growth rate for the full time employees. The company carried out a performance appraisal to grade the employees’ performance through the use of company objectives that were analyzed by the managers. On the other hand, reward and remuneration was used to give the staff targets based on their experience and job level so that they can achieve beyond expectations. The employees were also recognized based on their performance by being given awards which would encourage them to utilize the new technology needed to produce quality tyres. XYZ Continental opted to award the sales departments as well as the factory production staff because of the progressive work they were doing to ensure that the quality of the bus tyres remained high.

Such reinforcements are known as extrinsic because they are the rewards that are offered to employees by their superiors in order to increase the company productivity and due to the fact that they impact the environment and are valued for influencing the law of effect. It is essential to note that cultural change could take a long time but effective strategies for cultural change may be utilized to reduce the timeframe. Sibbet (2013, p.234) explains aligning culture to support is important especially if a desired change is needed in the workforce behavior. For instance, XYZ Continental required a professional culture that was customer focused and this required the staff to acquire professional behavior and skills. As a result, all the departments undertook all the company departments focused on undergoing full training programs that were designed to enhance communication awareness which focused on empathy and questioning.

XYZ Continental changed its culture and structure because of the unprofessional work practices that were managed in a bureaucratic structure which was performing below expectations as compared to the transformational, innovative, high performing and professional culture which is more focused on the needs of the customers. The company attained its objective of productivity, growth as well as change in culture but most staff became uncertain during the change process which means that there was insufficient planning. The lack of proper planning cannot be adequately explained but it is evident that communication or external agents should have been used to implement change. However, the company faced budgetary restrictions and it reduced the profits of the company; this is why change had to be initiated in the organization.

Productivity Improvement

This case study has effectively explained the various theories of change and this increased the understanding of the main aspects of the change process. The Kotter model was essential in examining the process of change because it explains it in a radical manner. Alternatively, Lewin’s model failed to reveal a continuous process that could be used in situations of change management in XYZ Continental. However, the proposed process can be used to alter the continuous requirements needed for change.

Kotter introduces the first step as the creation of the sense of urgency. The company can assist its workforce to have the motivation to perform better. In the case of the company, it realized the sense of urgency when more competitors cropped up and advanced technology was introduced in terms of the construction of tyres. It is for this reason that the organization opted to hire managers and staff that were more skilled as well as ensure that the staff had the professional skills to use advanced technology to construct quality tyres.

Creating a guiding coalition in which a specific group is designated to lead the process of change. XYZ used newly recruited mangers to ensure that the change that was needed in the company was implemented. The managers had more skills and experience to lead the staff towards change by providing sufficient motivation and support to ensure the productivity of the company improved and increased the quality of the products.

The future is clarified in terms of how it will enhance processes that were done in the past. In this case, the company had a vision of ensuring that the quality of the materials used to construct bus tyres was improved and that the workforce performance and skills were sufficiently increased. Communicating a vision for the buy-in is the fourth stage because it makes sure that many people accept and understand the vision. XYZ Continental opted to offer new training to the existing employees so that they can have an understanding of the change that was being implemented in the company. The managers used effective communication to make sure that the employees understood the new vision of the organization.

Change Management Impact

It is important to note that when it comes to leadership, it has two categories known as transformational or transactional leadership. XYZ Continental used both of them but mostly transformational leadership. The CEO desired a company that had increased performance, quality, and management practices. A soft management enhances the employee performance because they will voluntarily change in order to meet the company vision. However, XYZ Continental suffered immense loss because of the additional costs that were needed to train the existing employees so that they could acquire the skills and knowledge needed to improve the status of the company.

Based on Kotter’s model, transformational efforts may fail following any of the steps that he has described. The aspect of communication needs continuous reiteration as the change process progresses because the vision will be developed and set, collaborations will be established and so on. However, communication can never end in an organization because this is the key tool that can be used to ensure that all processes are executed effectively.

Nonetheless, if the organization fails to carry out the process of change effectively, this should not be taken negatively because each company has a different way in which it will receive change. The association between the XYZ change and transformation and culture, people, and process start with the entire change procedure. Process can be described as operations that are done during the treatment of the product (in this case the bus tyres). On the other hand, People illustrate the competitive environment in which there are many similarities and replications of products; most companies experience difficulty identifying sustainable competitive advantage. In this situation, people are developed and trained to comprehensively become unique; this provides empowerment as well as tangible strength to a company over the competitors. Culture refers to a belief that takes a period of adjusting to; it delineates the human groups by distinguishing one from another. Culture entails affective, behavioral, and cognitive characteristics because of the complexity involved in it.

The information emanated from this case study may inspire transformational company owners and managers to embrace open systems that will enhance motivation and performance of the workers. It is important to note that cultural change will assist in increasing a company’s productivity because the employees will have the awareness that they need to be accountable and responsible in order to attain the company objectives. Furthermore, the company has to enhance the quality of the bus tyres as well as the customer services. This is because the perception of the public is very important and if a company improves public perception, the customers will hold the belief that the company they trust in fulfills all their needs.