Organizational change is an integral component of development and moving forward. Change in education is primarily aimed at continuous improvement. There are many educational change models, which have some common characteristics. This analysis compares ideas of Fullan (2016), Herdrich (2003), and Moffett (2000) for change implementation expressed in change models and provides an example of introducing change in an educational institution.
The model of continuous improvement process and sustaining educational change developed by Herdrich (2003) comprises the following elements. First of all, it is necessary to define where the organization is at the moment, reveal its mission and goals. This element is followed by the assessment of needs and planning, which is similar to the aspect described by Fullan (2016) as repositioning planning. Fullan (2016) also includes the evaluation of reasons for change failure. Some of these reasons include the use of incomplete ideas, excessive planning, the lack of action, human factor, and pressure. To empower change, it is necessary to understand the organization as a system and consider the human element.
Moffett (2000) also analyzes initiation, implementation, and sustaining change in education. He claims that there is a need for developing a reform-support infrastructure thus providing a solid basis for future change. Also, it is important to stimulate the creation of professional communities (Moffett, 2000).
This idea recalls the suggestion of Fullan (2016) to consider the human element and its goals partially coincide with professional development activities included as an element of a change model by Herdrich (2003). Moreover, these professional development activities are identical with the idea of abundant staff development provision included by Moffett (2000). Another similarity can be traced in assessment as the necessary component of change, which is suggested by both Fullan (2016) and Herdrich (2003).
I have experienced the implementation of the unsuccessful change initiative. On the one hand, it was based on some useful elements of the change process, but there were some drawbacks that led to change failure. Thus, it was an attempt to introduce information technology in the process of learning. Certainly, IT in education is a common practice. Nevertheless, the school that initiated this change was not technically prepared to provide an educational process with the necessary equipment. Also, parents of students refused to by new gadgets or allow their children to take their laptops or tablets to school. Consequently, the change initiative failed.
Some reasons for this failure can be identified. First of all, there was a careful planning process. However, it did not include the funding aspect. Hence, the plan was more theoretical than practical and proved to be inefficient. Fullan (2016) singles out such reason of planning failure as not taking into account the local context. This reason is also applicable to this case because the ability and desire of parents buy new gadgets to their children were not assessed and not considered.
Moreover, the lack of action became another cause of the change failure. The problem of equipping classrooms had to be solved before the beginning of the academic year, but it also remained only in the plan. Consequently, no positive results could be expected. In fact, the complexity inherent in the change initiative was not addressed. Finally, the human element, which is also significant, was not taken into account (Fullan, 2016). The reaction of parents was not predicted before implementation. Therefore, their resistance to pressure from the school administration did not contribute to the successful change implementation.
References
Fullan, M. (2016). The new meaning of educational change (5th ed.). New York, NY: Routledge.
Herdrich. (2003). Research based change model.
Moffett, C. A. (2000). Sustaining change: The answers are blowing in the wind. Educational Leadership, 57(7), 35-38.
Organizational change is best achieved by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan. The above statement is very true given the fact that failure to articulately effect change in organizations has led to unnecessary internal and external conflicts that breed business failure. Competition has gone global and the market and industry dynamics have necessitated the need for companies to make concerted efforts streamlined towards ensuring that high-quality goods and services are offered in the market at competitive prices. This has resulted in the adoption and implementation of several tools and strategies in change management geared towards the attainment of the aforementioned goals. A good example is the discovery of the internet that has enabled faster communication and easier access to knowledge. In addition to the above, globalization is tearing down traditional approaches to management. “It is no wonder relentless change has become a fact of organizational life” (Anderson & Anderson, 2001). Whereas change forms an entrenched part of organizations, one fundamental question has been asked in change initiation efforts by most organizations.
Perspectives of Change
As has been stated in several works of literature, the ability of organizations to manage change is becoming increasingly important in this competitive environment. According to Styhre (2002), “through the mid- 21st Century, there had been increased attempts to apply perspectives of organizational change to the analysis of human organizations.” This has led to concerted and wide applications of the ten perspectives of change in attempts to successfully manage change in organizations. This essay will seek to analyze the three perspectives of change – rational, resource, and cultural and underline the need for setting a clear objective, carefully planning all necessary tasks, and following a detailed plan for the best achievement of organizational change.
Rational Perspective
The rational perspective views an organization as a rational administration of unitary organizations. Within this perspective, the role of the manager is to play the role of a technician whose core duty is to take the rational path in light of the established knowledge to effectively manage change. This perspective remains the focal point of reference in organizational literature that forms the foundations of decision-making. This is because the underlying factor that changes management is a multifaceted discipline that affects the life of individuals, groups, organizations, societies, and nations, and as such organizational change is best achieved by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan. This is because change is an entrenched part and parcel of an organization that is directly linked to the success of an organization. With the continuous increase in technological development coupled with competition, individuals and organizations need to adapt to new efficient ways of operations to effectively and efficiently execute their duties rationally that not only retains the culture of an organization but also involves the input of all relevant departments.
The underlying factor in the rational perspective of change underlines the idea that every organization is unique in all senses and there is a need for businesses to match their structures and competencies to the available opportunities in the external environment. The pressure to institute change in most instances may arise due to the internal characteristics of an organization that differentiates it from the others. According to Waddell, Cummings, and Worley (2004), “under this approach, the change process starts with the designation of clear goals and objectives, and particular attention is given to the desired output of the organization, the formal transformation process, the related information processes.” These calls for the fundamental role of managers and the choices they make that can shape organizations and change must be planned and executed according to the organizational aims and objectives. It can be discerned from the discussions on the rational perspective that organizational change is best achieved by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan.
Resource perspective
Resource perspective on the other hand refers to the desire within an organization to align its practices in line with its resource capacity. Pressure to institute change because of resources is a driver to organizational capacity to operate within sustainable outcomes. A contingency perspective is an exploitative approach of organizational change that seeks to drive change in line with “other pressure factors”. This changed perspective seeks to exploit the available contingency factors that present themselves to an organization. This is in line with the need and desire within organizations to achieve and increase chances of survival. The underlying factor within this perspective is that change comes along with the acquisition of resources that are critical in the measurement of organizational performance.
Managers, therefore, pursue these resource acquisitions purposely and to improve organizational performance. It must be noted that change will lead to competition for organizational resources that are often scarce; managers must balance these demands and appreciate that resource perspective not only requires a rational approach but must also be strategic. The need to successfully execute organizational change best by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan arises from the background knowledge that change will lead to competition for resources. This will demand careful planning and balancing organizational needs to avoid conflict and underline priorities (Benn, Dunphy, & Griffiths, 2004).
In addition to the above, personnel training is part of the overall development program that is directly correlated to the enhancement of their capacities to solve problems (McCalman & Paton, 2008). Leadership style on the other hand refers to the manner and approach in which directions, motivation, planning, and implementation of projects are executed. The process of coming up with the right and effective approach to leadership is complex and many considerations must not be left aside especially in change management and problem-solving. Effective leadership skills are thus critical in efficient organizational management especially in seeking solutions to problems. Training and the achievement of effective leadership demand careful application of the organization’s resources.
Cultural Perspective
The cultural perspectives of organizational change technically influence the operational culture of an organization to adopt the demands of external pressures in cultural lines. Steiner (1998) suggests that “organizational change activities can be fruitfully examined from a complexity of political and cultural framework.” Change is a product of collective responsibility that involves the active participation of individuals or groups to change the culture of organizations. Furthermore, the cultural perspective takes consideration of an organization as a collection of values and norms that draws organizational elements together.
Change, therefore, involves a keen cognizance of organizational cultural values and aligning them through a shift of behaviors and thoughts of a group, rather than an individual. Systems perspectives hold the view that organizations are a composition of a complex interaction of dynamic parts that focus on coordinating the rules and instituting small isolated changes that generate ripple effects. In addition to the above, system perspectives underlines the fact that change must be wide open, is nonlinear, and must be appreciated holistically. It can be confidently stated that to achieve the above, organizations must set a clear objective, carefully plan all necessary tasks, and follow a detailed plan to achieve the best out of change.
Bush (2003) defines processes of change as “the ordered set of activities which are used to generate the outputs of an organization”. Koter (1996) “defines a business process as, “a collection of activities that take one or more kinds of input and creates an output that is of value to the customer.” Nilakant and Ramnarayan Change model presents business managers with innovative ideas on how to handle change management. “The authors present a new model of change management which identifies four core tasks that are crucial to the success of any change initiative in organizations” (Hayes, 2007). “These core tasks are: appreciating change, mobilizing support for change, executing change and building change capability” (Roth, 2003).
Appreciating change of change is an important indicator of the support advanced by employees towards change. According to Nilakant and Ramnarayan, (2006), “change management requires the active appreciation for the initiated change.” Organizations will require that all the employees appreciate the need for change and transformation geared towards achieving the best for the organizations. Appreciation of change means that people will not only embrace change but also be part of the change program. In addition to the above, there is a need for mobilization of support for change.
This fact is supported by Dunphy and Griffiths (1998) in illustrating that “there is need for support mobilization for change intervention in an organization.” This calls for the preparation of people for change before change program implementation. This takes into consideration the role of each and everyone in participating in change efforts.
Furthermore, the change will demand employee training on this innovative approach to sales and marketing management. The need for personnel training and the role of leadership form the most critical elements in seeking solutions to problems within organizations. This is because personnel training equips them with the necessary skills in managing change and solving internal employee problems. These aspects of the organization impact its culture and thus underline the need for setting a clear objective, carefully planning all necessary tasks, and following a detailed plan before initiating organizational change. Change requires that individuals, institutions, and businesses transform their work culture and skills and is a process that involves different phases. The ability to transform the culture and skills within the workplace calls for better-equipped personnel with the know-how on balancing the demands of the workforce.
Conclusion
In conclusion, my organization stands to reap a cocktail of benefits from setting a clear objective, carefully planning all necessary tasks, and following a detailed plan before instituting change. It must however follow the best strategies in change management and institute the culture of employee training. Business enterprises need continuous change management to ensure that they grow and develop. This aspect of change is precipitated by the dynamic nature of the business world as well as the uncertainty of the economic situation. Technological development comes up with new ways and strategies of operation which companies and organizations need to adapt to ensure that they effectively compete in the business.
References
Anderson, K. and Anderson, S.A. 2001, Beyond change management: advanced strategies for today’s transformational leaders, New York, John Wiley and Sons.
Benn, S, Dunphy, D and Griffiths, A. 2004 Corporate Change for Sustainability: the way ahead, Australian Conservation Foundation, Carlton.
Bush, T 2003, Theories of educational leadership and management, London, Sage.
Dunphy, D and Griffiths A, 1998, The Sustainable Corporation, Organisational Renewal in Australia, Allen and Unwin, Sydney.
Hayes, J 2007, The Theory and Practice of Change Management, Palgrave Macmillan.
Koter, JP 1996, Leading change, Harvard Business School Press, New York, Harvard Business Press
McCalman, J and Paton, R 2008, Change Management: A Guide to Effective Implementation, New York, SAGE Publications Ltd. 2008.
Nilakant, V and Ramnarayan, S 2006, Change Management: Altering Mindsets In A Global Context, New Delhi, Sage Publications (ca)
Roth, W.F 2003,The roots and future of management theory: a systems perspective, New York, CRC Press.
Steiner, C. 1998. A role for individuality and mystery in managing” change. Journal of Organizational Change and Management. Vol.14,no.2. 150-167.
Styhre, A. 2002. Non-linear change in organizations: organization change management informed by complexity theory. Leadership and Organization Development Journal. 343-351.
Waddell, D M, Cummings, T G & Worley, C G, 2004, Organisation Development and Change, Pacific Rim 2nd Edn, Nelson Thompson Learning, Melbourne.
Today, change in most organizations is inevitable. Organizations have been forced to change how they conduct their business to survive. Change significantly has ensured organizations are turned in another direction “to fundamentally modify the way things are done, to overhaul the structure-the design of the organization for decision making and accountability and to provide organizational members with a whole new vision for the future” (Burke, 2002, p.1). As some studies have tried to refute the role of leadership in organizational change, immense literature and findings have proved that organizational leaders do make a difference especially in relation to organizational change (Burke, 2002, p.240). For instance, organization leaders have the potential to build, hurt or destroy completely an organization. However, other studies have shown that leaders at the same time can help their organizations add value.
St. Luke’s School
The school was established in 1928 by Edward Blakely who was a Harvard graduate and further named in celebration of the properties of “sound mind and sound body” (St. Luke School, n.d). The school has cultivated a long history where community sense is promoted and the guiding philosophies have been to “Enter to Learn, Go Forth to serve” (St. Luke School, n.d). The school prides itself in having one of the best and dynamic, rigorous academic programs that include innovative technology which aims to produce highly qualified graduates and various leaders. As explained by the institution’s head, Mark Davis, one of the core values at St. Luke School is a good character that at the same time is tied to love of learning, the pursuit of excellence, and community whereby the school’s graduates are trained to serve and make meaning of their lives, making themselves unique productive citizens and ethical leaders (St. Luke School, n.d).
One individual who has steered the institution to the realization of its mission and vision is Mark Davis, the head of the institution. He has demonstrated a unique leadership style that has endeavored many at the institution.
Transformational Leadership
The assumption of this leadership style is that people will follow a person who inspires them, an individual who has vision and passion, and who demonstrates an ability to achieve great things (Changing Minds, n.d). These leaders have a tendency to care about other people and they would always want them to succeed; and in leading, these kinds of leaders start by developing a vision that they get hooked to, then they embark on a mission to sell their vision to other members. In most cases, leaders know where they want to go and hence will only need others to follow them; and in case they don’t have such a strategy, they are always ready to lead the exploration of the viable ways to where it will be successful. Moreover, these leaders will always prefer transformation anywhere they work.
Mark Davis
As the head of St. Luke School, Mark has cultivated the status of a transformational leader where he always sees that students adjust to the school environment very fast with his help. The head has fostered the school’s strong system that provides support to new and anxious students. In addition, the head believes incapacity of other stakeholders such as the teachers, friends, advisors, coaches, and parents in transforming the new students into productive people in society. Furthermore, Mark Davis has established six habits that define a successful student and these habits have become core elements at St. Luke that Mark always lectures the new students on (St. Luke School, n.d).
Conclusion
Transformational leadership in an organization will strive to create a sense of purpose and a feeling of family. Commitments become long-term and mutual interests are generally shared with a sense of shared fates and interdependence of leaders and followers. Mark Davis, as the head of St. Luke, has strived to create this type of leadership in the institution, which continues to make the institution one of the best in Connecticut.
Change is a necessary prerequisite for development and positive growth. The model created by Kurt Lewin and further enhanced by Edgar Schein is one of the most prominent theories of organizational change and leadership. The three primary stages of the framework include unfreezing, movement, and refreezing, indicating different steps of the change model (Coghlan, 2020). According to Lewin and Schein, these steps are critical to transforming organizational entities, and it is essential to examine each stage in greater detail.
The first step is unfreezing, which can be understood as the general preparation for change. In 1947, Lewin defined it as the removal of factors that were detrimental to the change process (Hussain et al., 2018). In other words, the first step eliminates potential barriers, obstacles, and anxieties of relevant stakeholders concerning the change. Later, Schein postulated the significance of the sociopsychological model and effective leadership as the crucial aspects of unfreezing (Coghlan, 2020). Nevertheless, both authors concluded that the groundwork in the form of unfreezing was essential to the change process.
The second step refers to the movement of the examined elements. It implies the direct change of people’s beliefs, workflows, operations, and organizational practices within the analyzed entity (Coghlan, 2020). In this sense, movement is the core phase of the Lewin/ Schein model that governs the transformation process. In the later addition, Schein examined psychological aspects that allow leaders to influence people and organizational elements to stimulate change.
Lastly, the third step is refreezing, which generally implies the reinforcement of the change. In this phase, the leaders evaluate the transformation process and secure its sustainability and effectiveness, substituting the organizational culture (Coghlan, 2020). Moreover, they ensure that the acquired change is permanent and beneficial for their objectives. As a result, people adapt to the new organizational realities with a transformed understanding of processes and beliefs.
Changing an organizational component is challenging and a person who desires to become a successful transformational leader need to comprehend certain fundamental ideas about power. They need to know the source of authority, such as reward authority, and how to utilize it well. From a managerial standpoint, power refers to the capability to take action, manipulate behavior, and eventually complete tasks. Therefore, for a leader to be outstanding, they require to have a significant amount of authority. Managers can change the individuals and the environment around them when they have influence. It is upon the leaders how they utilize the privilege. The top management must understand what power entails to use it wisely to accomplish tasks and make projects happen.
Getting Things Done
Organizational managers must recognize the ideas of control and the application of authority to wield influence and accomplish goals. Influential leaders take the initiative and choose to be proactive instead of reacting. Managers who take action are aware that they are answerable and do not attribute their actions to external factors such as circumstances. Aggressive leaders frequently put people who oppose them on the defensive because they know they have control over their behavior (Frey et al., 2022). Furthermore, they understand that failure to act can make them lag as other people advance. Supervisors need to employ various strategies to achieve their goals because there is no shortcut to accomplishing tasks. Therefore, leaders must keep their end aim in mind and avoid wasting their political leverage on pointless skirmishes.
I remember when I was still working with Sony Corporation, the staff felt discouraged and unwilling to finish duties at work because they did not perceive the activities to be engaging or fulfilling. As a leader in the organization, I had to use my authority to change people’s behavior so that activities could happen smoothly. Since I knew the personnel were less motivated, I had to figure out how to change the situation. Leaders can look for restraining forces because people do not know the importance of change, and some are nervous about doing duties differently (Smith et al., 2020). I used my capabilities to advocate for the need to change and made people understand how change could work. I implemented a reward system to regain the employees’ morale and become more productive. I involved people in the change process and educated them about the benefits of change in the organization. I could execute the change because I had the authority and approach to influence people. I also used knowledge and energy to promote the alteration because resistance comes when people lack understanding.
Recommendation
It is crucial to note that major adjustments in the company are very complex to implement. I advise the leaders that they need to be keen in the future because when they hurry to execute adjustments, it can confuse the advancement. Managers need to be aware that any serious errors made during the phases of change can have disastrous results (Quinn & Cameron, 2019). Additionally, they need to know the importance and the consequences of underrating a step during the alteration process. Leaders must use their power to promote organizational change to increase the company’s profitability. Supervisors need to boost the morale of the staff to ensure that duties are effectively performed.
Conclusion
Managers must create urgency when they want to implement change in the organization. They must collaborate with the staff concerning the alteration that needs to be executed. Supervisors can use effective communication to pass the message about the major change in the organization. Additionally, they can use their power to advocate for the adjustment because they can influence employees. Leaders must always ensure that employees do their tasks by all means, and in case of any issue, they must attend to it immediately.
Organizational goals can be achieved by different strategies and due to the different organizations of companies. However, in any team, conflict situations can arise that can interfere with the performance of their functions and become reasons for failure. In such cases, it is important to analyze the political and symbolic framework that can help in understanding the sources of conflict. The study of their influence on problems of organizational behavior can be seen in the example of the resistance to change of employees in the marketing department.
The political frame may view organizations as groups of people who can compete for limited resources. Based on this, employees may have various disagreements that become obstacles in their work. An example of limited resources would be promotions or pay raises. Resistance to change is a common problem in companies where organizational rules and regulations have not changed for a long time (Pereira et al., 2019). In this example, the political frame can be used to explain the lack of involvement in the change process and the fear of possible personnel changes and layoffs. When any changes are unexpected for employees, they begin to resist them, as they may feel a threat to their position in the team. In addition, a wrong decision of the management can also be the reason for the negative attitude of the team towards the innovations being introduced since, in this case, they lose confidence in the leader.
Another reason the political frame can be analyzed in terms of organizational change is the redistribution of power. A position of power can often be used both to implement certain innovations in the company and to resist them (Lui & Ngo, 2021). In addition, power in the team can be formal, which relates directly to the manager, and informal, when it comes to opinion leaders. In the second case, it is more likely to use leverage to prevent organizational change. If a conditional employee with informal power can, for example, be transferred to another department as a result of changes, then he will lose his position. In this case, it is disadvantageous for them to support the implementation of the new rules. This is a political frame since the motivation to resist change comes from the argument of losing one’s previous advantageous position and depriving a limited resource of power.
Based on the political frame, the marketing manager will have to analyze how the implementation of the new rules can affect all employees. In this way, they will be able to avoid the negative consequences of organizational resistance to change. To achieve such a positive effect, it is important to involve all stakeholders in the process of planning organizational changes (Lui & Ngo, 2021). In this case, each person to whom the innovations relate will be able to express their thoughts and protest to adjust the new plan before its implementation begins. By considering the political frame when planning change, the department leader will be able to anticipate possible risks and provide strategies to address them.
From the organization’s point of view, considering the symbolic frame, it can be said that the company is a kind of cultural environment. Thus, the interaction of employees is not determined by the positions of power but by the ethical norms of interaction between employees (Lüdeke‐Freund, 2020). This frame is of the greatest importance for the company’s corporate ethics, as it regulates informal employee relations and some cultural norms of behavior that could develop in the organization. However, for the example under consideration, the symbolic system of interactions is also suitable since resistance to change may be due to ethical aspects.
Different sets of cultural characteristics, practices, and beliefs can regulate the behavior of an employee in terms of a symbolic frame. In this sense, these aspects of behavior can be both barriers and drivers of change in companies (Phillips & O’Reilly, 2019). In the example under consideration, employees, for a long time at work, could develop different cultural and ethical habits that shape their behavior. In this case, introducing changes without considering their opinions may affect certain patterns of behavior that people are used to. This means that with the full implementation of innovations, these determinants can be removed. In this case, this can become a factor that will encourage employees to resist change so as not to lose their usual form of interaction in a team. Another aspect may be the prevailing corporate culture in which employees hold conservative views and do not perceive innovation. This could be another potential reason for resistance to change in terms of the symbolic frame.
If the head of the marketing department considers and analyzes all the cultural aspects that add up to the symbolic frame, then they will be able to draw up the right strategy for introducing changes. In this context, it will also be a relevant decision to involve all stakeholders in the planning of the change strategy. In this case, the symbolic aspects of existing corporate behavior can be taken into account and help warn against resistance to change.
Political and symbolic frames may come together in employee rejection of organizational change being introduced. The first frame highlights how important it may be for some employees to maintain their positions in the company. From the point of view of symbolic aspects, the behavior and relationship of employees are of key importance due to innovations to form resistance in the company. In both cases, this may be connected to the fact that people are used to certain established patterns of behavior, and when they change, many will take a long time to get used to. With a comprehensive management approach to change, they should consider both frames and involve stakeholders to avoid unpleasant consequences. This consideration of different cultural and positional aspects can be a preventive measure to avoid the appearance of resistance (Saks & Gruman, 2020). Thus, by considering, the desires of employees from the political and symbolic frames, the head of the marketing department could achieve better results.
In conclusion, it is important to note that political and symbolic frames are of great importance for any organizational activity. The first of them is responsible for the relations in which it is important for all employees to maintain their current positions in the company, and the second one considers the organization from the side of ethical and cultural relations. In this example, both frames were ignored by the head of marketing, which led to resistance from employees. Thus, each employee could lose a certain fixed degree of comfort, as a result of which motivation and desire to work would be lost. Thus, when planning changes, it is important to take into account the wishes of all stakeholders and, based on this, introduce innovations.
Lui, T., & Ngo, H. (2021). Power and resistance to change in organizations: A review of theories and research. Human Resource Management Review, 31(1), 101-112. Web.
Pereira, V. R., Maximiano, A. C. A., & de Souza Bido, D. (2019). Resistance to change in BPM implementation. Business Process Management Journal, 25(7), 1564-1586. Web.
Phillips, K. W., & O’Reilly, C. A. (2019). Organizational culture and change. Annual Review of Organizational Psychology and Organizational Behavior, 6, 87-111. Web.
Culture is a way of saying or doing things. The transformation of goals, strategy, structure, management, resources, product, services, and procedures is called change. Organizational change is the transformation of various business segments to fit a business strategy (Armstrong-Stassen 1998). Organizational change can be partial, or complete.
Organizational culture is a patterned way of feeling, thinking and reacting to business transactions. Two factors affect the level of transformation in an organization. The factors include culture and politics.
Thus, organizational culture can be manipulated and managed (Olson & Tetrick 1988). Organizational culture influences the growth and stability of the firm. We will apply relevant theories to analyze the culture change in Barclays Bank.
Organizational culture
Organizational culture comprises the following;
Norms.
Beliefs:
Values.
The change in organizational culture is influenced by three factors namely,
Management.
Organizational change.
Expansion.
Factors affecting organizational change
Organizational culture can be resisted by the employees. Thus, the management must determine a suitable method of change (Nord & Jermier 1994). The factors, which affect organizational culture include;
The feelings, attitude and perception of the employees.
The inclusion of the employees in the decision to change.
Management.
Feelings attitude and perception of the employees
Employee’s perception of the change process can affect the organizational culture (Nadler 1987). Cohesion between management and the employees influences organizational culture. Employees are scared of losing their jobs and will resist any change in organizational culture.
The inclusion of employees in the decision to change
The communication gap between the management and the employees threatens the need for change. The transformation in organizational culture must be communicated to the employees (Nelson, Cooper & Jackson 1995). An employee who receives the information from a colleague may resist the change.
Change management
The management must implement a perfect plan. The framework for the process must be flexible and plain (Goodman & Truss 2004). When the plan is open and plain, employees will not doubt the reason for the change.
Culture theory and model
The change in organizational culture can be categorized in three stages
Traditional culture: The pattern of the organization is influenced by administrative regime. Traditional culture is characterized by beliefs and values.
Competitive culture: Organizational culture is motivated by different business trends (Goltz & Hietapelto 2002, p, 20). Competitive culture may not work for two organizations. The reason for the change must complement the organizational strategy.
Transformational culture: Transformational culture is influenced by organizational structure.
Kotter’s theory of change
Kotter proposed 8 steps for organizational change
Urgency.
Coalition.
Vision.
Communication.
Empower.
Create short-term plan.
Develop.
Adapt.
Schein’s culture model
Schein proposed three levels of culture model namely,
Artefacts.
Values.
Assumptions.
The outer layer is called Artefacts. Artefacts can be identified by the organization. Artefacts include punctuality or lateness, daily reports, communication and cleanliness of the organization (Oreg 2006). The inner layer is called values. Values cannot be directly observed. Values include the purpose, mission, vision and objectives of the organization.
Characteristics of organizational culture
Identity.
Group emphasis.
People focus.
Integration.
Control.
Risk control.
Reward pattern.
Conflict resolution.
Orientation.
System focus.
Topologies of culture
Handy (1993): Handy proposed power, task, role and person.
Pheysey (1993): Pheysey proposed power, role support and achievement.
Scholz (1987): Scholz proposed evolution-induced, internal-induced and external-induced dimensions. Hall (1995): Hall proposed assertiveness and responsiveness.
Deal & Kennedy (1982): Deal & Kennedy proposed work-hard, tough guy, bet and process.
Culture change for Barclays Bank
We can analyze the culture change initiated by Barclays Bank using different theories and models. The bank management must utilize models of culture change to manage the employees. The inclusion of the employees in the change decision will determine the success of the plan. The management must confront the employees as the agents of transfromation (Piderit 2000).
The feeling, perception and attitude of the employee should be observed prior to the change. The change must be announced before the time for implementation. The management must organize a meeting with the employees before the change. The management must adapt to business trends. Kotter’s steps to change proposed the need for urgency, speed and direction.
Employees are driven by the change mechanism (Martin, Jones & Callan 2005). The management must provide short-term wins to motivate the employees. Employees must be convinced about the change. The change must align with the objectives of the organization.
The management must form a coalition with the employees. The change must be measured with a short-term goal. Employees can access the benefit of the change through the short-term goals. Finally, employee’s attitude, employee’s inclusion and management will affect the culture change in Barclays Bank.
Implications of the research
The management determines the success of the strategy.
Employees are the agents of change.
Culture cannot be consciously manipulated.
Culture change must be transformational or manipulative.
References
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The human resource management is responsible for managing the human resources of an organization. The HRM aims at improving the performance of an organization through effective management of human resource. It is involved in job description in an organization, planning and recruitment of employees.
According to Risher (23), strategic human resource management involves merging the corporate strategy and the HRM strategy. The policies of HRM should be well defined for intended outcome to be realized. This study aims at examining the importance of human resource management with regard to change in organizations. The study will focus on change process and would highlight a case of successful change process that involved human resource management in Ford Motors Corporation.
Human Resource Management
Employees are the most valued asset of an organization. According to Greer (21), human resource management is “a strategic and coherent approach to the management of the most valued asset of an organization.” Not all the management staffs of an organization are concerned with the firm. The HRM is concerned with managing the workforce in the organization. The strategy involves policies laid down by the organization with a philosophical and ideological underpinning.
HRM is mainly made of four component that include beliefs, information on people management, involvement of line managers and shaping of the employment relationships through set levers. A HRM system comprises of HR philosophies, strategies, policies, processes, practices and programmes. According to Becker and Gerhart (792), the components can be categorized into three groups that are the HR system architecture, policies and processes (practices).
HRM emphasizes that firm workers are important in achieving the mandate of the organization through sustainable competitive advantage. There is need for integration of HRM strategy with the corporate strategy of the organization. HRM helps the organization attain the necessary integration.
Managing employees is not different from managing other resources of the organization. However, the differences arise in the nature of the resources being managed, i.e. people. Since the behaviour and the performance of the human resource depends on factors such as motivation, ability, perception of roles and situational contingencies, HRM is concerned with ensuring the resources are productive by providing necessary support (Zheng Yand and McLean 33).
The human resource of an organization is involved in various activities such as staffing of employees and enhancing their training. This involves recruitment of new company employees by selecting knowledgeable and skilled individuals with experience to fill up vacant positions in the firm. The success of a recruitment exercise depends on planning, analysis of the job, recruitment and selection of the required staff (Risher 26).
Other duties of the HRM is offering rewards to motivate employees, developing employees through education and training, maintain employees in the organization through proper administration and enhancing employee management relations. Under employee relations, HRM is responsible for spearheading participation of employees in trade unions through negotiations.
In spite of all these roles, the activities that the human resource management is involved in vary from one organization to another. Moreover, HRM emphasizes on high employee commitment, workplace learning and enlightened leadership in an organization.
There are several HRM models. The Fombrun, Tichy and Devana model give emphasis to interrelatedness and coherence of GRM activities. In this model, HRM is made of four components that are employee selection, appraisal, development and their rewards. The four components aim at increasing the performance of an organization.
The Harvard HRM model has six components that include evaluation of situational factors, taking into account the interests of the stakeholder, HRM policies, and the outcomes of HR activities, long-term consequences and utilization of the feedback by the firm.
Similar to the Harvard HRM model, The Warwick model has five components that include the analysis of the organization’s environment internally and externally, business strategy and HRM content. All those internal or external factors that affect effectiveness of the human resources are usually considered under this model (Risher 27).
International Human Resource Management
As explained above, globalization has is a common of the modern business environment as businesses are able to conduct business globally. Countries have opened up their borders for international trade and companies are able to operate in different markets other than their domestic markets. Many organizations have ventured into other global markets by establishing subsidiaries across the globe in different regions.
Apart from the ability of firms to operate globally, globalization has enabled mobility of factors of production including labour. Employees could move from one country or region to work and operate in another. Due to mobility of labour, firms must adjust their human resource policies from the local or country of origin policies to international HRM that incorporates international regulations concerning employee relations.
In the international HRM, multinational organizations manage their employees in different countries of operation based on the country or region’s employee relations. The international human resource management incorporates all aspects of managing human resources at the global level including use of employee databases that are managed using information systems.
An organization utilizing IHRM usually ensures to comply with HRM and legal regulations applied in the country of operation. Therefore, IHRM could be said to be applied by multinational corporations operating at a local level while observing international regulations governing HRM.
Strategy and International HRM
The word strategy was added to HRM to indicate the need to establish a relationship between the external strategy of an organization and the internal Human resource strategy. According to Armstrong (121), the HRM policies and practices must fit into the company’s strategy as applied in the external business environment.
The immediate business condition faced by the organization in the external environment must be taken into consideration in order to attain the necessary competitive advantage.
Bratton and Gold (93) adds that strategic planning as applied in the normal HRM only considers quantitative aspects of finance, marketing and productivity in the organization with less attention being given to the qualitative dimension such organizational culture, the value system of the firm and power depicted by company management. In addition, unless the human resource section of the firm is involved in the strategic planning of the organization, it is difficult to achieve the strategic plans.
Strategic HRM involves cohesiveness of HR policies and practices, internalization of the role played by HR in the firm and employee integration. Cohesiveness is concerned with ensuring that HRM practices complement the company’s practices and policies. The integration of workers ensures that there is identity of interest for the firm and its human resources. The matching model is used to describe the nature of any element of integration and the strategic planning and HRM link (Armstrong 123).
The Matching Model
Under this model, it is assumed that countries that experience high wages for employees are able to gain a competitive advantage through utilization of Porter’s generic strategies of cost effectiveness and differentiation of products. However, each of Porter’s strategy requires a unique set of responses from employees in order to reinforce the behaviour pattern. HRM is responsible for matching the reciprocal employee behaviour to the application of generic strategies of Porter to organizations.
To achieve this, HRM begins by matching the philosophy, policies, programs its practices and the five P’s so that the outcome stimulates and motivates the behaviour of employees towards each individual competitive strategy. Rynes et al. (382) postulates that the HRM practices and policies of an organization should be configured and managed in a manner that is congruent to the particular strategy of Porter.
Thus, the HRM practices should match the strategies of an organization in order to gain a competitive advantage and performance. In summary, the basic of the matching model is the fit between the external strategies of the firm and the internal strategies that include HRM strategies.
In spite of the benefits of the matching HRM model, Bratton and Gold (99) argues that the matching model is based on a rational view of strategic decision making that is also based on predispositions and planning actions. Moreover, it is argued that the strategic decisions (both the firm’s and for HRM) are affected by organizational politics hence lack of clarity in terms of environmental influences.
Resource based Model of International HRM
This model calls the attention of the strategic nature of employees of an organization and the importance of learning at the work place. Organizations possess unique competencies in their employees that enable them gain a competitive advantage over their competitors in an industry. The competitiveness of employees is depicted by their knowledge and skills that ensure an organization lead in innovative products.
The resourcefulness of employees can be increased through work place learning and education. According to Bratton and Gold (102), it is not possible to achieve the competitive advantage of an organization by analyzing the external environment alone, but by including the analysis of the company’s skills and capabilities carefully.
Therefore, in terms of a SWOT analysis, the matching model emphasized on the opportunities and threats facing the firm from the external environment while resource approach emphasizes the examination of internal strengths and weaknesses of a firm to form a competitive advantage.
Strategy in IHRM and Organizational Performance
According to Armstrong (127), most HRM models make an assumption that an alignment between the strategies of the organization and HRM strategies could improve the competitiveness of the organization hence improved performance. The resource-based model indicates that there exists a causal chain of policies of team empowerment, education and learning at work, commitment of employees, synergy and improved performance of an organization.
The cycle is called involvement – commitment cycle. According to Sims (376), it is important that employees be committed to the organization because through commitment, they will share the goal and objectives of the organization. The employees will then be loyal hence improving the performance of the firm. Through commitment, workers can show dignity, self worth and psychological involvement n the activities of the organization (Rynes et al 374).
According to Rogers and Wright (1998), HRM assumes that employees are an important resource to an organization and the performance of the firm depends on them. The positive impact of HRM on the performance of the firm depends on formulation of appropriate policies and processes and their effective implementation.
In a study conducted by Farnham (56) to find out the existing relationship between HRM and organizational performance, it was established that it is not easy to measure the impact of HRM practices on the performance of an organization. Doubts have been made concerning the validity of some studies. According to Armstrong (159), surveys that only ask about the number of the extent of HR practices are not sufficient to understand the existing link between HRM and performance of a company.
Change Management
The improvement of business processes in an organization has not been smooth for most firms. As the management of an organization introduces change in the company, there is always resistance to change with most employees opting to remain with the current processes of the firm.
Change Management Process
In order to apply the required change, an organization needs to identify the problem it is facing in order to find and develop the best solution to the problems. According to Brown and Kusiak (77), lack of proper diagnosis of the problem could lead to implementation of the wrong process in the organization. The outcome could worsen performance rather than improve the performance of the organization. The problem identification process involves various steps as outlined below.
Problem Identification
Organizations face many issues some of which are complex while others are simple. The identification of problems of the firm needs to be followed by prioritizing the issues so that the company can make decision on which issues to be solved first.
Symptoms: the establishing of the issues affecting the organization needs to be followed by diagnosing the features or symptoms of the problem.
The symptoms of the problems of the firm should be distinguished from the causes of the problem. According to Brown and Kusiak (82), business analysts usually hear many issues affecting, the firm and they give many solutions. It is important that the firm does not ignore any solution given. However, the solution provided should be argued out with the management of an organization in order to establish its effectiveness (Boeker 155).
Alternatives: after serious analysis of a given situation in an organization and hearing possible solutions from a business analyst, it is important that the organization develop alternatives for its problems. The approaches that could solve the problem of an organization could come with different consequences and costs that make it necessary for the management to discuss each alternative exclusively.
After discussion of each alternative, it is important that the management make a decision regarding the best solution to fix its issues. The decision should be based on the best approach that solves the problem affecting the firm while leaving it with the least negative effects.
The decision made should be followed by implementation and follow up of the effectiveness of the approach. According to Brown and Kusiak (83), follow up is important for organization to ensure that the approach follows the set guidelines and that it has no side effects. In the process of solving an issue that affects an organization and effects change in the firm, firms do use various methods. Some approaches include cause effect approach and business process reengineering.
Reengineering
According to Hammer and Champy (2), process improvement in organization requires reengineering, which is defined as the ability of an organization to disregards all its assumptions and traditional way of doing business and instead developing and adopting a new process centred business organization. The adopted new process should help an organization improve its performance.
In order to achieve the required process reengineering for an organization, an organization needs to adopt a fresh perspective and approach. In order to acquire change through process reengineering, it is necessary that an organization rethink and establish radical redesigning of its processes in order to generate the required dramatic improvements. The process could be well illustrated in the figure below.
As indicated in the above diagram, Hammer and Champy (3) notes that reengineering requires starting over for an organization. In order for an organization to succeed in the modern environment, there is need for its processes to be fast, of high quality, flexible and of low cost.
The initial phases of organizational change began long time ago with Adam Smith who proposed labour specialization, followed by establishment of infrastructure, the assembly line and hierarchical structure of the firm. In spite of the importance of these principles, their application in the modern business environment could result in delays, rigidity and high overhead costs in the production process.
The first step of reengineering begins with the focus on the fundamentals of the company. The fundamentals of an organization relate to the main activities of the firm, why they are done the way they are and the tacit rules and assumptions of present activities. According to Hammer and Champy (4), reengineering concentrates on what ought to be or should be done and ignores what is done.
The radical redesign phase is concerned with the reinvention of the organization. This does not involve making of superficial changes or marginal enhancements to the firm but changes and designs that enhance new features of the organization. The potential dramatic result is the phase that the firm realizes the outcome of reengineering.
According to Piderit (202), reengineering leads to quantum leaps in the performance of an organization rather than incremental improvements. Business process orientation involves evolving of the firm around its business processes. The processes undertake inputs in order to generate valuable outputs to the customer. In order for a business process to work, it must produce added value rather than internal activity.
Successful Reengineering Process: Ford Motor Corporation
Ford Motor Corporation applied the process analysis and problem solving in the 1980s by examining its employee accounts of about 500 employees. After a careful examination of the accounts payables, it was revealed that the company took much of the time in the department to track down discrepancies between orders that were purchased, shipping receipts and invoices.
The realization of the problem led to a rethink of possible solutions and reengineering was the only viable solution (Ford Ford and D’amelo 372). The company took various steps as explained below.
The management began by establishing an online database mainly for the purchase orders whereby all orders issued by buyers were recorded in the database.
Goods were received at the dock while there was an individual to check in the database. The match of the shipment and what is in the database led to the reception of the goods and vice versa. This eliminated possibilities of any discrepancies between orders that were made and received.
Once the shipment is received, the database is updated immediately to reflect the change. In addition, a check was generated automatically and issued to the vendor in time.
The process improvement applied by Ford Motor Corporation was a success. This is because the head count people in the purchasing department reduced drastically from 500 to 125 employees with efficiency in time management being improved dramatically. According to Piderit (785), the reengineering process as applied at Ford Motor Corporation is a lesson to be emulated by many firms wishing to reengineer their processes. The changes that the company implemented could not have been achieved without the aid of the modern information technology. The process reengineering reflects old processes that have undergone new wrinkles.
Conclusion
The modern business environment is dynamic and full of many challenges that organizations needs to develop different mechanisms of solving their issues. The process of solving a problem involves first identifying the issue affecting the corporation and determining possible ways of solving the issues.
Out of the many alternatives, the management could choose one. Process improvement and reengineering is one of the many methods of solving issues affecting the firm. The reengineering process is vital since it helps an organization develop new processes and frameworks of the firm. Ford Motors in the 1980s in which it introduced new process of recording purchases thereby ending up cutting down its costs dramatically conducted one of the successful reengineering. Reengineering process could be accompanied by knowledge and innovation.
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Acceptance of change within an organization depends on the emotional state of employees and managers. The behavior, feelings and attitudes of employees within an organization are influenced by their emotions (Zerbe 2008, p. 173). It is important to highlight the interpersonal effects of emotions in order to comprehend the exact influence of emotions within an organization.
The domains of organizational behavior are very essential in understanding the effect of emotions on the performance of employees (Zerbe 2008, p. 173). Organizational behavior domains such as leadership, group decision making and customer service require emotional intelligence from the parties involved.
Emotional intelligence is a very valuable attribute that all stakeholders within an organization need to possess (Zerbe 2008, p. 174). The success or failure of an organization actually depends on the level of emotional intelligence among its employees and managers. This paper will highlight the role of emotions in the management of organizational change.
Discussion
Many organizations have always underestimated the effect of emotions in the day activities of an organization (Weick 1999, p. 364). In fact, the topic of emotions never featured in the past until recently when managers realized that emotions actually play a significant role in the success of an organization (Weick 1999, p. 364). Many organizations are now taking the subject of emotions very seriously after discovering its significance.
Organizations believed that emotions could only be expressed at home but they forgot that employees still remained human despite being at the workplace (Weick 1999, p. 364). The corporate world is now discovering that the positive emotions of employees should not be left at home because they are crucial to the success of an organization.
A recent research indicates that the productivity and creativity of employees is affected in a great way by emotions (Weick 1999, p. 366). Emotional intelligence determines the career success of an employee compared to cognitive intelligence.
Although cognitive intelligence is important for an employee, research reveals that a combination of both cognitive and emotional intelligence is crucial for employees to achieve their career goals (Weick 1999, p. 366). The management of organizations has come to realize that their success depends on their ability to utilize positive emotions of employees to their organizations’ advantage (Weick 1999, p. 367).
Managers who have mastered the art of stimulating and sustaining positive emotions in their employees have actually been able to witness positive results (Vince 1996, p. 17). The current market is very competitive and it is therefore necessary for organizations to come with strategies that can give them a competitive advantage.
The primary sources of competitive advantage such as intellectual capital, customer service, organizational responsiveness and productivity are influenced directly by employee emotions (Vince 1996, p. 17). The creativity and knowledge of employees are very significant in the success of an organization since the modern economy is knowledge-based.
Employees that are creative and knowledgeable are very receptive to organizational change compared to those who are not knowledgeable and creative (Vince 1996, p. 17). The ability of an organization to harness intellectual capital from its employees will enable it to survive in an innovation driven economy.
The intellectual capital of employees should therefore be engaged and cultivated by management for the expected results to be achieved (Vince 1996, p. 18).
The emotional state of employees determines the organization’s level of intellectual capital (Pfeffer 1981, p. 43). The intellectual functioning of employees within the organization is also affected directly by emotions. A smart and innovative workforce is a dream of many organizations and this can only be achieved through proper management of employee emotions (Pfeffer 1981, p. 43).
The flexibility and originality an employee’s thinking is normally diminished by a negative emotional state. Flexibility in thinking is one of the key attributes needed in the implementation of organizational change (Pfeffer 1981, p. 43). It is the duty of management to ensure that employees remain in a positive state of mind to enhance originality and flexibility in their thinking.
A dispirited workforce loses the interest to innovate and identify new opportunities (Pfeffer 1981, p. 43). Negative emotions make employees lose the energy and drive to be creative. A passionate, confident and secure workforce will always make wise decisions and at the same time create new solutions (Pfeffer 1981, p. 44).
Sharing of knowledge and expertise in the entire organization is very important in a knowledge driven economy (Neal 2004, p. 60). Employees in a negative emotional state are always unwilling to help and share information with others.
Implementation of organizational change requires knowledge to be shared throughout the organization and if this does not happen, then organizational change implementation becomes difficult (Neal 2004, p. 60). The intellectual capital of an organization enables information to be disseminated freely.
Organizations that have effective information dissemination systems experience a lot of success because implementation of organizational changes becomes much easier (Neal 2004, p. 60). Employees who are insecure about losing their positions are normally reluctant to share knowledge with others.
Employees who feel safe and valued show high levels of commitment and are always available to share their knowledge with others (Lyubomirsky, King & Deiner 2005, p. 805). In order to maximize intellectual capital, management must ensure the emotional state of employees is turned from being negative to being positive.
It is not possible to separate emotions from customer service because the two greatly affect each other (Lyubomirsky, King & Deiner 2005, p. 805). Service workers who are demoralized and angry will definitely create a negative service climate. It is very difficult to offset a negative emotional state with training initiatives.
It is the responsibility of management to ensure that service employees are motivated in order for them to deliver quality service to customers (Lyubomirsky, King & Deiner 2005, p. 805). It is dangerous to have disgruntled service employees because they are the ones who come in direct contact with customers (Keifer 2002, p. 44).
Failure to address emotional needs of service employees has serious economic consequences since the organization is bound to lose its customers due to poor customer service. The leadership of any organization should ensure that this group of employees remains in a positive emotional state (Keifer 2002, p. 44).
It is estimated that almost 68 % of customers defect from companies where the service staff treated them with an indifferent attitude. This defection figure exactly shows the amount of damage that negative emotions can to do to an organization (Keifer 2002, p. 45). The profitability of an organization is therefore dependant on the emotional state of service employees.
The current market is always changing at a faster rate with organizational responsiveness being a major requirement for an organization’s sustainability (Hughes 2006, p. 52). Employees with positive emotions respond quickly to market changes. Threatened and dispirited employees will always resist change.
Employees in a dispirited state will not be willing to adopt new methods and systems that are important in facilitating organizational change (Hughes 2006, p. 53). Employees who are stressed stick to outdated methods even if it is obvious that the methods and systems can not deliver the required results (Hughes 2006, p. 53).
Employees with a peace of mind respond to market changes passionately. It is therefore true to say that the ability of an organization to respond to market changes and demands depends on the emotional state of its workforce (Hatfield, Cacioppo & Rapson 1994, p. 28).
Employee retention and attraction is another domain of organizational behavior that is influenced to a great extent by employee emotions (Hatfield, Cacioppo & Rapson 1994, p. 28).
Employees who are happy and motivated will always want to stay with the organization (Hartel 2006, p. 77). An organization that treats its employees well by taking care of their physical and emotional needs will always attract the best talents in the market. The productivity of employees will definitely rise if they are excited and proud of their workplace (Hartel 2006, p. 77).
It is difficult for depressed employees to give out their maximum output. Organizations should provide the best working conditions for its employees in order to get the best out of them (Finlay 2000, p. 68). It takes a lot of effort and resources to motivate and satisfy a disgruntled workforce. The other advantage of having a happy and motivated workforce is the reduction in the turnover cost (Finlay 2000, p. 68).
Employees who are happy will always save the organization from unnecessary costs (Finlay 2000, p. 68). A positive emotional state gives employees the energy to work hard because they will be happy with their work and the organization in general (Finlay 2000, p. 68).
An atmosphere of positivity enhances positive results and success in an organization (Erick & Yvonne 2008, p. 10). It is argued that a leader’s positive emotions are the most transferrable. The other way through which positive emotions can be enhanced in an organization is by creating chains of events that carry positive meanings for others (Burnes 2004, p. 113).
Social and psychological experiments have shown that employees with positive emotions are more helpful than those with neutral emotional states. Organizational field studies indicate that sales people who experience more positive emotions at work are more helpful to their customers (Burnes 2004, p. 113).
The field research also revealed that sales people who exhibit positive emotions tend to attract more customers and in the process making a lot of sales. The reason for this argument is that sales people with positive emotions tend to be more creative, flexible and emphatic (Burnes 2004, p. 113).
This argument shows that being helpful not only develops from having positive emotions but it also produces positive emotions in others. An individual who is helpful to others tends to have a feeling of joy and pride when he or she realizes that their positivity influence the people they interact with (Beer 2000, p. 66).
Positive emotions enables a person to help others and at the same time fuel motivation that can help both presently and in the future (Beer 2000, p. 66). Witnessing and hearing about helpful acts can make employees to experience positive emotions. Onlookers experience the positive emotion of elevation. The tendency sparked by elevation is a general desire to become a better person by performing helpful acts (Beer 2000, p. 66).
Elevated employees do not simply mimic the helpful acts witnessed but creatively consider a wide range of helpful acts. The positive emotion of elevation gives employees the desire to be better for the sake of the organization (Barbara 1998).
The employees who experience helpful acts tend to experience elevation and its beneficial repercussions. There is always a high probability that an employee who witnesses and experiences good deeds will definitely be influenced to start helping others (Barbara 1998).
The elevation cycle can transform an organization into a more benevolent and coordinated place to be (Ashforth & Humphrey 1995, p. 99). Positive emotions expand through organizations, members and customers. Positive emotions produce meaningful relationships among employees and in the process preventing conflicts in the workplace (Ashforth & Humphrey 1995, p. 99).
Facial expressions and mimicry can not be seen as ways of determining whether a person has positive emotions or not. Positive emotions are developed from within and their expression should be sincere without any form of pretence (Ashforth & Humphrey 1995, p. 99). The way an individual behaves in relation to positive emotions is understood and translated by the other individuals that they come cross (Alice 2008).
The emotional state of managers plays a critical role in the success or failure of an organization. As mentioned earlier, leaders who display positive emotions have a great influence on the behavior and attitudes of other employees within the organization (Alice 2008). It is therefore true to say that positive emotions in an organization are linked to the managers.
A manager with an attribute of positive emotions is able to transmit this trait to employees. The level of control and support towards employees is determined by this trait (Alice 2008). Positive emotions determine how employees deal with various situations within the organization.
This development is highly dependant on the leadership traits or skills that managers within an organization possess (Alice 2008). Leadership is a process of symbolic management that involves creating and maintaining shared meanings among followers.
The organization leadership should always evoke positive emotions in the workplace through the use of symbols (Finlay 2000, p. 69). Symbols are known to bring both interactive and emotional responses. Symbol elaboration by managers evokes emotions in an organization. Moreover, managers engage in communication of symbols that are specifically designed to make their employees feel better (Finlay 2000, p. 69).
Employees are normally strengthened when they feel better about themselves. Resistance to change is a common thing in many organizations and it is the responsibility of managers to emphasize the importance of change as early as possible to prepare the employees psychologically for organizational change (Finlay 2000, p. 69).
Managers give employees a sense of trust and understanding by preparing them psychologically for change. This approach enables employees adapt to change as quickly as possible and at the same time making them deal with situations more positively (Vince 1996, p. 20).
It is important for managers to adopt the theory of positive emotions in order to influence organizational change. The behavior and attitudes of managers and employees has to change first before organizational change takes place (Vince 1996, p. 20).
Managers should always be willing to influence positive emotions among employees because anything good or bad begins from the top (Vince 1996, p. 20). The emotions of managers can be transferred easily to employees and this actually determines how employees relate with one another.
The positive emotions of managers encourage creativity in the organization which subsequently improves the level of success in the organization (Vince 1996, p. 20). The emotions displayed by leaders are a critical determinant of their relationship with group members and their ability to communicate emotionally evocative symbols (Beer 2000, p. 66).
Managers who are emotionally positive enhance organizational creativity performance by facilitating group cohesion. It is important for positive emotions to be built and sustained in the entire organization through a healthy emotional climate (Beer 2000, p. 66). Organizational policies and values are normally misinterpreted in the context of face to face interactions.
Managers can identify cues of real and felt emotions among employees. The managers also have the ability to identify positive emotional indicators of employees who are motivated towards achieving personal and organizational goals (Beer 2000, p. 66).
It is a difficult job for management to determine the emotional state of all employees at the same time (Keifer 2002, p. 60). Despite this difficulty, managers need to be aware of their organizational climate all the times. Negative feelings about change can only be improved if managers are aware of their organizational climate (Keifer 2002, p. 60).
Negative feelings can have devastating effects on the performance of an organization. Leaders must have the ability to arouse motivation by appealing to human needs for achievement, affiliation and power (Keifer 2002, p. 60). A good organizational climate decreases the cost of turnover and the resistance of employees to change.
A great organizational climate also improves the quality, creativity and acceptance of risks which make customers to be loyal (Neal 2004, p. 72). The mood and behavior of a leader within an organization have a great influence on the organization’s performance (Neal 2004, p. 72).
There is a powerful chain reaction between a managers’ mood and behaviors which drive up the mood of everyone else within the organization (Neal 2004, p. 72). Managers with high emotional intelligence can create an environment where loyal, intelligent and positive minded employees strive towards achieving organizational goals (Neal 2004, p. 72).
Conclusion
The primary sources of competitive advantage are enhanced by employees with positive emotional states (Zerbe 2008, p. 175). It is also evident from the discussion in this paper that managers with positive emotions can influence the same in many areas of the organization (Zerbe 2008, p. 175).
Employees that work in an organization with a positive climate work in persistent and strong groups where positive emotions are transferred from leaders to all the members within the group (Zerbe 2008, p. 175). Positive organizational behavior results in creativity, success and the ability of an organization to deal with emerging changes in the market (Hatch 2006, p. 40).
Managers should therefore pay more attention on the positive aspects of the organization and focus less on the negative aspects (Hatch 2006, p. 40). This enables employees to feel motivated and therefore leading to growth and development within the organization (Hatch 2006, p. 40). The ability of an organization to deal with the changes that occur in the market makes it more competitive.
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Accor Company Change Management Project Team (ACCMPT) will provide Accor Company with methods that will help sustain customer satisfaction for a long time in Accor Company. ACCMPT has significantly involved in Accor Company different changes implementation. The changes included change to spread the company worldwide, change on methods of recruiting workers of Accor Company, and development of an enticing strategy to attract customers.
Accor Company is Europe leader in hospitality industry (Accor, 2011). It is a multinational company handling different customers. This plan identifies benefits that Accor Company will enjoy if it maximize, and sustain customer satisfaction. Research shows that it is not easy to attract customers in hospitality industries. Therefore, retaining them for a long time is beneficial to a business. Customer satisfaction in any hospitality industry depends on the quality of services.
At our service (ACCMPT), we have a responsibility of working for the implementation of changes in the culture of Accor Company to help the company realize profits and survive in today’s competitive market. Accor Company has been enjoying our best services concerning the treatment of customers. In achieving our vision, it will help the entire Accor Company fraternity realize the benefits of customer satisfaction.
Executive Summary
Purpose
The purpose of this organizational change plan is to demonstrate the ability of ACCMPT to achieve its’ objectives of introducing change in Accor Company to successful sustain customer satisfaction. The plan also describes the activities that the entire Accor Company stakeholders will have to practice during the process of change. The plan will also accomplish the following:
Define the change.
Identify the strategy for change.
Outline the activities for transforming Accor Company.
Explain how the stakeholders are to participate in the change process.
Emphasis the need or importance of commitment or sticking to change.
Define Accor Company structure that is to help the change process take place, and provide for the morale and motivation of the stakeholders.
The plan is to help Accor Company realize the benefits of sustaining customers’ satisfaction.
Give a clear and understandable vision to the company workers and the role they would have to play in the change process.
Scope
This plan is to concentrate on the activities that will help Accor Company to realize the success of the delivery of the change program. The plan will also be a long–term document for Accor Company to use as a proof as long as this change is going to last in the company. The plan document will be updated when the company begins to realize the result of the change. The scope of the plan includes the following:
A plan to move the company form the old principles to the new change.
The way Accor workers will get training that will help them work with the integration of new changes.
Description of the communication structure to be used during the change for effective transition.
The plan will also give the role to be played by Accor workers during the change process.
The plan will explain how the workers will participate in the change process.
How ACCMPT intends to shape the future culture of Accor Company
ACCMPT vision of change and how the team will operate during the change process.
Need for Change
Historically Accor Company handles a large number of customers worldwide. Accor Company need to ensure that their management and the way they deliver services is able to satisfy customers according to their expectations. Customer satisfaction will help the company to retain their customers for a long time and continue enjoying profits.
Failure by most industries to have ways of measuring customers’ satisfaction is one reason why most hospitality industries do not survive for a long period in today’s competitive economic environment. Accor Company needs to adopt a strategy that will help it deliver to customers the quality that they deserve.
For example, in terms of sex, women requirements on quality that they are to receive in hotels differ from that of their counterparts, men. Therefore, to address such issues, Accor Company requires changing from traditional methods in which the company assumes that all customers deserve same quality.
Accor Company existence in many countries is a crucial thing that requires the company to be vigilant on how it handles customers. The company handles customers who have divergent cultures. This calls for a strategy that will ensure that the customers receive quality service in relation to their cultures.
This is important because customers’ cultures have a great impact on the success of any hospitality industry. Customers’ culture and the way of service delivery in Accor Company will determine the level of customer satisfaction.
The diagram below summarizes the relationship of customer culture and service delivery
Source: (Lin, 2012)
Environmental Analysis of ACCOR Company
ACCMPT find it necessary to carry out the environmental analysis on Accor Company to see the current position of the company. The analysis is both external and internal to help suggest the best strategies during the change process on areas that proves to be weak. The analysis will give the team the roles it will assign to various company workers and stakeholders.
It will also provide ACCMPT with hints on the training that the team will need to design for the workers of the company and other stakeholders. Last, the analysis will provide the team with weaknesses and strength that Accor Company has, and how the change process will help improve this areas.
External Analysis
ACCMPT team will identify the effects of various external forces to Accor Company. This will help understand the way the team will have to respond to these forces during the change process. There are various external forces that demand for changes in the way Accor Company handles its’ customers.
This company direct interaction with customers in operations requires provision of high quality services. Accor Company is affected by various external factors. These factors include Physical or natural factors, social or cultural factors, technological factors, economic factors, competitive factors, and global market factors. Below is a review of these factors and how ACCMPT will integrate the effects of these factors in the change process.
Analysis of Physical or Factors
ACCMPT will identify the physical or natural factors that affect the performance of the company. These factors include floods, droughts and other natural disasters like earthquakes. In the process of change, the team will identify best activities that the company will adopt to sustain customer satisfaction, the team will propose the effective methods to counter these natural factors. Natural factors will help the team to identify the best change strategies for different business branches of Accor Company worldwide.
Analysis of Social and Cultural factors
ACCMPT appreciates the effects of the social and cultural factors. The team understands the effect of these factors to the performance of Accor Company. Social or cultural factors put pressure on Accor Company to adhere to this plan. Accor Company operates in divergent cultures.
The company has its’ branches in 92 countries (Accor, 2011). These countries have got distinct cultures. Customers’ culture greatly affects the activities of Accor Company. In delivering services to customers, Accor will have to ensure they consider the way they handle customers’ diverse culture. This is because customers’ culture together with the way the organization provides their services determines customer satisfaction.
Customers’ culture normally has a direct effect on the way of service delivery. Therefore, every customer who has a particular culture expects the services to be done in a certain way which will guarantee the customer satisfaction. For example, referring to “power distance”, customers with different powers expects the services to be differentiated in the hotel (Lin, 2012). Customers with different powers should not have the same services.
If customers of the same power receive services of the same level, there will be no satisfaction to some customers. The project team will accomplish its’ goals by monitoring the steps that Accor Company stakeholders has to consider in the desire to establish change in the organization. ACCMTP team begins from developing a sense of change in the organization to anchoring the change into the corporate culture.
The team will allocate unique activities to every branch of Accor Company in every country during the change process. This is because different branches of Accor Company experiences different socio-cultural behaviors, and therefore, their handling of customers is different. The ACCMPT will suggest different training procedures to Accor staff in different countries because of their handling of different customers with different cultures.
Analysis of Technological Factors
Technological factors are also key forces toward the adoption of change by Accor Company. This company is a multinational company which requires improved technology services to help it in the process of delivering services.
For high customer satisfaction, the company requires technological services that are up to date. For example, email accounts that are well protected, ability to use credit cards without exposing customers’ personal information. When such activities are well supervised, the company will be promoting customer satisfaction for a long time.
ACCMPT has to understand if the available technology in the company will accommodate the change. Current technology will be able to make the change process quick and reliable. Accor Company has got improved technology that can accommodate the needs of the company. The technology makes communications between various stakeholders of the company easier. These include the company’s website, telephones, and fax. This will offer ACCMPT with easier time and efficiency in communicating the needs of the change process.
Analysis of Political Factors
ACCMPT members understand the role of political force in the process of change. Political factors can obstruct the change process or support the change. Accor Company operates in different political spheres. The ACCMPT team will make sure that it respects the laws of this diverse political spheres under which Accor operates by seeking operation permission in written form. The stakeholders will receive training on different laws of various countries in which the company has branches.
Analysis of Economic Factors
ACCMPT understands that economic factors can limit or contribute to the success of this change process. From various literature and experiences the members of this team understands that economic factors influence the level of Customers satisfaction. The economic changes call for Accor Company to come with strategies on how to satisfy their customers’.
This is because, with a challenging economy, customers become sensitive to issues like prices. Economic recessions affect consumers’ income making their budgeting habits to change (Roberts, 2010). Therefore, ACCMPT team will be careful when addressing such challenges because if the team does not fully control these challenges, during the change process it can affect the customers (Humphreys, 2003).
When stakeholders of Accor do not respond well to the issues they are likely to lose some of their customers. ACCMPT team identifies the investment method to help deal with the economic recession. Holding to past principles will lower the profits of the company during this scenario and create negative perceptions to customers. Mere customer satisfaction is a cause of poor customer loyalty (Jones & Sasser, 1995).
Analysis of Competitive and Global Market factors
The project team understands that the change should put into consideration different competitive factors that Accor Company encounters. ACCMPT understands that the main competitive factor that Accor encounters is the retention of customers and sustaining customer satisfaction.
Accor Company needs to sustain their customers for a long period. This is because there is high competition in hospitality industry (Humphreys, 2004). The competition is as a result of several industries in the same sector that offer the same services. ACCMPT has the experience that will help it ensure that the methods of sustaining customers’ satisfaction can show quality results within the first six month after introduction of change in the company.
ACCMPT is sensitive to the participation of Accor Company in the global market. Global market is normally very competitive and requires any planner to ensure that changes touching the company performance in the global market will have to yield positive results despite the global market factors.
Accor is a worldwide company and therefore, it has to meet the standards of global markets. The way it treats customers should be in a way that caters for all global customers. ACCMPT members will ensure that the activities that the staff of Accor participates in are acceptable in the world market. For example, respect to other competitors in the global market.
Internal Analysis
ACCMPT recognizes the importance of checking on the internal state of Accor Company before introducing change. The team member analyzes the company internally to find if the company can easily adopt the changes and improve the relevant areas.
Stability of the Company
From the experience of ACCMPT members, we understand that the stability of the company is vital for the progress and sustenance of the change process. ACCMPT will use two members from the team to thoroughly compare the financial records of the company between 2010 to early 2012. This is to provide the team the capability of the company to finance for the change process in all the company’s worldwide branches.
ACCMPT will use two of the project team members to check on the way the company services worldwide are perceived. The perceptions will determine the degree of the change process.
Risk Taking or Risk Aversion Culture
ACCMPT understands the importance of understanding the risk behavior of the company as it prepare for the process of change. This change is a risk that Accor Company is going to undertake. ACCMPT requires stakeholders to understand the risks that this business will undergo in the whole process through various structured trainings.
The ACCMPT needs this analysis to advise Accor Company managers on what they are to expect during the change process. It is hard for managers to get rid of the old models management.
This is because they fear such moves can destroy relationship that they have build for years. They have to recognize that change cannot be an ally but an enemy (Harper, 1998). This plan is to help the managers to participate and appreciate the change to maximize the consumers’ satisfaction by supporting the responsibility of relating the change with corporate culture.
ACCMPT team has to familiarize itself with different people in Accor Company. This will help identify the ideal people who will be affected by change and create a relationship that will promote a two way communication.
Stakeholder Analysis and Management
Understanding the stakeholders and management of Accor Company is of importance in promoting the desired change in the company. ACCMTP team will post the list of the stakeholders that will have to be involved in the change process to develop strategies for sustaining and maximizing customer satisfaction in Accor Company.
The list will help to inform the targeted stakeholders to get ready for the changes. This will give them convincing information to accept the change. The table below indicates the stakeholders that will have to encounter changes as the business works toward maximizing consistence in customer satisfaction. The table has the stakeholder’s name, their influence on organization, and plan.
A table showing stakeholders who will be affected in the organizational change plan
Stakeholders Name
Influence on the Organizational change project
Plan and responsibilities on the project
Accor workers and Managers
High
More training on receptionist activities.
Focusing on the project processes and carrying out their current job responsibilities
ACCMTP members
High
Reporting on the ability of the change to take place.
Driving the organizational changes
Change Accor Company processes to meet the best practices expectations.
ACCMTP Director
Critical
Justify the success of the implementation of the change and accountability
Accor customer relations manager
Critical
Assessing the change in the behavior and perceptions of customers’ during implementation of change process.
Participate in the measure of the quality of services Accor will be offering to customers during the implementation of change.
Customers (these are the people who come to the company for services like renting of o rooms and refreshment)
Medium
Depend on the services of Accor Company workers and provide give feedback
Depend on the improved methods of service delivery in Accor hotels and rooms and other refreshment joints.
External stakeholders (Governments of the countries that Accor has branches, legislation, judiciary, and Local governments agencies
High
They will be interested on consumer information. This will result from observing of safety measures and health measures.
Change Experts
Critical
Justifying when the change is to occur by participating in various programs organized by the team like workshops.
Help focus the project on time and concentrating on their current job activities.
Responsible for the potential changes in Accor Company.
ACCMTP members
ACCMTP has to provide guidance of these project activities. The members of the project team will manage the resources that they will get from Accor Company finance department to manage the change.
The analysis is to provide the ACCMTP team with information on the people of the organization that ACCMTP project is going to affect. It will give the project team the kind of audience it has to give to different stakeholders. Last, it helps suggest the right kind of training for different stakeholders and the best communication approach for that group of stakeholders.
Degree of support
ACCMTP will work hand in hand with Accor stakeholders to support the change. ACCMTP members will provide the stakeholders with relevant information that should help win the desired stakeholders help. The company has various stakeholders whose degree of support will determine the speed of the change. The government fully supports the change because it is under the laws of the government for consumers to have best services from the producers.
The customers’ degree of support is very high on this change. Customers are interested on high quality services for them to get satisfaction that they desire. The change in Accor Company is aiming at ensuring that the customers are enjoying quality services.
Driving and Restraining Forces
ACCMTP project recognizes the driving and restraining forces. These forces are emerging from the stakeholders. Many people are always not ready to accept change. They always perceive that if change comes in they will lose their traditional power. It is the responsibility of ACCMPT members to deal with obstacles to change.
There are numerous obstacles that ACCMTP members will face during the change process. They include a threat to the relationship that the organization has with different stakeholders which is a source of its power and influence (Rondinelli, Middleton & Verspoor, 1990). Second, the resources available in the organization are not enough to support the change that the organization admires. Last, different relationships in the various sections in the company are an obstacle to change.
ACCMTP identifies that the managers in the company sometimes find it hard to maintain customer satisfaction. They need to know the importance of sustaining customer satisfaction. The inability to sustain customer satisfaction has led to the company making low profits which make it hard for it to make changes that need more funds. These forces are also explained in the communication approach section.
Embracing the change
ACCMTP has to ensure that the stakeholders are realizing the change to come. The ACCMTP team will have to overcome the obstacles to ensure that stakeholders of Accor Company are embracing change. When the project team deals with obstacles successfully, the next step is to build on the change that the organization has at hand. Building on change is to make the organization realize what ACCMPT has been claiming from the beginning of preparation to change.
Developing of the organization or the business is the ability of the business or organization to increase its’ effectiveness systematically as a result of changes made in the organization or business (Middlemist & Hitt, 1988). Here the business begins to adjust to the new anticipated changes. This requires ACCMTP team to motivate and make closer supervision to ensure that the company stakeholder does not surrender at the beginning.
This is because the procedures may seem difficult to apply because as a result of addiction to old procedures. In Accor Company, workers find it hard to adjust on changes made on specified time of offering services. Changes on time will help Accor attend to customers for 24 hours, unlike, when the company in some branches initially operates during the day only. At the beginning, workers will find it difficult working at nights. ACCMPT will use the rewarding programs to help motivate night workers.
Accor stakeholder will undergo training and get rewards for contributing to change. They will be of help in recognizing and promoting the company’s change vision.
Strength and Weaknesses
ACCMTP identifies the strength and weaknesses of Accor Company to help build on change. This project strategy is to position Accor Company in a manner that it will use its’ internal strength to exploit the environment (Humphreys, 2007).
Accor Company has the strength on the ability to operate for 24 hours providing an advantage to make extra profit. It is also easier for the company to make relationships with customers for a long period because the company has branches in many parts of the world. The plan will therefore have the following strength from the beginning:
ACCMTP will be able to meet customers who have been receiving Accor Company services for a long time.
Have enough time to implement the change.
Test similar changes in different parts and asses the results.
The weaknesses are that: it is not easier to satisfy the customers’ expectations, sustain the customer satisfaction, and deliver quality services depending on customers’ cultures. These factors will cause the following weaknesses to the outcome of the project:
It will not be easy to change the customers’ perception on the business at the first six months of implementing change.
The plan will not be able to cater for the desires of all customers because of the nature of the company. This industry offers their services in regard to customers’ culture, and therefore, making it hard to single out every customer’s culture.
Sense of Urgency
Change in the organization does not affect an individual though an individual may be a cause for change in an organization. When there is a need for change it is important for the part of the organization that wants a change to create a sense of change in the organization. ACCMTP will have to ensure that it creates a sense of need for change in Accor Company. The ACCMTP director and ACCMTP members will have to use relevant communication method on various stakeholders o inform them on the anticipated change.
This will be through notifications on the benefits of why Accor Company has to adopt strategies that are to help in maximizing and sustaining customer satisfaction. The ACCMTP members will use dialogue to explain what the organization experiences in the market place. The stakeholders will give their feedback to the ACCMTP members to help them to make more clarifications.
The ACCMTP will work in conjunction with the change experts who are to guide and account for the right time of developing the sense urgency. The change experts will advise the ACCMTP to propose the best communication method that the ACCMTP team will have to use in informing the entire Accor Company during the change period.
The ACCMTP will identify threats to change. The ACCMTP members have to convince the workers by starting discussions and show them comments from customers. The project team will collect the comments from the guest comment cards in hotels which are the best to identify and rate customer satisfaction in hotels (Gilbert & Horsnell, 1998; Su, 2004).
This will help the team to find areas that the company will exploit in the future activities when they apply change. The business will spend less on attracting customers in the future hence save resources for other purposes.
The ACCMTP project will find support from other stakeholders, and similar businesses to help convince a big part of the organization. Similar businesses are important because they may have done similar changes. The stakeholders will give there support and opinions why they need that change. This will put the organization on a move to confidently start the process of introducing change in the organizational structure.
The company can provide information to customers on the changes it would like to make. The customers will in turn give their support and recommendations. Therefore, the stakeholders support change by providing information, financial support, and showing their participation in implementing new changes.
This step is a crucial step. It is a preparation step and requires great work from ACCMTP. This is because in this step, ACCMTP has to win a large portion of the organization that will help in completing other steps of introducing change. This step may witness many people surrendering on their goals of introducing change. Those who do not panic end up preparing the organization ready for change by winning a big section of the organization that support the change.
Stakeholder Future Expectations
From the ACCMTP stakeholder analysis we expect that the Accor Company stakeholders should expect the following in the future:
Reduced expenses on customer attraction,
Provision of customers services in relation to their cultures,
Maximized level of customer satisfaction, and
Long tem sustenance of customers’ satisfaction.
Vision
ACCMTP project appreciates that the vision part is the most exiting part in any change plan (Humphreys, 2004). Satisfaction gives the business the power to serve the same customers for a long time. In ensuring that there is change to maximize customer satisfaction, the ACCMTP will have this vision: “Quality services for customers’ satisfaction”.
The mission expects every Accor Company worker who operates in various capacities like hotels to practice set standards that will provide quality services that are key to satisfaction of customers. The ACCMTP team that is to enhance the change will be describing the vision often and present it in any material that is meant to spread the information for change. This will help in executing the vision of this change.
In the plan, the vision is going to be achieved through the delivering of objectives. Measurement should indicate the attainment of objectives which are to reflect the change vision.
Accor Company is currently a leading hospitality industry in Europe (Accor, 2011). The company is also spread in other foreign countries. Through implementation of this change, this company expects that it will take the position of becoming a world leader in hospitality industry.
Short Term Objectives
ACCMTP project has the following objectives that are to be achieved in a short period to help motivate the stakeholders and build on the long change process. The short term objectives are:
Win more than 70% support from all the Accor Company stakeholders in the first two weeks of the preparation stage
Realize a 40% increase in the customers’ positive comment on Accor businesses during the first six months of the change implementation process.
Develop suitable communication approaches to all company stakeholders in the first three weeks of introduction of change in the company
Immediately begin the training of the stakeholders after the first week of introducing change
Long Term Objectives
ACCMTP realizes the need of continuous measurement and assessment of this change. The project team has got the following long term objectives concerning the change process:
Sustainable customer satisfaction to all Accor customers in all the branches.
Increased Accor profits by 65% as a result of the new change.
Good stakeholder’s coordination in the company.
Reduced expenses in the business on customer attraction by 50%
Fully implementation of the whole change process in all the branches of Accor Company by the end of the first five years of implementing change.
Communication Approaches
There is a need for effective communication from the top management, to ACCMPT to the end user, the customers. The project communications will be in five distinct categories. First, the communication to start the change – this will be the first communication to inform people the need for change to make them prepare for it. Second, the communication to understand the various stakeholders in the corporate and the communications they traditionally use.
This will be through interviews and checking the organization records. Third, the communication of working on the project and relate it with the stakeholders. Fourth, the communications to market plan of maximizing and sustaining customer satisfaction to stakeholders. Last, the communication of evaluating the progress during implementation of change.
ACCMPT will employ various principles that will guide the communication process. First, Writing to stakeholders where possible will be helpful especially when in need of confidential information. ACCMPT project will provide training to the stakeholders in various contexts and promote two way communications.
Communication Environment
The table below indicates communication medium survey that ACCMPT will use.
A table indicating communications mediums
Participant
Email
Telephone
Face to face
Supervisor
1
Customer
X
X
2
Management
X
X
X
X
3
Project team
X
X
X
X
4
Employees
X
X
X
ACCMPT will asses the business environment and through stakeholders’ analysis determine a communication matrix.
A table for preliminary project planning matrix
Stakeholder
Tasks
How to get information
When
ACCMTP members and Change Experts
To asses and evaluate the progress of change.
Scheduling for various activities.
General meetings
Business websites
Customer comments and opinions.
Emails from workers and other selected stakeholders
Daily during the First week of September before creating the urgency for change
25thJanuary 2013 to discuss change progress
Periodically every 20thof October yearly.
Accor Management and the ACCMTP team
Relating changes into corporate culture.
Supervising project data and status
Review of project reports
General meetings
General observation
Daily during the First week of September before creating the urgency for change
Second week of week of September during the preparation to implement change.
ACCMTP Workers
Practicing change.
Training, realizing the impacts of the change.
Monthly briefing, notices, annual meetings, seminars and workshops
The Project team quarterly meeting Second week Friday of March 2013.
Accor Customer relation Manager
Responding to changes, testifying on the effectiveness of change, and upcoming events
Television, radio, telephone, interviews
Daily during the First week of September before creating the urgency for change
30thDecember 2013 during the compiling of the assessment of the project.
Resources
ACCMTP project will require various resources for complete implementation of change. The team will require the following resources in the whole process:
Type of resource
Total
Human resources
12 staff, four leaders, and 11 non-staff
Finances
Available $79,809 expected= $100,000
Additional human resource
2 non-staff members
Key Elements Involved in Change
The plan has different functions and activities for various individuals who will involve in the change process. They are as follows:
The customers will have the responsibility of giving opinions about the new changes in the business.
ACCMPT will advise Accor management the activities that they are to participate in to embrace change. ACCMPT will recognize the project achievements that the management demonstrates. Humphreys (2005) says that organization leaders have to recognize and reward the big picture. This way they will battle their own resistance and not fall into their own trap (Schaffer, 2010; Goldberg, 2005).
Accor workers will participate in educational meetings to be informed about the change in order to eradicate negative perceptions about change.
ACCMPT team in conjunction with the change experts will develop the urgency for change, asses the change, see the anchoring of change in the corporate culture, and improving on the change.
Education or Training Needs
Implementation of the change in the corporate culture is one of the challenges that ACCMPT understands. The team will use the training of various stakeholders to enable them understand and appreciate the change. The training is to inform the stakeholders their place of involvement in the change process. The team will spell the roles of the stakeholders and how they are to play them in every ACCMTP and stakeholder meeting.
ACCMPT has a well developed training section. The trainers will deliver customer satisfaction skills during the first six months of the change process. This will be from September 2012 to January 2013. The team will also seek a large number of trainers from the user group for onward training.
Training Plan
There will be training plan for different ACCMPT project activities. This will be together with the implementation of the intended communication plan. The training plan will encompass the date for training delivery, responsibilities of those to carry out the training process, and the timetable for training. The table below summarizes the training plan
Activity
Duration
Targeted stakeholder
Creation of the sense of urgency
1stto 10thSeptember
All Accor Stakeholders
Implementation training
20thSeptember to 20thOctober
All stakeholders in their various capacity
Implementation
ACCMPT understands that Successful cooperating of change into the corporate culture will depend on the benefits that the change has brought to the business since it began. ACCMPT has various responsibilities that different people in the organization will attend to ensure that the change is a success. These people are the workers in various sections of Accor Company, the supervisors, the management, and the project planners.
Accor Company expects that the corporate will have to increase its’ profit within the first two years after change by 30%. The profits will be useful to fully anchor the change in the business. The change is to help the business to at least serve the same customers for more than five years. This will indicate that the corporate is in a position to sustain customer satisfaction.
Successful anchoring of the change into the corporate culture should indicate stakeholder satisfaction. The management should make commendable remarks on the change, appreciate the profits made form the change, and recover resources spent on the change.
The customers should get the service that they expect which should be in line with their cultures. The project team should easily make assessment of the project and make improvements on areas that show complexity. When these expectations come into reality then the change will be effective.
Assessment
Measuring provide ACCMPT with information on whether change is on the right track. Through measuring ACCMPT will identify the areas where there is need for improvement. Accor Company as it change toward maximizing customers’ satisfaction, it will measure the quality change by use of several instruments. These instruments will give the project team information about the quality of their services as they work to help the industries on sustaining customer satisfaction.
While building on change, ACCMPT team will use the “SERVEQUAL” scale as an instrument to measure quality which determines customer satisfaction (Parasuraman, Berry & Zeithaml, 1985). This instrument identifies the key dimensions of service. The first dimension is reliability, which refers to the ability of the customers to depend on the service from the industry without uncertainty. Second is tangible, which refers to the way the industry present quality in a physical way.
Third, is responsiveness, which refers to the ability of the industry to respond to the demands of the customers regarding service delivery. Fourth is assurance: this refers to the ability of the business to enable their customers to have confidence in their services. Last is empathy, where the business values every customer and responds to their needs as they demand (Parasuraman, Berry & Zeithaml, 1985).
Guest comment cards are also another instrument that the ACCMPT team will use to measure their quality. They are the common instruments which industries in hospitality services use to determine customers satisfaction (Gilbert & Horsnell, 1998; Su, 2004). For example in hotels, customers can receive them while in their rooms and give their comments by answering questions that are the cards. ACCMPT will collect the cards and analyzes the responses to help them check on their quality if it satisfies the customers.
A table summarizing monitoring tools
Monitoring and evaluation tools
Description
SERVEQUAL scale
This scale for measuring service quality. Have five dimensions which are reliability, responsiveness, assurance empathy and assurance. It has 22 items which help evaluate perceptions and customers’ expectations on quality service. A seven point-linkert scale is used to rate the gap difference between the expectations and perceptions to indicate the level of service quality. Positive results indicate good quality and negative results indicates low quality (Parasuraman, Berry & Zeithaml, 1991).
Guest Comment Cards
The cards will have questions that will be clear, valid, and arranged in order.
ACCMPT will measure the stakeholder’s satisfaction to rate the effectiveness of change. The stakeholders will present there views during interviews and seminars. Their comments will help to identify areas that require improvement in the change project.
We expect that the change has to show a proportional increase in the profit of the business in the long run. ACCMPT team expects that the corporate will have to increase its’ profit within the first two years after change by 30%. The profits will be useful to fully anchor the change in the business.
The change is to help the business to at least serve the same customers for more than five years. This will indicate that the corporate is in a position to sustain customer satisfaction. In the period of five years after fully implementation of change, the company should have improved profits as a result of sustaining customer satisfaction for a long time.
The change should be relevant with Accor culture. The relevance will be as a result of achieving the proposed objectives. The benefits should be enjoyed by all the stakeholders in Accor Company. The change should also break the initial old ways of handling customers in Accor Company. Last, after fully implementation, the total cost of the change should not exceed the budgeted cost by 60%.
Sustainability of Change
ACCMPT will use the trainers to train the management on its’ role to anchor the change into the corporate culture, and sustain it until next change. The team will ensure that during training the management is informed on the right change procedures. This requires the project team to motivate and make closer supervision to ensure that the business stakeholder does not surrender at the beginning.
The procedures may seem difficult to apply because as a result of addiction to old procedures. Workers may find it hard to work with the new changes. Through repeated educating seminars and workshops the workers of Accor Company will have to appreciate change into cooperate.
Last, ACCMPT team will promote have to promote communication among all stakeholders in the organization. Communication will generate areas in the change program that require improvement and make the project effective and valuable. Focus groups all over the world will be asked to give their views concerning the change during Accor Company annual general meeting.
Achieving our vision will help Accor Company as a hospitality industry easily sustain customer satisfaction for a long time, and reduce its’ expenses on attracting new customers.
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