Organizational change Paper

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Minitrex Company

The Minitrex Company is an insurance company that is established with four operating systems within its respective departments. The systems were intended at ensuring that the operations are delivered according to the necessary standards. The systems contained within the company were the customer contacts systems, the management business center system, credit administration system and general management system. Each system was defined with respective functions. However, the development of the systems failed to enable the easy management of the data through the sharing capability.

The Minitrex Company is facing issues that are associated with the management of information. The major annoying thing was that customers were being called on a regular basis like three times without the company staff knowing that they have called the same client. This has provided issues such that clients are not satisfied at all with the services delivered. The reputation of the company deteriorated with the poor service delivery to the clients.

The examination and analysis of the issues resulted in the need for deploying the customer relationship management (CRM) system (Vogt, 2008). The system was intended at proving the consolidation of the operations to ensure that the information is well distributed amongst the systems with the boosting f the customer perception towards the Minitrex Company. However, the deployment of the customer relationship management (CRM) system faced objection from each department that resisted the deployment resulting in the failure of the customer relationship management (CRM) system deployment within the Minitrex Company to resolve the challenge because of their interests.

Organization change

An organization is defined as different operations that are determined by the line of activities that the company takes to undertake. A company is always established within a favorable environment with eth most desired conditions that stand to favor the company business towards meeting its defined conditions. However, the business does not merge within the conditions because of the varying determinants that come along with the difference in the emergence of the competitors, the company management and leadership and overall coordination within the organization. This gets the company to face as many issues as it cannot sustain at a time and this point it is all upon the management to come in and develop a strategy to stabilize the company to the normally required standards. This stabilization defines organization change. Therefore, organization change defines the ways of introducing new operations and activities to curb the underlying deficit or resolve the problem that is affecting the normal activities of the company. An organization change theory, on the other hand, is defined as the techniques; measures as well as mechanisms developed and adopted within an organization to provide a lasting solution to the underlying problem.

Organization management theory

Different theories have evolved and applied in ensuring that change is well impacted within an organization. Each theory comes along with a unique description on how to address the challenge however the fact remains that the principles of organizational change as developed with the mother of change management Kurt Lewin are observed. We can apply the improvisational model of managing change which cuts across the technology adopted in an organization. The theory defines the need of introducing change basing on research such that activities are developed using the open-ended information technologies. The model works on the two assumptions that change associated with the implementation based on the technology will contain an ongoing process instead of an event that has an end point. Also, the technological and organizational based changes are undertaken during the ongoing process cannot be anticipated ahead of the set time.

The stage has been a traditional guideline provided by Lewin with the definition of implementing change in a series of steps. The theory requires the change to get developed in different steps with the use of different strategies. There is also the organizational development (OD) change theory which aims at making use of the human brainstorming power. The theory requires the human to have an examination and study of a component (principle, operations, action, and technology) to have a good understanding and come up with relative supportive ways for providing the issue that is challenging the organization. Subsequently, there are the inter-organizational relational change theory and community coalition action change theory. The inter-organizational relations theory defines the studying and addressing the relationship that exists between the organizations of the same business operational line such as banking industry, the insurance industry, and others. The community coalition action theory defines the relationship that exists between the branches that form a single larger organization (Sarah, 2013).

There are the Kubler-ross stages of change model that is associated with the defined steps that an issue gets a person/ organization to go through until its extinction and later pass for a new operation. It outlines the steps of death that an organization may go through, and such steps include grief and denial, anger, bargaining, depression and then dying (Orlikowski & Hofman, 1997). Kotters’ Phases of change model has been the widely adopted mode with the simple eight steps that it gets an organization to defines change. The theory outlines the possible ways of getting entire the organization to remove obstacles to the intended change.

The Kotter’s eight step change model

Kotter’s phases of change model is a defined model for introducing change within an organization that has been adopted over time and aims at guaranteeing support from the entire organization fraternity. The Kotter’s phases of change model were early developed with John Kotter. John Kotter is a support to Kurt Lewin has been responsible personnel in greatly contributing to how leadership and management can influence the introduction of change within an organization. He points out that change implementation depends on the perception of the organizational family and the theory works on ensuring that any resistance is removed. Therefore, the building blocks/ principles for the Kotter’s phases of change model are the leadership and management. Previously, most of the projects that associated with change never succeeded and this showed the poorly deployed models for introducing and facilitating the change (Anonymous, 2009). Upon good analysis, thinking and research, John Kotter saw the need for introducing such a model of Kotter’s phases of change model. The model has acted as the answer to the management of change projects within organizations. Kotter’s phases of change model are defined with eight distinctive steps of (Mindtools.com, 2012);

Phase 1: Creating urgency

Changes in organizations have been failing because of the lack of support from the staff and other determining staffs. The best way to start winning the support of the entire fraternity is to create that urgency of the change such that there is the sense of sparking the initiation of change to the business grows to the necessarily required level. The step involves the basic convincing of the community more so are the management team that the business requires the change for its sustainability within the market. The phase may include the actions of ensuring that the potential business threats and risk are well understood by providing a good description to the management team. The possible opportunities to the organization should also get exploited with the discussion of the change with the management immediately. The theory demands 75% management support for change.

Phase 2: Forming of a powerful coalition

The phase defines the choosing of a powerful team that will coordinate with the support from the management to enhance their good required leadership. The phase will require the identification of true and passionate leaders to implement the change. The team commitment to serve should be observed and the understanding of the strength and weaknesses of the identified team.

Phase 3: Creating of a change vision

The vision drives the team to understand their obligations and therefore, the phase should include the determination of the core values of the change. Also, the summary of the future organization structure need be provided, and the strategies are prior implementing the change.

Phase 4: Communicating the change vision

To ensure that the vision is implemented accordingly, the entire fraternity more so the development team should have a better understanding. Therefore, the vision should be talked and discussed at all times. The expectation and anxious of persons, as well as their concerns regarding the vision, should get addressed. Therefore, training is quite appropriate.

Phase 5: Removing obstacles

Issues are the most impairment to change in an organization. The challenges should get removed to meet the good flow of activities. Resistance is the great obstacle which must get removed. Therefore, the leaders should have a good understanding of their roles and must be qualified for the task assigned. Examination of the organization structure quite important and more necessary get the change facilitators rewarded for a good job.

Phase 6: Creating of short term success

Success is a motivating factor that change project must consider. Activities should be structured to have that early realization of success with some of the activities. The success will boost the operations of the change development team. In such cases, rewarding for success should get considered, and short term activities should be adopted.

Phase 7: Building on the change

The change should be build without declaring success. In the phase, every activity was done, and successes should be examined and analyzed of the things that went wrong, right and identified the relative areas of improvement. Every activity undertaken should have roles set for them.

Phase 8: Full impacting of change in the organization culture

The final step defines the action of ensuring that the change worked upon is made permanent within the organization to provide the reshaping of the company.

Implementation of change using the theory

The Minitrex Company is operating a very sensitive line of business and has experienced the challenge of data management. Insurance depends heftily on information, and poor management of the information did create a lot of issues. The company analysis did propose the adoption of the customer relationship management system that intended at boosting the perception of the customer towards the company and the easy management of their information. The system implementation faced a lot of rejection with every senior and junior staff proposing solutions that favored their respective departments. The system was the best, and the early efforts failed because of the high resistance observed, but the below is the description of the customer relationship management (CRM) system implementation using the Kotter’s phases of change model.

Phase 1: Creating urgency

The Minitrex company customers have been overwhelmed with the idea of being regularly called to solve the same issues. At this point, there will be the creation of the need for the customer relationship management (CRM) system to curb on the identified issues that are messing with the company reputation and overall undertaken of operations.

Phase 2: Forming of a powerful coalition

Based on the fact that individual within the Minitrex are not happy at all, a good development team for the customer relationship management (CRM) system should get selected. The team should ensure that members come from all the departments. The members passionate should get boosted by identifying the weakness associated and addressing them according. At the point, the development team is selected.

Phase 3: Creating of a change vision

The change vision is defined such that the members have the direction on how to get the customer relationship management (CRM) system implemented to meet the required objectives. The vision was to provides the direction and at the point, the vision should touch and incorporate the challenges that the company is facing.

Phase 4: Communicating the change vision

The vision creation is not enough instead it demands the exhibition for it understanding by the entire fraternity of Minitrex Company.  Training should get conducted, manuals, letters, and flyers adopted in communicating the meaning of the vision. At the point, the senior staff should be involved highly. This will base on the discussions held in the first phase of urgency creation.

Phase 5: Removing obstacles

Obstacles of resistance were the one identified with the Minitrex company efforts of implementing customer relationship management (CRM) system to handle the relative challenges. At the point, the selected team will get informed of the particular roles and duties. The senior staffs will also get involved with assigning them roles based on their field of specification. The action will see the involvement of the entire company management team.

Phase 6: Creating of short term success

The process will define the breaking of the customer relationship management (CRM) system into modules such that each module gets deployed within a given time. The modules will get defined with some targets and upon meeting the targets the deployment team should get rewarded for the case. The –phase will ensure that modules of the customer relationship management (CRM) system are made simple for the frequent realization of success to create those motivational moods.

Phase 7: Building on the change

The system is deployed in modules which are later integrated or incorporated to form the full required customer relationship management (CRM) system for the Minitrex Company. The modules deployment will get assessed to provide the analysis of the success and the failures to know the area of improvement.

Phase 8: Full impacting of change in the organization culture

The final phase comes after the system is deployed within the company. The entire fraternity is trained and introduced to the customer relationship management (CRM) system with the provision of the system benefits prior making it permanent to end the issues affecting the company.

References

Anonymous, (2009). Change Management. Retrieved on June 20, 2016, from http://www.change-management-blog.com/2009/07/change-model-3-john-kotters-8-steps-of.html

http://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htm

Mindtools.com, (2012). Kotter’s 8-Step Change Model: Implementing Change Powerfully and Successfully. Retrieved on June 20, 2016, from https://www.mindtools.com/pages/article/newPPM_82.htm

Orlikowski, W. J. & Hofman, J. D. (1997). An Improvisational Model for Change Management: The Case of Groupware Technologies. Retrieved on June 20, 2016, from http://ccs.mit.edu/papers/CCSWP191/CCSWP191.html

Sarah, W. (2013). Theories of Organizational change. Retrieved on June 20, 2016, from http://www.sfu.ca/uploads/page/14/GERO820_FALL2013_presentation_Sarah_Wu_Theories_of_Organizational_Change.pdf

Vogt, H. (2008). Open source customer relationship management solutions: Potential for an impact of open source CRM solutions on small- and medium-sized enterprises. Hamburg: Diplomica-Verl.



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