HUMAN RESOURCE ORGANIZATIONAL CHANGE

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TABLE OF CONTENTS

ORGANIZATIONAL CHANGE.. 1

Communicating and promoting the project for organization restructure. 2

Defining The Project 3

Tools used to plan for the organizational restructuring. 4

Importance of the project to Human resource dimensions. 6

Marketing Human Resource Dimensions. 8

Addressing the customers. 9

Addressing the Competition. 10

REFERENCES. 12

ORGANIZATIONAL CHANGE

For organizations to obtain control and efficiency, managers need to understand the importance of change. Many scholars agree that without the organizations changing, then the job of the manager would be quite easy. Change makes the environment within which the organization operates would not be uncertain. Planning from tomorrow would be as easy as planning for today. Decision making would also be made much simpler since the results of each alternative would be easy to predict. Managers often have to respond and balance the need for an organization to improve the way it currently operates and of course change in response to events that have not been anticipated. Change in an organization can be defined as the movement of an organization away from the state that its currently operating under in order to increase efficiency and effectiveness, the important thing to note is that organizational change is not just about one aspect of the organization, even small simple changes can affect the entire organization leaving no aspect, department and system unaffected.

Organization change is any alteration that changes people, structure and technology. These are considered the three categories of change. Structure speaks to departments, definition of duties and the actual structure redesign. Technology is the second category, which is defined through work processes, methods and equipment used in the organization. The final category falls under people that is attitudes, perceptions and even culture of the people involved in the organization. Change in each of these categories often requires an individual or event to act as a catalyst. Decisions to make changes for adaptation or even efficiency requires complex planning because change often disrupts the status quo and poses a threat to the organization, (Mariotti 1997).

Communicating and promoting the project for organization restructure

Advances in IT have completely changed how the mangers have been communicating. It seems that for organizations such as Human Resource Dimensions, email has become the go to in terms of communication. The idea of technological advances is to save time and energy that would be spent on passing a message. However, proposers of this project understand that this is not always the case. The project is set to promote and implement organizational re-structure and emails may not be the best way to communicate the changes being implemented. The communication strategy for the project is twofold

In the first stage, the project team will be dispatched to the various departments where they will personally deliver and implement the changes expected. For example, I am expected to work closely with the sales team to implement the new marketing and client handling strategy. This strategy has been chosen to ensure that all team members understand what is expected of them. In addition, the team member can really the reactions to the change and therefore ensure that the next stage is properly carried out. Further, they can also report how the team handles challenges and obstacles in implementing the change.

In the second stage, the messages will be delivered through department and company meeting. This is especially necessary to ensure cohesion in the employees. Changes that are met with conflict and too many challenges will be addressed through the meetings to ensure that employees understand they are not the only ones dealing with that particular problem. when they come together to address the challenges, the company will experience togetherness and therefore make changes easier without killing employee morale.

Defining The Project

Management of change is not only about identifying the source of the problem, there is also the need to deicide the ideal future state of the company and how to reach and achieve such state. In this case, managers of the Human resource dimensions are making decisions on what kind of business level strategy should be. The changes made in the organizational structure will affect how the business will continue to prosper in the future, (Clifford and Thorpe 2007). Based on the knowledge have acquired through studying management and control of management, I have devised a strategic plan on how to deal with the problems facing the company. To improve the company’s ability to monitor and control its recruitment and human capital acquisition processes, the first step is to shift all recruitment and acquisition processes to the main offices in Atlanta. Currently, the eight departments had done their own recruitment for projects and clients. The recruitment through one center ensures that the managers are now free to focus more on improving customer sales and service henceforth. This is a major company weakness that I have noted with the company. It is also important to consider halving the size of the departments in order to concentrate and consecrate the strategies and activities. Majority of the workers in the departments are doubling on duties. That is, one duty is being completed by sometimes more than two people which results in replicating of the same thing at the cost of the company.

Defining the change also includes identifying obstacles that would cause resistance to the change. There are issues present in the organization from reaching the ideal future state. Obstacles are not just corporate or even divisional, they are also at departmental and individual levels. The project being proposed here is one that is at company level; change in the organizational structure will completely affect the current balance of power. The structure in itself is a powerful and often formidable obstacle to change. The company in itself does not possess a flexible culture which makes it quite inert in itself. The rigid culture makes it a much more bureaucratic organization. The same obstacles are expected to be encountered at the divisional and departmental levels. It is expected that the departmental managers themselves will differ in their attitudes towards change.

Tools used to plan for the organizational restructuring

The chan.............


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