ORGANIZATIONAL CHANGE MANAGEMENT

Organizational Change Management

Organizational Change Management

Organizational Change

Organizational change is inevitable. For centuries philosophers have struggled with the meaning of “change.” Accomplishing organizational change is one of the greatest challenges for business leaders in the twenty-first century. In order to build a successful organization, it takes time, effort, and perseverance; but once success is obtained, maintaining that success becomes a motivating force. To effectively change and improve performance, management must initiate activities to help change weaknesses into strengths. According to Kinicki & Kreitner, (2009), “Successful organizational change requires management commitment, an implementation plan, and buy-in from all employees (p 411). In this paper I will describe an organizational change management approach for a new structure and the need for growth in a small contracting construction company. I will also focus on the recommended steps need for minimizing adverse impact, the systemic nature of the organization, and how the change will improve the effectiveness of the organization, its processes and the productivity of its employees.

A need for growth is necessary for any organization in order to remain a viable entity. Just as anything in life has the tendency to change, so can cultures and markets, with requires constant attention and preparation. In order to be successful in any market, organizations have to possess the ability to transform themselves to the needs of the market. AP Stucco and Drywall is no stranger to change. AP Stucco and Drywall is a small family-owned construction sub-contracting company based in Orlando, Florida with 20 employees and a gross annual income of approximately $500 thousand to $1 million. Operating primarily in the commercial and residential sector, AP Stucco and Drywall has been providing the local community with services including stucco, plastering, synthetic exterior insulation finishing system (EIFS), and drywall since 1999. Since AP Stucco & Drywall, Inc is considered a small family-owned business, the key stakeholders involved are the owner and CEO, Mr. Andrew Pratt, and the co-owner and CFO, Kayla Oliver-Pratt. The resulting impact the change would have on the stakeholders are increased revenue and a smoother operating organization.

The company primarily consists of ten field plasterers and apprentices, six laborers, and one project estimator. Also, a small office staff of four, which is responsible for answering phones, accounting, billing and payroll, sales and marketing, and production of the company news letter. Because of the nature of business and with limited staff and limited new customer contact, management at AP Stucco and Drywall feels that in order to achieve continued growth, drastic measures are needed to reach new customer contact, reduce employee turnovers and increase the number of field employee, increase project bidding volume to include larger projects, and expanding customer services by increasing customers knowledge of the product and services offered, and by increasing the understanding of customer desires. With this mission, the following changes in operations have been developed for proposal.

Stakeholders involved and the impact the change

Challenges in the reorganization of AP Stucco & Drywall, Inc consist ...