ORGANISATIONAL CHANGE

Organisational Change

Table of Contents

INTRODUCTION3

SIGNIFICANCE OF ORGANISATIONAL CHANGE4

OBJECTIVES IN MAKING THE CHANGE5

CASE ANALYSIS6

STRUCTURAL FRAME6

HUMAN RESOURCES FRAME8

POLITICAL FRAME9

SYMBOLIC FRAME11

THE DIAGNOSIS OF THE CAUSES11

THE NEED FOR ORGANISATIONAL CHANGE14

RECOMMENDATION AND JUSTIFICATION FOR ORGANISATIONAL CHANGE15

CONCLUSION20

REFERENCES23

Organisational Change

Introduction

Organisational change is no longer an option but a necessity. Today's business environment produces change in the workplace more suddenly and frequently than ever before. According to Bolman and Deal (2007), organisations everywhere are struggling to cope with a shrinking planet and global economy. The key to the individual and organisational survival is the ability to adapt to changing work conditions. Change will be ever present thus understanding of human factors is needed along with the skill to manage and lead change effectively. Goldston (2007) mentioned that the "true art of management is in reading the symptoms of a company heading for trouble and taking the appropriate steps to fend off disaster".

In the case of Gulf States Metals Inc. (GSM), a large nickel refinery plant had suffered poor performance since its inception and is under threat of shut down by its parent company International Metals Inc. The management of GSM was given two years to turn around the company or risk closing down the company. The layout of this assignment begins with analysing the issues that contribute to the poor performance. Secondly, present alternative solutions to address the problems. The final section comprises of recommendations based on the short-listed alternatives.

Significance of Organisational Change

Specifically, many of the principles and prescriptions carried implicit value orientations that varied significantly from the values prevailing in the Chinese organizations. This lack of congruence in values was not recognized and explicitly planned for in the change initiatives. Consequently, rather than altering the prevailing values to match the principles underlying, the implementations practices were instead modified to match the existing organizational values.

There are also clear implications for international business arising from our findings. Given the international differences in values and business practices, significant variation in organizational and managerial values is likely across a multinational enterprise. As a multinational organization seeks to implement a specific policy or practice throughout its entire organization, it must recognize that identical policies or practices can represent very different types of change in the various parts of the organization. A specific policy or practice may be implemented using processes appropriate for transactional change in some parts of the organization.

Meanwhile, future OC theories will need to distinguish between value maintaining transactional change and value-modifying transformational change. Our case studies also show that context has a clear influence upon both the objectives and content of change, and so these relationships warrant greater consideration in the future development of international OC theory.

Objectives In Making The Change

The objective of the introduction of the multi dimension organisation model is to get every person in the organisation play several different roles based on his/her responsibilities. Multi dimensional roles means that people are responsible for products or outcomes from one or several projects and at the same time the process that supports projects performs as well as the knowledge ...