Change Management in Organizations: BYOD Policy, Organizational Culture, and Restructuring

CHANGE MANAGEMENT
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CHANGE MANAGEMENT
Introduction
Organization change is increasingly becoming a significant area of focus for
contemporary organizations. For employees, one benefit of the change in an organization is the
fact that change provides an opportunity for them to learn new skills. Additionally,
organizational change may also make it possible for employees to make better use of their
creativity in ways that would lead to the generation of new ideas and increased organizational
productivity and efficiency.
Some of the changes that may be deemed necessary in a contemporary organization
include the introduction of Bring your device (BYOD) policy, transformation or introduction of
a new organizational culture and organizational restructuring. (Benn, Edwards & Williams,
2014).Regardless of the change that an organization chooses to implement, its impact must be
felt across the organization (Al-Haddad & Kotnour, 2015).
Each of the three changes is likely to have a positive or negative impact on the
organization, depending on how the change process is managed. Change in organizational
culture refers to the process of changing the values, assumptions, beliefs and the way individuals
interact in an organization. Organizational restructuring on the other hand corporate restructuring
refers to the process of reorganizing departments and personnel as well as how departments and
human resources report to each other. Finally, the introduction of a BYOD policy is an
organizational change requiring employees to carry persoal devices such as phones, laptops, and
tablets for use within their organizations.
The introduction of these changes will affect the entire workforce.For example, the
introduction of a BYOD policy may lead to increased productivity among employees. On the

negative side, the adoption of the policy may lead to loss or damage to crucial organizational
data (DeShield, 2017). Secondly, the adoption of a positive culture within the organization may
lead to reduced employee turnover. On the negative side, changing the culture of organization
might emerge to be the most challenging task for the management (Alvesson & Sveningsson,
2015). Finally restructuring of an organization may enable an organization to save operational
costs. However, resistance might hinder the change process, especially if the reasons for
redesign are not correctly articulated to the employees (Girod & Whittington, 2017).
Implementation of organizational change by the leadership team would be necessitated
by multiple factors. One of the reasons is the positive impact the changes would have on the
workforce and the organization at large. An example of the positive effects of the three changes
would be improved productivity and higher profit margins. For example, after consistently
suffering financial losses and acquiring a terrible reputation back in the 70’s British Airlines
through the input of a new manager restructured the entire organization.The manager reduced the
of number of employees from 59000 to 39000.As a result of these strategic measures the
company was able to record a profit of $284 million, beating all other competitors in the industry
(Troyani,2019).
Different employment laws regulate organizational changes. Employment laws relating to
dismissal or re-engagement of employees requires employers to have a legitimate reason for
termination. Additionally, they are also required to follow fair dismissal processes to avoid any
unfair dismissal claims. These should have been adhered where downsizing is considered during
restructuring. Secondly, Canadian employment law prohibits discrimination at the workplace
based on age, gender, race and other factors (Aguzzoli & Geary, 2014). The law, therefore,
supports organizational changes geared towards the elimination of negative corporate culture.