Change Reorganization

Running head: CHANGE REORGANIZATION 1
Change Reorganization
Name
Institution

CHANGE REORGANIZATION 2
Change reorganization in business context refers to an overhaul of a firm’s internal
structure. Majority of company’s implement change reorganization as a means to correct a
financially troubled or bankrupt firm. However, other companies reorganize their institutions for
the purpose of enhancing efficiency, cutting cost, re-positioning in the market and adopting to
corporate change upon a merger and acquisition process (Bartlett, 2017). Usually, restructuring
involves changing departments, business entities, roles of employees and laying off other
employees. Reorganization is often conducted to restructure the business core competencies and
mitigate resources. Besides, reorganization is characterized by selling of unprofitable units and
outsourcing various tasks to firms that offer competitive prices. In this regard, there are several
steps that are often followed during and change reorganization process.
Problem identification
The first step in a change reorganization process is understanding the issue at hand. This
is significant to assist the decision makers to structure a different and better approach.
Essentially, defining the problem involves an evaluation on whether the existing business
structure is aimed at realizing the objectives of the firm. Project managers are the once who are
tasked with the responsibility of monitoring and regulating the project to completion (Baca,
2013). Moreover, a firm is required to evaluate significant areas of a firm that contributes to
effectiveness of the overall objective (Lynch & Mors, 2018). In order to realize these goals, an
institution uses various methods to collect data from the employees. Among the common ways to
collect data from the staff members include interviews, focus groups, and human resource
department output.
Framing new structure

CHANGE REORGANIZATION 3
The second step involves the assigning of new tasks across an institution by defining the
duties to be performed, framework to be followed and links between the function to achieve a
common goal. Besides, an organization should determine relationships among all stakeholders
with respect to effectiveness (Keil & Ndou, 2016). During this process, a firm tries to determine
whether there are duplication of activities that need to be corrected. Nonetheless, it is in this step
that the process of decision making is evaluated. An institution needs to know people who are
responsible for decision making and how the communication is be structured. Furthermore,
internal departmental policies with respect to decision rules, personnel, purchasing and research
and development should be carried out. The human resource departments is expected to evaluate
departmental employees concerning their expertise and experience to structure a culture for a
firm.
Develop a new proposal
Once the issues in steps one and two are evaluated, it is crucial for a firm to develop a
reorganization proposal. The proposal should contain specific details such as timelines that the
change is likely to take, clear and concise reason as to why the change needs to be conducted,
what to expect once the change has been implemented and duties description for the changed
position. Besides, the proposal should contain personal details of the employees impacted by the
change, new channel for reporting, employees’ residence and salary implication (Dhir, 2019).
Other issues that are relevant for the proposal include gender implications, evaluating the
candidates for various positions, comparison between current skills and needed skills, evaluation
of training needs and resources as well as clarification of objectives goals and standards for
accomplishing the objectives.
Developing a communication plan