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Leading and Managing Change Doc

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Added on  2020-10-22

Leading and Managing Change Doc

   Added on 2020-10-22

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LEADING ANDMANAGING CHANGE
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TABLE OF CONTENTSINTRODUCTION...........................................................................................................................1MAIN BODY..................................................................................................................................11.Extent to which the white water metaphor is apparent in Ryanair Airlines and evaluatingresult from planned or unplanned approach to change...............................................................12.Evaluating the shift from calm waters to white waters considering business strategy andexternal factors impacting on the business of Ryanair................................................................33.Major implications of changes has on Human resource department of Ryanair and strategicapproaches to handle shift...........................................................................................................6CONCLUSION................................................................................................................................7REFERENCES ...............................................................................................................................9.......................................................................................................................................................10
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INTRODUCTIONLeading and Change managing is the critical challenging activities and tasks that leadersand decision makers of an organization faces in making strategies and translating policydeveloping decisions into operational systems and procedures for rendering feedback to seniormanagement executives regarding the impact of change (Archibald and Archibald, 2016). Thereare several resources for change management hosted on good practices for leaders and managersin organization that includes overview of change managing and the necessary skills needed tolead change effectively. The report on leading and managing change will discuss about thediscrete change episodes that are to be managed timely by contrasting the white water metaphorthat sees the change as continuous and unpredictable. The assessment will investigate the extentof white water metaphor in Ryanair DAC, which is an Irish low cost airlines founded in 1984and evaluates its impact on planned or unplanned approach to change in organization. The studywill also elucidate Ryanair's evaluation of shift from calm waters to white waters by consideringthe business strategy and external factors impacting on its business activities.MAIN BODY1.Extent to which the white water metaphor is apparent in Ryanair Airlines and evaluating resultfrom planned or unplanned approach to changeChange is an integral part of an organization and major concern of a manager or leaderwhich is the alteration of an organization's structure, environment, technology used and peopleemployed. The change handling options in Ryanair fall into three categories; altering structure,technology and people and both micro and macro environmental factors constrain managers andleaders to bring need for change. Introduction of new competition, government regulations andlaws, technological advancements, labour market fluctuations and economy are the forces thatneed change in Ryanair. These internal and external factors has an impact upon the intrinsicoperations of Ryanair for creating internal forces of change (Braveman, 2016). Two metaphorsare used to clarify the change process in Ryanair; calm waters and white water rapids. Thealternative white water metaphor is the apparent factor in Ryanair's which is seen as a small raftnavigating a raging river with uninterrupted white water rapids thus stating change is a naturalstate and change management is a continuous process. White water metaphor takes bothuncertain and dynamic environments into consideration and as managers or leaders of Ryanairface constant change, bordering shifts on chaos, stability and predictability of calm waters do not1
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subsist, disruptions in the status quo are continuous and permanent rather than temporary oroccasional and there is no returning to calm waters. White water metaphor How does Ryanair implements planned or unplanned changesRyanair's most shifts doesn't happen by chance and the effort to assist organizationalmeme bes with planned change is called as development of organization. Organizationaldevelopment facilitates long term wide changes in Ryanair and its focus is to change the attitudesand values of organization members to readily adapt and become more effective towardsattaining new directions of the organization (Chen and Wang, 2014). The leaders of Ryanair isattempting to change the culture of organization as the fundamental development of organizationis relied on participation of employees and workforce. Organizational development of Ryanairinvolves any activity of firm that assists in implementing planned change and it relies heavily onteam or group interactions and their cooperation. Ryanair designs and implements surveyfeedback efforts to assess employee attitudes regarding perceptions of shifts they areencountering. As a part of planned change Ryanair's employees are asked to respond to a set ofspecific questions regarding their views on organizational aspects as decision-making,leadership, communication effectiveness and satisfaction with job, colleagues and management.Information collected by the leaders and managers or decision making agents are used to clarifythe issues and conflicts to implement effective shift management. Planned changes of Ryanair uses a three step model of Kurt Lewin's theory or approachto organizational change that consists of elements like Field Theory, Group dynamics and Actionresearch. According to this model Ryanair adopts a change process by going through a three stepstages; unfreezing, moving and refreezing (Cowne, Frankl and Gerschel, 2015). Unfreezing isthe first step in change process of Ryanair which people within organization are given necessarypreparation to change and is making them aware about importance and effect of change bydepending on the human behaviour based on equilibrium state established by driving andrestraining forces (Managing change, 2012). Moving is the stage where change occurs withsufficient support and understanding from employees change is implemented smoothly inRyanair where new strategic plans, mission, vision and objectives are formed. Refreezing is thelast stage in change process of Ryanair that aims at making change fixed by reinforcing andmaintaining new behaviours and practices enabling effectiveness and eliminate short liveness ofshift and employees turning back to old way of doing things. Unplanned changes in Ryanair2
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