Organization Change Management

Running head: ORGANIZATION CHANGE MANAGEMENT
Organization change management
Name of the student: Tallapaneni Mallikarjuna Rao
Student id: s4587353
Unit Name: Organization change management
Campus: VU Sydney

1ORGANIZATION CHANGE MANAGEMENT
1a. Important features of transformational change undertaken by Lars Kolind:
The following were the features of transformational change undertaken by Lars
Kolind:
 Self- defined role: The major feature of the transformational change undertaken by
Lars Kolind was self- defined role wherein the employees themselves were
responsible for initiating, participating and assembling a project in order to
successfully complete a project. It is the sole responsibility of the employees to find a
suitable job for themselves by either joining an existing project or by starting a
completely new project (DeFillippi 2015). For this purpose, it is necessary for the
employees to be provided with sufficient resources and freedom in the processes.
However, the employees are responsible for completing their projects within the
deadlines provided.
 Multi- level role: Another feature of transformational change undertaken by Lars
Kolind involves the multi- level role. According to Lars, every employee of an
organization must take active participation in a minimum of three projects that belong
to different fields. This shall enable the employees to enhance their skills and
knowledge and understand their capabilities and capacities. For this purpose, it is
necessary to eliminate all the hierarchical structures within an organization that do not
allow the employees to undertake several tasks at a time (Birkinshaw 2015).
Therefore, Lars emphasizes upon the removal of the managerial positions and formal
job titles so that all the organizational members can become associates and work more
efficiently.
 Transparency: Another important feature of transformational change undertaken by
Lars Kolind is transparency. Lars emphasized upon the importance of transparency
for the success of an organization. He stated that knowledge must be shared within an
organization so that all the employees are able to enhance their knowledge and skills,
which shall ultimately enhance the overall efficiency of an organization. This is
possible only when there are no hierarchical structures and partitions within an
organization.
1b. Change processes employed that are fundamental to undertaking organizational
transformation:

2ORGANIZATION CHANGE MANAGEMENT
 Begin with a proper vision: According to Lars Kolind, a proper vision was necessary
for increasing the profitability of an organization. He believed that an organization
must have a strong customer base in order to be successful in the long- run. For this
purpose, the products offered to the customers must be developed and adjusted
individually for the customers. He understood the importance of having a clear
direction, which was accepted and understood by the others. Therefore, he developed
an entirely new mission statement for his organization that successfully captured his
vision.
 Redesigning rules: Lars Kolind described his new vision with respect to
organizational design and named it “spaghetti organization”. This model is based
upon the human values, while it assumed that only adults were employed in an
organization. This model consists of certain rules that state all the managerial
positions and formal job titles to be removed so that all the organizational members
can become associates. He also emphasizes on replacing the personal desks by an
open office space. The model allows associates to undertake any project they want
and are continuously encouraged to gain knowledge and new skills (Tsuchiya 2017).
The model redesigns the jobs in order to find a suitable job combination as per the
capabilities and requirements of the employees. The model lays additional emphasis
upon communication especially face- to- face communication within an organization.
 Teams in charge: The transformational change involves encouraging the teams to
undertake projects from the beginning to the end and complete the entire project
themselves. According to Lars, it is the responsibility of the employees to find a
suitable job for themselves by either joining an existing project or by starting a
completely new project. He believes that the employees must be given sufficient
resources and freedom in the processes and in return the employees must respect
deadlines (Foss and Dobrajska 2015).
 Building for performing: Lars emphasizes upon performance and removal of any
hierarchical structure that hampers the organizational performance. It took a lot of
time for others to understand his approach but his approach worked surprisingly well.
The removal of organizational structure has been successful in improving the overall
organizational efficiency of Oticon.