Organizational Transformation and Change Management

This assignment involves analyzing various studies and articles related to organisational transformation and change management. The provided bibliography includes a range of research papers that discuss topics such as leadership roles, resistance to change, and the impact of transformation on employees. The assignment requires careful examination of these sources to provide a comprehensive understanding of the organisational transformation process.

Organizational Transformation
Department: Leadership and Management
Module Code: MODO001102
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Anglia Ruskin University
Lord Ashcroft International Business School
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Contents
List of Figures..................................................................................................................................4
List of Tables...................................................................................................................................5
Introduction......................................................................................................................................6
Chapter one......................................................................................................................................7
Organization Transformation...........................................................................................................7
Organization Development to Organization Transformation to Organisation Efficiency...............7
Organization going through the transformation..............................................................................8
Actions.............................................................................................................................................9
Aim..................................................................................................................................................9
Objective..........................................................................................................................................9
Research Approach........................................................................................................................10
Organization Background..............................................................................................................10
Size, Product or Service.................................................................................................................10
Organization Structure...................................................................................................................10
Construct a VMOST Table............................................................................................................11
Chapter 2........................................................................................................................................13
Diagnostics....................................................................................................................................13
Impact of diagnostics in the Organization transformation process...............................................13
Organization change against Literature.........................................................................................13
Transformation leadership.............................................................................................................14
Motivation......................................................................................................................................15
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Culture...........................................................................................................................................16
Change Movement process............................................................................................................17
Organization Transformation to Organization development.........................................................17
Kaleidoscope of change model......................................................................................................18
Kotters 8 steps Model....................................................................................................................19
Chapter 3........................................................................................................................................20
Intervention....................................................................................................................................20
Transformation Leadership............................................................................................................20
Trouble with Followers..................................................................................................................21
Negative Transformational Leadership.........................................................................................21
Making Change Permanent............................................................................................................21
Motivation......................................................................................................................................21
The Economy.................................................................................................................................22
Challenging the Status Quo...........................................................................................................22
Culture...........................................................................................................................................22
Change management Process........................................................................................................23
Chapter 4........................................................................................................................................24
Implementation .............................................................................................................................24
Conclusion.....................................................................................................................................27
Reflective.......................................................................................................................................29
References......................................................................................................................................29
Bibliography..................................................................................................................................29
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List of Figures
Fig 1: VMost structure...........................................................................................................…...9
Fig 2: Maslow’s theory of motivation………………………………………………………….12
Fig 3: Vroom theory………………………………………………………………………….…13
Fig 4: McGregor theory…………………………………………………………………………14
Fig 5: Johnson & schools theory…………………………………………………………….…..15
Fig 6: Kaleidoscope of change model…………………………………………………………...16
Fig 7: Kotter’s 8 step model……………………………………………………………………..17
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List of Tables
Table 1: VMOST..........................................................................................................................10
Table 2: Analysis the actions within the intervention………………………………………......19
Table 3: Motivation analysis the actions within the intervention…………………………….…20
Table 4: Culture analysis the actions within the intervention……………………………………21
Table 5: Change management Process………………………………………………………......22
Table 6: Implementation Table……...…………………….…………………………………….25
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Introduction
The role of the management in the organization is simply to ensure the direction and related
objectives of the organization and to make sure that organization follows them. This involves
enduring and short-term policy as well as internal organizational work to cooperate. The most
important task for managers is to make changes and implement through changes and planning
plans, goals, schedules and resource constraints. Today's organizations are facing increasing
competition, consumer demand, economic pressure and financial crisis. To achieve this goal,
they need to reduce costs, improve the quality of products and services and respond quickly to
innovative opportunities in the market. These change management accounting principles include
topics such as actual convergence of enterprises, descriptions of common practices, comparative
structural options and identification of plans, and organizational changes successfully
implemented and measured(Della Corte, Del Gaudio, Sepe & Zamparelli, 2017). Variations
include complex simultaneous interfaces. In its process, there will be various potential forms.
Each of these forms is a potential alternative future for the system - its scope can complete the
transition from complete destruction and elimination of system to large-scale complexity. This
study included the concept of organizational development from organization development to
organizational efficiency within the Columbus Communications Trinidad Limited (CCTL).
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Chapter one
Organization Transformation
Reactive organization costs are very high. Turning organizations into active entities can reduce
costs and eliminate duplicate and non-value added processes, which are critical to improving
profitability while improving service and product delivery. The transformation plan provides an
opportunity to easily transform the organization from passive to proactive. This process begins at
the highest level of the organization and ensures management's commitment, and the strategic
objectives and goals reflect the present organizational needs (Ee Wan, 2013). Once this situation
is consolidated, process, operational objectives and HR will translate into a really cross-
functional cohesion plan.
Organization Development to Organization Transformation to Organization
Efficiency
One of the main ways to help organizations improve their resilience and adaptability is to
improve and develop critical thinking skills. The tools we use to embed and enable team-based
critical thinking are executive decision support tools. The tool is designed to achieve critical
thinking during high pressure and review: “cut in” conflict or incomplete information;
understand key points; assess impact in key areas; make decisions; assign tasks and effectively
relate to all identified interests Communicate with others. The tool makes the team agile and
adaptable, and shows resilience in the face of rapid and destructive changes. The team that has
been using the tool for many years has already used this feature intuitively in other areas such as
running major transformation projects, steering committee meetings, and responding to major
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regulatory changes. In order to solve the problem, the CCTL must be deductive and rational
(critically), while in other situations you need to think broadly and innovatively (creatively). If
the CCTL solves all problems from a purely rational deduction, they will never exceed the
current level of achievement ("Managing Conflict, Power, and Politics", 2018). On the contrary,
if the organization is to creatively deal with all issues, the organization will never understand
why something is not working and can take corrective measures. Many problems require the use
of a mixture of these two methods. Today's organizations are increasingly facing fierce
competition, economic pressure, demanding customers, and financial crisis. To achieve this goal,
they must decrease costs, improve the quality of products and services, and quickly respond to
some new opportunities in a market. The Crisis Management Accounting Principles address
topics such as the actual transformation of companies, the description of common practices, the
comparison of structural options, identification of plans, and organizational changes involving
complex simultaneous interaction between successful implementation and measurement
variation. In its process, there will be various potential forms. Each form is a potential alternative
future for the system - its scope can complete the transition from complete destruction and
elimination of system to large-scale complexity(Bell, 2014).
Organization going through the transformation
The first problem that has been discovered is that, although management has communicated the
implementation of change to a certain extent, it is obviously insufficient to participate with
employees. Therefore, the responsibility is to increase the level of contact with employees, thus
dropping the impact of the implementation on the organization by increasing organizational
transparency. The staff turnover rate has become a major problem for Telkom. From the
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perspective of research, the problem statement of this study is to investigate the extent to which
the implementation of change has a negative impact on CCTL employees' turnover and staff
morale. Improving communication will increase trust and increase employee morale, ultimately
leading to a reduction in employee turnover (SUGARMAN, 2007).
Actions
Implement CCTL-based change implementation based on international best practices. CCTL
management's communication of change and reorganization plans and the implementation of
changes within large organizations require careful planning, consultation, and final
implementation. The CCTL has undergone rapid changes in the past few years and the company
is in a position to determine whether the correct guidelines have been followed to implement the
changes.
Aim
The purpose of this study is to examine the impact of the change implementation on CCTL
employee turnover by review the following major issues: Changes implemented within CCTLs
are based on international best practices; CCTL management communicates to
change/reorganization plans; implementation of technical changes The impact of employee
turnover; as well as the impact of the change implementation on the employee retention and
morale.
Objective
The reason for the change is to let CCTL management to evaluate their current implementation
plan for CCTL change management efforts or initiatives. Since then, it will give guidance for
improving the implementation of CCTL management. The lack of technical implementation and
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knowledge will have a negative impact on the company's service delivery and financial
performance, so these recommendations are intended to improve the technical implementation of
Columbus Communications Trinidad Limited.
Research Approach
For this study, the organizational research will carry out a second research method review of the
company's manual, operation plan and strategic development plan to carry out the CCTL
Company’s transformation process. A series of interviews will also communicate with the
decision makers and strive to determine the lessons learned in the organization through the
transformation of CCTL. This assessment report is based on the content submitted. This study
will focus on the process of CCTL transformation by analyzing the impact of the transformation
process on CCTL leadership, motivation and culture.
Organization Background
Columbus Communications Trinidad Limited is a telecommunications solution Provider
Company provides solutions over fixed & mobile broadband networks, including television, the
Internet, and telephony. Flow has served 15 markets in the Caribbean, and its mobile phone base
has grown by 10% annually in 2017. Based in Trinidad and Tobago, Flow is a British
telecommunications company Cable & Wireless Communications Limited.
Size, Product or Service
CCTL provides telecommunications solutions over mobile and fixed broadband networks,
including television, the telephony, and Internet. Columbus Communications Trinidad Ltd also
works in the field of research and investment information.
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Organization Structure
Trinidad Columbus Communications has undergone rapid changes over the past few years and
the company is in a position to determine whether to follow the correct guidelines to implement
changes. After checking the impact of employee turnover on the organization, the impact of
employee morale changes must be examined to recommend counteractive measures. The main
factor that contributes to the morale of employees is trust(Kreci & Ymeri, 2010). As the demand
for the organization in the market continues to increase, employees are also under extreme
pressure, resulting in resistance, resulting in staff lack of commitment and exhaustion of
employees.
Construct a VMOST Table
Fig 1: VMost structure
Image source: bawiki.com
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Table 1: VMOST
Vision Improve staff retention.
Mission Reduce the impact of the implementation on the
organization by increasing organizational
transparency.
Objectives The goal of CCTL is to let CCTL management
review their current CCTL change management
initiatives.
Strategy Implementing CCTL-based change implementation
based on international best practices(Davis, Kee &
Newcomer, 2010)
Tactics Implementing CCTL-based change implementation
based on international best practices
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Chapter 2
Diagnostics
Organizational diagnosis is one of the effective ways to look at the organization to verify the gap
between the current and expected performance as well as how to achieve its aims and goals.
Effectual diagnosis must be a natural process, because when CCTL start to pay attention to an
organization moreover to its structure and what they do and what does not do, change begins
because the progress of change is also the performance of 'now', so the diagnostic process also
needs to be restarted.
Impact of diagnostics in the Organization transformation process
Organizational diagnostics plays a key role in organizational change initiatives, whether
choosing the right intervention or contributing to changes within the organization. Although
many authors have identified diagnosis as an essential part of a change process, many authors
have recommended specific models and theories that should be used for diagnosis, but little
attention has been paid to the diagnostic procedure itself(Stum, 2001).
Organization change against Literature
Although there are more and more studies on CCTL's large-scale organizational change
management, government agencies or public organizations have very limited research on change
management. In principle, there are two ways to organize change: through fierce action or
permanent incremental change. In a former case, this change is usually imposed on the
organization, while the gradual change is simply decentralized and proceeds through several
small steps. The most important form of the change in government organizations is the small,
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gradual changes that usually take place within the organization's structure. There are relatively
few extensive changes in government agencies.
Transformation leadership
Transformational leadership is a more humane leadership theory. It believes that motivating
employees to make great work through the power of role models and leader personality promotes
people through positive motivation rather than negative motivation. Much of this is a leadership
theory that calls for higher personal needs in Maslow's hierarchy of needs, which is self-
realization. An organic informal organization with a large scope of control contributes to the
emergence of transformational leadership. Therefore, the manager's leadership must be very
obvious, and the manager's decision is very important because they affect a large number of
people.
Fig 2: Maslow’s theory of motivation
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Image source: happy-manager.com
Motivation
Motivation is not about the self-interest of rewards, but about people’s associations with
expected outcomes and what they think they can contribute to these outcomes. Given Maslow's
and Hertzberg's focus on the relationship between internal demand and the effort that has been
made, Vroom's expectation theory separates CCTL employees' efforts (generated by motivation),
performance, and results. Vroom's theory of expectation assumes that behavior is caused by the
conscious choice of choice, and its purpose is to maximize happiness and minimize pain. Vroom
recognizes that CCTL employees' performance is based on personality, skills, knowledge,
experience, and ability.
Fig 3: Vroom theory
Image source: businessjargons.com
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On the other hand, according to McGregor, if the CCTL has a theory, the X method tends to
have several layers of managers and supervisors to supervise and mentor workers(Zendage,
2018). Power is seldom authorized, and control is still concentrated. Managers are more
authoritarian and actively intervene to complete their work.
Fig 4: McGregor theory
Image source: iedunote.com
Culture
The CCTL culture has received much attention in last few years. Culture includes CCTL's shared
values and beliefs as well as norms that affect all aspects of the work life, from people greeting
each other to making major policy decisions and choices. The main power of a culture
determines how complex or easy it is to know how to perform in the CCTL. On the other hand,
the cultural network developed by Gerry Johnson and Kevin Scholes in 1992 provided a way to
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view and change the organizational culture. Using it, the CCTL can reveal cultural assumptions
and practices and begin to combine organizational elements with the CCTL strategy (Artese,
Ciocca & Gagliardi, 2017). As Charles Handy's model suggest, organizations can divide us into
four cultures. Culture formation will be based on a range of factors, such as CCTL history,
ownership, organizational structure, technology, key business events and the environment. The
main four cultures that CCTL must focus on are the “power”, “role”, mission 'and’ people'.
Purpose of an analysis is to easily assess how mainstream culture reflects actual needs as well as
limitations of CCTL organizations. The power of culture lies in the specialization of its pillars.
Job descriptions, procedures, rules, and systems are used to interact with functional professionals
(Black, Black, Christensen & Heninger, 2012). This is the organizational culture which is run by
the paper system. One factor that should be kept reminded by the CCTL is that diverse operating
units in the CCTL require diverse structures. A few units and functions will operate in very
steady-state environmental conditions, where changes are rare and the upcoming future can be
reasonably predicted, while other units or functions not only have been greatly changed in their
work but also in the way they work. It will be greatly changed. Therefore, it is hoped that there
will be different ways to manage the different "cultures" of different units.
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Fig 5: Johnson & schools theory
Image source: safaribooksonline.com
Change Movement process
Organization Transformation to Organization development
Organization development is an attempt to influence the frank attitude of the members of the
organization to rely on each other's views on the organization furthermore their experience and to
assume greater liability for their individual actions as the members of the organization.
Organizational change is a method of organizational change. Employees themselves help them
develop the required changes and implement changes through a well-trained consultant.
Kaleidoscope of change model
Change kaleidoscope is a way to pull together and arrange all sorts of logical highlights and
usage choices. These changes require thinking. In this sense, changing a kaleidoscope is a model
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instead of a strategy. Through its plans, the model provides an exhaustive system that manages
most of the variables that the creators consider worth paying attention to. The kaleidoscope
model is interestingly used to reflectively investigate changes in the CCTL.
Fig 6: Kaleidoscope of change model
Image source: mbaknol.com
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Kotters 8 steps Model
Fig 7: Kotter’s 8 step model
Image source: .kotterinc.com
Dr. Kotter observes that the number of leaders is trying to implement or change their
management strategies. He identified plus extracted the major success factors and also combined
them into an award-winning 8-step process leading change approach ("The 8-Step Process for
Leading Change - Kotter", 2018).
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Chapter 3
Intervention
The technological changes needed to transform this analysis of the organization will involve the
challenges/resistances that exist in the organization. At this stage, research will seek
technological change in the process of organizational transformation. Intervention promoted the
analysis of organizational transformation issues. For the leadership, motivation, and culture of
the CCTL, it needs to determine the extent to which it fits CCTL needs. The need for a high
degree is based on the causal information of expected outcomes and on the degree to which OD,
OT, and OE interventions transfer organizational change management capabilities to
members(Hung & Tu, 2011).
Transformation Leadership
Table 2: Analysis the actions within the intervention
Item Actions
Communication Let employees update information
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Trouble with Followers Believe the correctness and benefits of change.
Negative Transformational Leadership Leaders must communicate their enthusiasm to
their followers
Making Change Permanent Workers must be persuaded that if they return
to negative behaviour, previous problems will
recur.
Dynamic nature of organization Transformational leaders must show
employees that the status quo is not sustainable
and that their long-term interests depend on
systematic changes(Kuzhda, 2016)
Motivation
Table 3: Motivation analysis the actions within the intervention
Item Actions
Environment changes Senior leaders tap the energy of employees
through personalization and open participation.
Technological changes Successful leaders often mention formative
events in their lives to show their determination
to overcome obstacles.
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The Economy A strong economy and growing demand for
services and products mean CCTL must
consider expanding and may need to increase
staff and new facilities
Challenging the Status Quo Organizations must benefit from changes that
lead to innovative ways of finding customer
needs, innovative ways of providing customer
service, innovative ways of enhancing
customer interaction, and innovative products
that may attract the new markets (Kuzhda,
2016).
New product lines Build a strong and determined top team
Culture
Table 4: Culture analysis the actions within the intervention
Item Actions
Coordination is by the narrow band of CCTL most senior
staff.
This is just coordination required for the
system to provide the required integration.
Job descriptions are more essential than the
skills as well as abilities of such literate
people. Does not require or encourage
performance beyond the role of the
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prescription.
Slow to react to external/internal changes Start with power tools
Extensive research as well as development activities as
they are very much dynamic
They are constantly changing and
temporary task teams must be created to
meet future needs. Expertise and
Information are valuable skills here.
Cultures are best represented by internet or
grid work. There are close links between
departments, professions and, functions.
Liaison, integration, and communication
are the means by which organizations can
quickly predict moreover adapt to changes.
People are not involved or included in the purpose of the
organization
This is a feature of the management
consensus model, in which people within
the structure collectively identify the path
pursued by CCTL. If a formal structure is
used, it simply tends to satisfy the
individual needs inside the structure. The
CCTL must describe this culture as
rejecting formal hierarchies to "complete
tasks" and exist only to meet desires of its
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members.
Authority Is maintained centrally Give everyone equal rights and opportunities.
Change management Process
Table 5: Change management Process
Item Actions
Conflict Focus on behaviour and events, not personality
Resistance issues Determine the root cause of resistance to
change
Industrial or IR issues Developing an effective labour relations
strategy requires focusing on meetings and
reporting problems without worrying about
management’s negative impact
Politics within the organisation Review the organizational environment and do
not play favourites
Breakdown in change management process Prepare changes, manage changes, analyze
changes(Herriau & Touchais, 2014)
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Chapter 4
Implementation
The Researcher has completed a critical analysis of the Organization Transformation of CCTL
who was desirous of undergoing the development stage of achieving Organization
Transformation. There are certain areas that needed changes in order to achieve the key
deliverables of the Transformation. Changing an important aspect of technical change is to
determine which type of organization will be threatened. To be successful, the technical changes
need to be incorporated into the entire system of the company and it is necessary to establish
management structure to support it. Structural changes can be due to strategic changes, such as
the company's decision to buy another business and it needs to be combined, as well as changes
in operating or management style. For example, a company that wants to decide on more
participation may need to change its hierarchy. In order to study the role of leadership in
implementing change, CCTL needs to understand the unique circumstances of leadership
discovery. Another way to conceptualize the observation of a changing plot point of view is to
equate the management of the change with the captain of the ship.
The CCTL management team needs to communicate with its employees to communicate directly
with the supervisor(Kuzhda, 2016). Top management should treat them as conduits, privileged
recipients, and information translators. Management behavior can improve employee
commitment. This improvement will eventually lead to higher employee morale and job
satisfaction because employees are now considered valuable members of the organization. The
ultimate goal of any organization is to obtain the commitment of all employees.
Please review the under mention solutions as illustrated by their breakdown:
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Solutions
Table 6: Solution Table
Leadership 1. Leaders must communicate why change is important to internal and external
stakeholders.
2. The role of leadership in change must not be underestimated. While
organizational change is affected by external and internal factors, it can only be
achieved when the leader takes decisive measures to implement changes, and
ultimately leads to the existence of a change organization.
3. Leaders must look at the different leadership styles that affect the
organization to highlight the organization's discovery of its own state of change.
Motivations 1. Simply providing additional training to familiarize employees with
organizational change is not enough to motivate employees and increase
knowledge.
2. Matching the company's business goals with the individual goals of CCTL
employees can help you increase employee motivation through organizational
change(Stum, 2001).
3. Transparency has greatly eased staff's scepticism about organizational change
and enabled employees to participate more in new CCTL initiatives.
Culture 1. The organization must first recognize the present culture or current situation
before changing the culture.
2. The CCTL must then make a decision where they want to go, determine its
planned direction, and decide how the culture of organization support the
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success.
3. However, understanding the desired organizational culture does not seem to
be sufficient. The CCTL must make plans to guarantee that the required culture
of the organization becomes a true reality.
Change management
Process
By discussing current system issues and soliciting suggestions to make the
change successful, employees are helped to understand the need for
organizational change.
As a complement to the efficiency and coordination of the change process and model, the
Kotter’s 8-stage model is very important in the company's transformation process because the
eight steps in a transformation process includes sense of urgency creation, forming a strong
guiding alliance, setting a vision and strategy Communicate visions, remove barriers and
empower employees to create short-term victories, consolidate gains, and strengthen change
through the inclusion of change in culture. It is a simple gradual model that provides an apparent
description, as well as the guidance of the entire change process moreover, is relatively simple to
implement. This model emphasizes the success of employees in participating in and accepting
the entire process. The main focus is to prepare and establish the acceptability of the change, not
the actual change process(Bell, 2014).
Conclusion
To conduct a critical analysis of CCTL, we will see the process of change in leadership,
motivation, and culture. The study concluded that leadership, motivation and cultural
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development, as well as change management, are often the top priorities for many organizations.
In spite of this, most organizations often fall far the short of their objectives or goals. Or better
results, the organization should coordinate with their leadership development furthermore change
the management work; see them as the same one. True leadership includes ways of deviating
from the cultural prospect and inspiring others to follow.
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Reflective
The Author identified the concepts of Organization Transformation through his studies. He
critically compares different models using appropriate conceptual frameworks. He appreciates
the complex balance between hard and soft approaches to Organizational Development. He also
developed and understands the utility of strategic intervention activities within an Organization.
He took into account of wider managerial issues to designed and managed strategies for
Organization Transformation.
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References
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Bibliography
Artese, M., Ciocca, G., & Gagliardi, I. (2017). Evaluating perceptual visual attributes in social
and cultural heritage web sites. Journal Of Cultural Heritage, 26, 91-100. doi:
10.1016/j.culher.2017.02.009
Bell, C. (2014). The Impact of Participative and Directive Leadership on Organisational Culture:
An Organisational Development Perspective. Mediterranean Journal Of Social Sciences.
doi: 10.5901/mjss.2014.v5n23p1970
Davis, E., Kee, J., & Newcomer, K. (2010). Strategic transformation process: Toward purpose,
people, process and power. Organization Management Journal, 7(1), 66-80. doi:
10.1057/omj.2010.6
Della Corte, V., Del Gaudio, G., Sepe, F., & Zamparelli, G. (2017). The Role and Implications of
Values-based Leadership. Journal Of Organisational Transformation & Social Change,
14(3), 187-213. doi: 10.1080/14779633.2017.1378453
Ee Wan, K. (2013). The Role of Leadership in Organisational Transformation. Leadership And
Management; Organisation Development.
Herriau, C., & Touchais, L. (2014). The Role of Control Systems in the Process of Change:
Application to a Family Business Succession. Journal Of Change Management, 15(1),
19-42. doi: 10.1080/14697017.2014.922603
Hung, S., & Tu, M. (2011). Technological change as chaotic process. R&D Management, 41(4),
378-392. doi: 10.1111/j.1467-9310.2011.00641.x
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Kreci, V., & Ymeri, B. (2010). The Impact of Territorial Re-Organisational Policy Interventions
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