MGMT 861: Navigating Organizational Change at Government Disability

This case study analyzes the challenges faced by the Government Disability Workshop (GDW) in implementing organizational changes to compete with commercial rivals. The GDW's existing adhocracy culture, while beneficial for innovation, encounters resistance from employees. The solution applies John Kotter's 8-step change model, emphasizing the need for building a guiding coalition, forming a strategic vision, and enlisting a voluntary army to overcome barriers. Effective communication techniques and motivational strategies, including goal theory, equity theory, and expectancy theory, are proposed to enhance employee acceptance and ensure the successful and permanent implementation of these changes. Desklib is a platform where students can find similar solved assignments and study resources.

Running head: MANAGEMENT
Management
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Author Note

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Considering the fact that the Government Disability Workshop (GDW) is being restricted
in order to compete with their commercial rivals, mixed reaction of the employees to the several
changes that has been implemented is inevitable. It can be clearly understood that the current
organizational culture of the GDW environment is adhocracy culture. Adhocracy culture is
defined as the dynamic as well as entrepreneurial with the chief focus on the innovation, risk
taking as well as “Doing things first”. Considering the fact that the change has been implemented
in order to ensure gaining better competitive advantage, the mentioned culture which is prevalent
in the organization has the potential to enhance the productivity as well as performance of the
employees which in turn will result in enhanced market value as well as revenue.
The organization however is facing several issues in order to prevent internal conflict as
well a strong rigidity of few of its employees associated with the change. These issues can be
eradicated with the help of John Kotter’s 8 steps approach to leading change (Hughes 2016).
The 8 process of changes that can be implemented in order to prevent any kinds of changes
includes creating, building, forming, enlisting, enabling, generating, sustaining and instituting.
The first one includes creating the sense of urgency, That has been already done by Fred Chan,
the supervisor of the Metalwork department. However, the supervisor of different departments of
the organization needs to build a guiding coalition in order to guide, coordinate as well as
communicate the activities. The third step that includes forming a strategic vision as well as
initiatives is also not performed by the management. As a result of this, a good number of
employees of the GDW organization is suffer from lack of understanding of the ultimate vision
behinds the initiatives taken by the management. In order to ensure a successful implementation
of the changes, it is highly crucial for the organization to enlist a voluntary army who possess the
capability to remove barriers (Naranjo-Valencia, Jiménez-Jiménez and Sanz-Valle 2016). Apart

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from the above mentioned initiatives, the supervisors of the organization also need to implement
communication techniques like telling, consulting, participating as well as entrusting.
One of the most crucial changes that need to be implemented in order to ensure permanent
implementation of the mentioned theory is motivating the employees in order to enhance their
acceptability of the changes. The three techniques that can be implanted by the mentioned
organization are goal theory, equity theory as well as expectancy theory. 1st of all, the supervisors
need to jot down the chief goals of the organization. These can involve the percentage of profit
GWD wants to gain in the upcoming years. According to the equity theory, it is highly crucial to
determine whether the distribution of the resources is fair (Miner 2015). The equity can be
measured by comparing the ratio of benefits as well as contribution for each of the individual.
The expectancy theory, on the other proposes that employees will behave according too their
degree of motivation. Hence GWD must try issues lie increment in remuneration and rewarding
system in order to enhance the intrinsic motivation of the employees.

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Reference List
Hughes, M., 2016. Leading changes: Why transformation explanations fail. Leadership, 12(4),
pp.449-469.
Naranjo-Valencia, J.C., Jiménez-Jiménez, D. and Sanz-Valle, R., 2016. Studying the links
between organizational culture, innovation, and performance in Spanish companies. Revista
Latinoamericana de Psicología, 48(1), pp.30-41.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.