Organizational Transformation Report: Leadership and Management Module

This report, a comprehensive analysis of organizational transformation, focuses on the case of Columbus Communications Trinidad Limited (CCTL). It delves into the various stages of organizational change, from development to efficiency, and examines the impact of change implementation on employee turnover and morale. The report explores key aspects such as leadership, motivation, and culture, alongside diagnostic tools, intervention strategies, and implementation processes. It utilizes frameworks like the VMOST table and models such as Maslow's hierarchy, Vroom's theory, and Kotter's 8-step model to provide a structured approach to understanding the challenges and opportunities of organizational transformation. The study also includes an analysis of actions, motivation, culture, and change management processes, culminating in a conclusion that reflects on the overall transformation journey and its implications for CCTL.

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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