Reflective Report: Strategic Organisational Change at ABC Company

This reflective report delves into the intricacies of strategic organisational change within ABC Company, examining various facets of the change management process. The report begins by highlighting the importance of adaptability in the current market and the need for organisations to embrace change initiatives. It explores the critical role of effective communication in mitigating employee resistance, the challenges of working with new teams, and the importance of understanding new processes. The report further investigates the role of senior management in driving change, individual leadership beliefs, and the application of formal and informal approaches. It also addresses individual responses to change and the necessity of fostering high-order skills and knowledge application. Through a 360-degree performance review assessment tool, the report identifies key areas for improvement, emphasizing the need for transparent communication, participative leadership, and continuous learning to ensure successful organisational transformation.

STRATEGIC ORGANISATIONAL CHANGE

Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Communicating change.............................................................................................................4
3.0 Working with a new team..........................................................................................................5
4.0 Understanding new process.......................................................................................................6
5.0 Role of senior management.......................................................................................................7
6.0 Individual leadership beliefs and competencies........................................................................8
7.0 Formal and informal approaches...............................................................................................9
8.0 Individual responding to change..............................................................................................10
9.0 High order skill........................................................................................................................11
10. Application of knowledge and skills.......................................................................................12
11. Conclusion...............................................................................................................................13
References:....................................................................................................................................14
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1.0 Introduction
Adaptability and flexibility have become the most important component in the professional word
with the passage of time. In a similar context, Carnall (2018) assessed that with time, the market
dynamics are changing vigorously, which is entrusting several challenges before every
organisation to survive the uncertainties. It has been assessed that organisations are continuously
exploring new techniques to retain their sustenance in the fiercely competitive market (Hayes,
2018). Therefore, organisations are constantly following change initiatives into a system to
survive the challenges. The present project is a reflective report, where the author aims to discuss
the significance of change management within the organisation ABC Company. The methods
that are required to successfully implement a change process within the organisation would be
discussed in the current reflective report. At the very beginning of the study, I have provided a
background to the study followed by the need for change in communication. Also, I have
discussed matters like working with a new team and understanding the new process. In the
subsequent part of the paper, I have also tried to discuss the role of senior management in
implementing the change management process. In addition, the individual response to change
management along with the application of own knowledge and skill in the context of
organisational change have also been discussed herein. Finally, the paper is wrapped up by way
of concluding note.
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2.0 Communicating change
It has been identified that the majority of the organisations are facing issue with employee
resistance to change initiatives. Similar had been the case of ABC Company where the
employees were going through several unwanted struggles for the changes initiatives
incorporated by the management to survive threats. In the opinion of Jayatilleke and Lai (2018),
it is specifically important for every manager to identify the issues that leading the employees to
stand against the management and resist changes. Hence, it is evidently necessary for the
management of my organisation to identify the limitation of this current situation and incorporate
effective methods that can reduce the tenacity of this issue. As per my understanding through the
360-degree Performance review assessment tool, there had been a huge communication gap
between the management and employees, which I believe is one of the foremost reason behind
the present problem. Thus, primarily, the management needs to maintain transparent
communication with its resources and explain them the reason and objectives behind the change
implementation. The employees definitely prefer the organisation to sustain efficiently in the
market, therefore, communicating the objective behind change method would provide adequate
importance to each employee where their involvement would count. Hence, they would
automatically support the change process rather than showing any resistance.
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3.0 Working with a new team
Lewis (2019) asserted that change management often brings several alterations in the internal
operational system, which troubles employees with too many amendments in their projects. This
often forces employees to quick their designation and resign their job. Hence, organisations
frequently suffer from a high employee attrition rate. Similar had been the case with my
organisation, where the poor communication method had led to employee frustration, which
affected the retention rate as well. Therefore, the management has been undergoing a continuous
recruitment method, where new team members are hired on a frequent basis. Thus, it has been
another challenge for the existing members to repetitively coordinate with the new team
members and train them to understand the techniques the team follow while conducting their
assigned projects. As per my understanding through the 360-degree Performance review
assessment tool, I believe that it is definitely tough to work in a new team during the change
method; yet, the team needs to maintain perfect coordination amongst each other to reduce the
gap in their experience, skills or knowledge. The members need to be proactive in terms of
adopting the new culture of the organisation and work by maintaining positive team effort.
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4.0 Understanding the new process
As explained in the above section that changes come with different new methods and conduct
numerous alterations in the existing system as well. Hence, I believe that it is pragmatic for every
team member to comprehend those new requisite methods and incorporate them to mitigate the
organization's operational objectives. I have also assessed the fact that during the change
management process it is better to communicate issues and hindrances with the new methods.
Since a huge amount of tasks and efforts are needed to be amended to fit the changed objectives
of the organisation before its implementation. Maintaining transparent communication with the
departmental managers can help the different team in my company to refine certain elements that
essentially can help in improving the workflow progress. Hence, it is a significant element for
managers as well to evolve with their team members and helping them to adopt the change with
a positive mindset.
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5.0 Role of senior management
According to Ansoff, Kipley, Lewis, Helm-Stevens and Ansoff (2019), it is the utmost
responsibility of the senior management of any organisation to maintain a perfect balance
between the external and internal process. The internal operation and the business model needs
to be changed to fit effectively the external triggers. At the same time, the resources are to be
managed effectively to ensure that they get less affected by the change process (Klein, Mahoney,
McGahan and Pitelis, 2019). As per my consideration, a strategic alignment needs to be
maintained by the management to retain its competitive advantage. The employee might such
high resistance due to the external trigger, therefore, to covert the probability of resistance to
support. The management needs to communicate its resources about every possible fluctuation in
the market to enlighten them the need for the change process. This would definitely help him to
receive adequate employee support, where they align their career motive alongside the
organisational growth. Hence, senior management needs to pay the most imperative role in the
change process.
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6.0 Individual leadership beliefs and competencies
Moreover, I also believe that it is significant for every organisation to inculcate a participative
culture within its system to ensure high employee involvements. I have witnessed the fact that
employees always want to participate in the decision-making process and help management to
resolve their issues with indifferent inputs. As per my understanding through the 360-degree
Performance review assessment tool, I believe that it is important for a leader to follow a
participative leadership style within the organisation to make sure that every employee feels
valued and feel free to communicate their creative ideas to the management. This approach
would also strengthen the employee managerial relationship as well (Scott, 2019). Hence, I
believe following this leadership technique would help the manager or leader to reduce the
likelihood of employee resistance to any change process. Rather, it would help employees to
identify the objectives that are leading the management to inculcate changes within the system,
depending on which they would design their work that aligns the organisation objectives and
business model.
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7.0 Formal and informal approaches
For the formal aspects, the management of ABC Company needs to maintain a standard
communication medium to convey every formal message to each resource through standard
emails. Moreover, the HR department shall conduct a weekly engagement session with the team
members of every department, where the member can feel free to communicate the issues they
are facing regarding the change process (Alvesson and Sveningsson, 2015). This formal
approach would help the management to constantly maintain engagement with the employees
and guide them on regular basis to adapt to the changes. Moreover, for an informal approach, I
believe an informal get together by conducting events like a short trip or picnic can be one of the
best methods to understand one another. Herein, no formal abidance would be there, hence,
employee-employee or employee-managerial communication would be conducted on the basis of
informal grounds, in which each other’s traits, natures, characteristics and preferences can be
well recognised. This definitely leads to strengthening the interpersonal relationship as well.
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8.0 Individual responding to change
As per the consideration of Grosser, Assudani, Taylor, Gladstone and Mehra (2016), it is
necessary for every organisation to effectively initiate its transition process. However, it is true
that every change comes with several negative impacts, especially when employees deny
adjusting their process with the new system. I have witnessed the fact within ABC Company that
employees get used t with the traditional module followed by the organisation. Moreover, the
ineffective communication medium between management and employee enhances the gap
between, which creates job insecurities amongst every employee. Sudden changes in the system
lead to more miscommunication, where employees feel hesitant to communicate regarding their
issues with the new process (Uhl and Gollenia, 2016). As a result, they prefer continuing the old
process and refuse to accept the new one. Hence, it is important to address employee behaviour
and help them to communicate their issues with the new process.
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9.0 High order skill
It is necessary for the management to conduct a frequent learning and development session for
its employees (Doppelt, 2017). It is necessary to update them with new techniques and the
dynamics market is adopting with the passage of time. Every resource needs to have complete
knowledge regarding the fluctuations and uncertainties of the market, which are leading ever
organisation to transform their business models (Palmer, Dunford and Akin, 2016). This
approach would automatically keep them updated with the market-based information; as a result,
they would be a clear idea regarding the factors driving the organisation to implement change
within its process. Hence, the employee would preferably want their management o initiate or
incorporate the change or alterations in the process that can bring long term sustainability. As a
result, the possibility of employee resistance would be less and the employees would also receive
necessary guidance that would help them to come out of their comfort zone and establish their
skill sets that can enhance their flexibility in terms of any change method.
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10. Application of knowledge and skills
Employees shall be set free to think indifferent and implement their ideas to design their
assigned tasks (Kraft, Sparr and Peus, 2018). Since, I am a part of this organisation, thus, I can
undoubtedly claim the brainstorming effort management takes to nurture the creative thinking
sides of every employee. But it follows the old autocratic business model where each employee
is directed and particularly led by the management. This is where the brainstorming session goes
to futile, where employees merely get any scope to implement their creativity and knowledge to
perform their task with far smarter efforts. According to Oreg, Bartunek, Lee and Do (2018), the
present market dynamics are thriving on the concept of innovation, therefore, organisations are
bound to set their employees free to be rigorous and independent with their thoughts. This would
directly help management to receive several inputs to resolve existing challenges. Hence, the
threat of saturation and stagnancy would be reduced.
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11. Conclusion
The driven conclusion of the reflective report underscores the fact that it is important for every
organisation to balance both the external and internal triggers that arise out of the change
process. For this, the management of ABC needs to maintain strong and transparent
communication with its resources to reduce the complications. The team members shall be
offered with ample scope to bring their creative inputs in work and execute their projects in a
much smarter manner. Finally, it may he concluded that a well-designed and efficiently
implemented organisational change management strategy may significantly contribute towards
the corporate goal of attainment of sustainability on the long-term in most effective manner.
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References:
Alvesson, M. and Sveningsson, S., (2015). Changing organizational culture: Cultural change
work in progress. Routledge.
Ansoff, H.I., Kipley, D., Lewis, A.O., Helm-Stevens, R. and Ansoff, R., (2019). Implanting
strategic management. Springer.
Carnall, C., (2018). Managing change. Routledge.
Doppelt, B., (2017). Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Grosser, T.J., Assudani, R.H., Taylor, W., Gladstone, E.C. and Mehra, A., (2016). Employee
Perceptions of Network Change Following an Organizational Change. In Academy of
Management Proceedings (Vol. (2016), No. 1, p. 17005). Briarcliff Manor, NY 10510: Academy
of Management.
Hayes, J., (2018). The theory and practice of change management.
Jayatilleke, S. and Lai, R., (2018). A systematic review of requirements change
management. Information and Software Technology, 93, pp.163-185.
Klein, P.G., Mahoney, J.T., McGahan, A.M. and Pitelis, C.N., (2019). Organizational
governance adaptation: Who is in, who is out, and who gets what. Academy of Management
Review, 44(1), pp.6-27.
Kraft, A., Sparr, J.L. and Peus, C., (2018). Giving and making sense about change: The back and
forth between leaders and employees. Journal of Business and Psychology, 33(1), pp.71-87.
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Lewis, L., (2019). Organizational change: Creating change through strategic communication.
Wiley-Blackwell.
Oreg, S., Bartunek, J.M., Lee, G. and Do, B., (2018). An affect-based model of recipients’
responses to organizational change events. Academy of Management Review, 43(1), pp.65-86.
Palmer, I., Dunford, R. and Akin, G., (2016). Managing organizational change. McGraw-Hill
Education.
Scott, E.S., (2019). Leading change. Leading and Managing, p.320.
Uhl, A. and Gollenia, L.A. eds., (2016). Business transformation management methodology.
Routledge.
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