Sample Management Paper on Managing and leading change Case study: Rapid Supply Electronics Components

Managing and leading change Case study: Rapid Supply Electronics Components

Introduction

Since firms work in an ever-changing environment, it’s impossible to avoid it. Keeping up with the ever-changing demands of consumers necessitates constant change in any business. In order to achieve a successful transition in an organization, change management requires preparation and the participation of key stakeholders. If you want to be a successful business, you must accept change and look for ways to make it more helpful. Instead than waiting for change to happen, effective leaders drive it. As a result, successful organizational transformation relies heavily on effective change management and leadership. Radical or gradual change might occur at the same time. Incremental change impacts just a small segment of an organization, while radical change affects the whole company.. An organization’s effective transformation depends on adopting a systematic approach to change. There are benefits to incremental change but it does not offer all stakeholders the ability for change, which may lead to resistance.

When Rapid Supply Electronics Components Limited (RSEC) was acquired by EBF, the purpose of this paper was to study the impact of advancement (EBF). A growing need to resist competition led RSEC to see acquiring EBF as an opportunity to take control of the market. RSEC’s goal was to harmonize EBF’s framework and processes in order to better its administration delivery and product development (Jones, Roberts and Chonko, 2000). A notion was acceptable, but RSEC had not put in place adequate supporting structures to ensure the success of their method even if it was acceptable. After only eleven months, the board was able to clearly articulate its objectives of coordinating all coordinations, agreements, and client help.. This decision was made by the board without sufficient knowledge on the best way to implement the framework throughout the whole firm. In order to guide a company through a successful transformation, management must identify important participants in the change process, devise a strategy for putting the strategy into action, and assess how various stakeholders will respond. As a result, management should examine the change’s impact on the organization’s goal and vision, culture, motivation, and workers.

Initiative of the organization

If the board of directors desired to adopt a change, they needed to ensure that each member of an association who might be affected by the change was prepared for it. The project’s purpose was to include EBF’s brand values and customer service standards, as well as the company’s sales and coordinations structure, into one document (Alvin, 1997). Combined, the three components would have resulted in a successful merger for the three parties involved. In order to familiarize the RSEC staff with the newly acquired structure from EBF, a training session was held. The ultimate purpose of these activities was to create an integrated administrative headquarters for the capacity. The expenses associated with these skills would have been decreased as a result, and RSEC would have been able to better serve its customers. To cope with the competition from other organizations, RSEC had a decent structure in place, but it was badly constructed. However, the company’s management intended to take advantage of a straightforward opportunity, but they were overburdened, didn’t hire specialists, and had little understanding of the key work at hand. Defining the Investigation’s Primary Objective With every move in the usage of technology, RSEC was confronted with a slew of difficulties. In response to the concerns, the government was forced to confront several difficulties.

There was a huge flaw in the organization’s organizational structure; it had figured out how to make it such that it could make errors. Inadequate communication regarding the adjustment that was to be executed was the starting point of the difficulties. Each and every one of the workers who would have been impacted by the new framework received information about it at the same time as their colleagues. Employees were not given an opportunity to share their issues or express their ideas to management. Because RSEC has obtained EBF, incoming staff would be required to comply to the framework established by RSEC. It was clear that most of the delegates were opposed to this decision since they were already aware that it would interfere with their daily work activities. As long as the many offices were running well, the staff did not see the need for a more centralized organization. Several employees from the Sydney office were among those who were reassigned as a consequence of the relocation process. This group of representatives was not given enough time to prepare themselves and their families, much alone to communicate any lingering issues, prior to the start of the change implementation process. As a consequence of the transition, the firm had to lay off a huge number of administrative employees that worked for its clients.

When it came to dealing with other organizations, RSEC had a decent structure but it was badly constructed. To take advantage of a simple chance, the firm executives were overburdened and didn’t employ specialists. They also had little expertise of the key work at hand. Establishing a Focus for the Research It was not an easy transition for RSEC when it came to the usage of new technologies. Because of the worries, the administration had to deal with a lot of difficulties. The organization’s structure had figured out a way to enable it to make errors, which was a huge concern. Initially, there was a lack of information regarding the changes that were to be made. Employees touched by the new framework heard about it at the same time, ensuring that everyone was on the same page. Workers were denied the opportunity to share their concerns or thoughts. Incoming employees would have to comply to RSEC’s framework since the EBF had been obtained by RSEC. Because they were already aware that it would interfere with their daily practice, the majority of the delegates were opposed to this change. A uniform structure wasn’t needed since the numerous offices were working effectively for the personnel. Employees from the Sydney office were among those affected by the change. Prior to the change implementation process commencing, these representatives were not given the time they needed to prepare themselves and their families, and to pass on any residual concerns they had. In response to the move, a huge number of administrative personnel for customers were laid off. Those who refused to migrate were likewise without a place to live. The incorporated unit was unable to perform its obligations due to a high turnover of client support staff. Some of the administrator’s recollections were tinged with sadness because of the low resources and the small workforce. The change did not happen as anticipated because of a shortage of people and the pace of the move. Since this leads in an enormous quantity of work being rectified, it causes an even greater degree of client unhappiness, which is why so much time is spent in Sydney preparing replacement employees. Defintion and explanation of the issue Some serious issues have arisen because of the necessity for an integrated framework. A new credit card was the catalyst for the whole thing. To be fair, the acquisition was a good concept, however the procurement procedure used was inadequate and could not benefit RSEC in any manner. In order to avoid raising suspicions and ensure a seamless merger, RSEC withheld its desires from the delegates. It turned out to be expensive for the organization even though the administration could explain why it did not invite its representatives.

Current management

Organizational culture, when applied to a company, refers to the collection of values, beliefs, and attitudes held by the organization’s employees. These are the procedures that an organization employs in order to conduct its operations. People who work in an organization often pause to consider their own actions and how they connect to the realities of the organization. When it comes to learning how people behave in the workplace, the most effective method is to observe the culture of the organization. In the absence of a company’s culture, it would be impossible to carry out its day-to-day business activities. The corporate culture of a given organization has an influence on the management of that organization’s operations. As a result, any influence that has the potential to produce a shift in an organization’s culture has a negative impact on the capacity of the management team to perform effectively and efficiently. Modern firms, on the other hand, must work in a continually changing environment that is always evolving in order to survive and thrive.

Management led by changes

Involving representatives early in the process was critical to ensuring a seamless transition to the new environment and the achievement of focused, integrated competencies. Because of this, it was thought that the board would follow a set of rules in order to be successful. According to meeting minutes, board members were making judgments on how to integrate these important competencies even before the merger had been finalized (Tiamnara, Madan and Malisuwan, 2015). This job was chosen by an administrator who would be in charge of developing business frameworks and reporting directly to the company’s board of directors, among other things. Following the search, it seems that the manager of business frameworks have the requisite knowledge and skills to carry out the alteration. – The board of directors considered this acceptable since the administrator had collaborated with the board on a transition plan and they felt he was qualified to oversee the process of implementing new technology (PHIPPS-TAYLOR and SHORTELL, 2016). The board was so eager to put the new reforms into effect that it fired a large number of individuals as soon as the framework was completed, and then again while attempting to put them into effect in the following months  (Mento, Jones and Dirndorfer, 2002). Because the board has confidence in the framework’s ability to succeed, the board has chosen to cut the expenses made as a consequence of the framework’s implementation. As a consequence, the company’s board of directors decided to fire a number of skilled individuals, ultimately leading to the organization’s dissolution. A few incidents were pushed upon the board of directors, but the ramifications were disastrous for our company’s reputation. Although management makes every attempt, the unintended consequence is that the organization operates inefficiently as a result of a lack of resources and a poor communication diversion, despite their best efforts. Take a look at the following alternatives: Here, the research attempts to give some explanations for the RSEC association and their acquisition of EBF, but it falls short of its objective. In general, the purchase represented a significant step forward for the company.

Suitability for organizational context

The board’s first objective was to narrow down on key capabilities and adopt frameworks that would position them as a major player in the industry, which they accomplished. In order to determine what is driving your manufacturing expenditures and how you may reduce them while still maintaining high standards for your brand and customer service, you may want to consider hiring an expert to help you (Rizan and Das, 2018). Advisors are well-versed in the subject topic and can assist the administration in making educated judgments on the issue. It is possible that the expert has accomplished this by presenting their findings and identifying what actions to take in order to become cost drivers while also boosting administration delivery. The organization should have started by investigating whether or not the structure of the two organizations was favorable to their respective growth and development. The change was authorized, and the company was allowed a year or more to evaluate if it was acceptable before putting the unified structure into full operation across the organization.

The culture of the organization is the most influential aspect at work. As a result, it is very difficult to break long-standing behaviors in a corporate setting. As a consequence of these transformations, organizational operations will need to shift as well. Going through an organizational change will inevitably result in the disruption of an organization’s cultural values and norms (Jones, Roberts and Chonko, 2000). The fact that businesses operate in an ever-changing environment needs the implementation of strategic change management. As the external environment changes, so too does the strategic direction of a company’s operations. The strategy of the organization shapes the goals and objectives of the organization. In order for personnel and management to effectively carry out their obligations, strategies must be used by the firm. They assist businesses in achieving their stated aims.

External circumstances that have an impact on the way firms run need organizational transformation. Companies are often forced to make adjustments to their operations as a result of the forces of change in order to stay competitive and maintain their track records of success(van Valkengoed and Steg, 2019). Consequently, they are better equipped to absorb the stocks of these personnel and continue their operations without interruption (Winn, 2000). If you find yourself in a circumstance where you need to make adjustments, it isn’t only because something is occurring outside of your control that is to blame. Effective leaders have mastered interpersonal and negotiating communication (O’Loughlin, 2011). They should have HR, financial, and conflict resolution abilities. Leaders must also be transparent, honest, and trustworthy. Employees must be driven to implement change effectively. The leadership of a firm helps its employees achieve their goals by recognizing their own role inside the organization. Leadership styles are determined by culture and intended change. Change management need transformative leaders who can adapt to the situation. A transformative leader inspires and facilitates change. Leaders might be employee- or job-focused. An employee-focused leader strives to meet the needs of employees in order to accomplish organizational objectives and goals.

Before making a final choice, organizations must first evaluate and study different frameworks, both within and outside, before making a final decision. If RSEC had prepared ahead of time, it is possible that they might have come up with a different solution to their problems (Morton and Holden, 2018). Customer service mentors may be hired by the business to help its executives and representatives in gaining the knowledge and skills necessary to give first-rate customer care to their customers. It is possible for a firm to learn and plan to thrive despite intense competition in the industry. In addition, the mentors have completed their research and are up to date on the current status of the market’s needs (Morrow, 1997). The rigorous preparation that went into the organization’s achievement may have had a significant role in its success. Proposals Given these factors, RSEC has determined that the best suitable action for the time being has been taken. The change of the association must include all of its members if it is to be a success. The association will be able to go forward as a single entity, avoiding hurdles to change and, as a result, reducing the likelihood of disaster. Having limited its protection against change, the association would have been able to reduce employee turnover and retain its most talented members in the process.

Recommendations

Prior to the installation of new technologies, as well as during and after their adoption, it is critical to build an effective and open communication channel with the general public. When executing a change, it is critical to communicate clearly and effectively. With the use of good communication strategies, we make every effort to keep tension and conflict to an absolute bare minimum (Chow, 2014). It is feasible to bring about organizational transformation by using an open communication channel that permits data to be sent in and out at the proper moments. A new framework is established, and any questions or concerns the participants may have about it, as well as any anticipated adjustments, are addressed to them before they are taken into consideration (Cross and Davies, 2017). The organization’s board of directors sought the aid of an expert in the field of association reform to supervise the whole process, which was granted. Advisory services provide executives with the master data that is essential for the proper implementation of an improvement use method, therefore assisting them in their decision-making. If a change in an organization is possible, the technique that will be followed to bring about the change in the organization will decide whether or not the change is possible. All workers must have a positive working connection with their supervisors in order to be successful (Winn, 2000). Before, the human resources administrator saw that the staff felt underappreciated and lacked the necessary drive and desire to carry out their jobs efficiently (Blackler and Regan, 2009). Human resources departments might provide incentives such as open-air preparation or seminars, grant cash rewards or other forms of monetary compensation, or seek aid from advocacy organizations in order to increase employee trust (Caldwell, 2012). The engagement of participants in an active process, particularly more experienced members of the RSEC team, will result in increased excitement and motivation as a consequence of their involvement. In order to guarantee that revenue is retained over time, organization lab operators must rely on professional hands-on trainers rather than individual personnel to conduct their operations. Execution Putting changes into action must be successful and effective if the organization is to accomplish its objectives (Franklin, 2004). Those who will be affected by the change, whether directly or indirectly, must be included in the process of implementation and should be actively involved in the decision-making process. Consider the following scenario: The association may have provided data to each employee half a month in advance to the change management team in order for the proposals to be implemented.

Conclusions

Because change upends the status quo, motivating employees to embrace organizational change will aid a firm in meeting its goals and objectives and achieving success. Workers must be able to perceive the advantages of change through the perspective of their supervisors and managers (Berg-Smith, 2004). Each and every person who has been impacted by a beneficial change in an organization should be motivated by that change. Management should encourage employees to embrace change by emphasizing the benefits that will accrue to them as a consequence of a well implemented change program. Identifying what motivates individuals at all levels of the business should be a top priority for management. When it comes to inspiring employees to change, management may use either monetary or intrinsic incentives to achieve their goals.

 

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