Leading Organizational Change

Questions: 1. What is the relationship between change readiness and change agents? Use Hayes Chapter 13 as a reference point as well. (600 words).2.Based on your analysis of WMC, now adapt and redraw Figure 15.7 and 15.8 in Hayes Chapter 15. Explain the reason why you placed an X where you did and use facts from the case to support your answers?3.Use an open systems diagram similar at the organisation level to outline the inputs, processes and outputs of WMC. Populate each box with at least three numbered points and a brief description of the point. Then below the Table, describe in more detail each point? 4.Using Kotters Integrative Model of organizational dynamics redraw and adapt the Figure to suit your analysis of WMC. Now using facts from the problem statement plus your own assumptions from Case Study 1, explain your analysis using the short,How important is it that companies recognise the liability? To what extent is disclosure about the liability sufficient? Answers: 1. Relationship between Change Readiness and Change Agents This particular topic is taken from the Journal Article named as Journal of Management and titled as Change Readiness: A Multilevel Review(Rafferty et al. 2013). In this particular article, relationship between Change Readiness and Change Agents is explained by the authors by theoretical review regarding change readiness literature. From the case study on Wong Manufacturing Company, some of the issues have been identified regarding substantial agreement on change readiness for examining the attitude as far as possible. Secondly, it takes into consideration attributes from adopting multilevel perspective considering the change readiness (Taylor and Schaffer 2013). In other words, Wong Manufacturing Company requires addressing the issues faced by understanding the importance of change readiness on constructing ways for measuring the performance levels in the most appropriate way. Addition to that, it requires developing of multilevel framework for identifying the antecedents as well as consequences of individual. Therefore, it takes into consideration aspects such as work group as well as organizational change readiness for future analysis purpose for Wong Manufacturing Company. On the contrary, the business organization requires reviewing the theoretical as well as empirical evidence at all levels of analysis activities. It further requires identifying suggestions from guiding future research seeking adopting ways for attainment of multilevel approach in case of change readiness (Nordinet al. 2013). The second journal article is taken from Journal of Change Management and titled as Organizational Diagnosis: An Evidence-based Approach (McFillenet al. 2013). From the case study on Wong Manufacturing Company, it has been identified that Organizational Diagnosis plays major role for organizational change initiatives based upon selecting appropriate interventions. It requires contributing readiness-change in and across business organization. On the contrary, it requires identifying diagnosis considering as an integral component for change process for various recommended specified theories for diagnosis purpose. According to McCarthy and Eastman(2013), there is lack of rigor especially for diagnostic process as well as following the significant factors in viewing at the failure rate of change initiatives in the most appropriate way. In the recent world environment, there has been evidence regarding diagnosis in areas such as engineering as well as medicines. On the contrary, this brin gs together situation regarding improving appropriateness of interventions in contributing towards change readiness in and among various organizational members at Wong Manufacturing Company. Therefore, it involves recommended steps for advanced state of organizational diagnosis in case if field of organizational development as well as change in an effective way (Klein 2012). Theory and Practice of Change Management explains the concept on Change Management that should be implemented by Wong Manufacturing Company (Hayes 2014). In this Book, John Hayes explains the application of key theories for bringing change in organization settings for Wong Manufacturing Company. In addition, Diagnostic tools help in identifying change as well as experience for given outcomes based on real case study from Wong Manufacturing Company. Therefore, this majorly focus on reflection upon own experiences for change management system for Wong Manufacturing Company (Keppel and Wardell?Johnson 2012). It is difficult task for managing change at Wong Manufacturing Company from human aspects viewing at the urgency of operations. This majorly involves people as well as encourages participation especially in change process for aiding diagnosis. Therefore, Wong Manufacturing Company should engage in reducing level of resistance as well as increasing level of commitment for keeping app roaches on timely manner. In the recent times, there is increasing pace regarding changes for Wong Manufacturing Company for planning ways for changing activities in the most appropriate way (Hwang and Low 2012). On the contrary, it is difficult in anticipating reactive change for future analysis purpose. In addition, anticipating change initiating with changes in presenting external demand. As rightly indicated by McCarthy and Eastman (2013), change readiness can be regarded as the initiatives as well as responses that are important to initiate requisite alterations. The changes are essentially for the purpose of building advantageous events, reducing the risk of the business and achieving sustainable performance. On the other hand, change agents refer to the individuals belonging both the internal as well as external sources of the corporation that helps the management of an organization to establish transformation (McFillen et al. 2013). As per the case study it can be hereby ascertained that Ryan and Mira identified several issues in the operations of the corporation. After identification of the issues, they suggested certain ideas for combating the recognized issues. The new ideas of Mira regarding the process of initiation of exporting products to China, Japan as well as Indonesia different large batch production output whilst delivering designer as well as retail outlets throughout the globe. Again, Mira as well as Ryan also persistently indicated towards the opportunities of the WMC to market directly to consumers through web and to establish the (Business to Business) associations with quality seeking purchasers. In addition to this, Ryan also specified the need for greater visibility at the Fashion Week that in turn can attract large number of client, approximately 50,000. Moreover, Mira also detected different challenges concerning manufacturing and production safety. Again, Mira and Ryan also tried to boost growth by introduction of different changes. Therefore, the analysis of the case study reveals the fact that Mira and Ryan can be regarded as the change agents that belong to the internal source of the corporation that aids the management in instituting changes (McFillen et al. 2013). However, the suggestions and proposals of Ryan and Mira for driving development created disagreements as well as contractions in the Board of the firm. On the other hand, the traditional approach of the company were at stake Thus, it can be hereby established that Wong Manufacturing Company did not have adequate change readiness and consequently resisted the changes. Therefore, a critical examination of the study reflects the fact that Ryan and Mira are the apparent change agents and the actual change agents are the company management team as well as the important administrative members of the staff. In this, the need for change has not exactly matched with the readiness of change of the organization. The initiation of change in the organization can follow a bottom up procedure for deriving a logical consequence in this study. The management can develop a particular category of information processing grounded on the diverse incoming data from the specific environment of the business in order to form an insight (Briody et al. 2012). The poor change readiness can be marked by incapability of the management to analyze change inputs or else important data acquired from organizational framework, policies, present behavior as well as systems at the level of organization (McFillen et al. 2013). However, the magnitude of trust, degree of involvement by managers as well as emotional condition of the workers together with the breaches that might exist between the actual agents of change, inclination for change and the actual change readiness can explain the inner revelation of the case on WMC. 2. From the case study on Wong Manufacturing Company, it has been noticed that placing of X means punishing the lazy workers who show less interest towards work. In this particular case, issue has been identified from the company named as Wong Manufacturing Company regarding managing human resources (Hornstein2015). It is important to understand the fact that Human resources are the true asset of the company and should be managed in unique ways as far as possible. X and Y Theory applications will be appropriate for Wong Manufacturing Company. In this theory, it reveals punishing X employees and rewarding Y level employees. It is understood that X level employees lacks interest whereas Y employees are highly motivated towards working at Wong Manufacturing Company (Haslamet al. 2014). As opined by Goetsch and Davis(2014), Change Management should be implemented for the company named as Wong Manufacturing Company. This activity is for those who remain over-committed for deterministic view in keeping check on local of control for external purpose. This particular section renders brief overview of strategic change management by wider environment. In other words, Wong Manufacturing Company explores some of the issues as well as choices involved for developing attributes from managing organizational change. It helps in articulating implicit models for exposing process models of change in an effective way. Wong Manufacturing Company should accelerate change for creation of continuous improvement for renewal purpose (Frankland et al. 2013). This means increased organization adaptability straining the organizational members for Wong Manufacturing Company. On the contrary, changes bringing psychological contract for loyalties in and across organization named as Wong Manufa cturing Company. In addition, entire knowledge in society for considering undergoing violent for increased rates for forgetting images of reality. Therefore, these changes demands for adaptability levels for individuals as well as coping with organization named as Wong Manufacturing Company. These people responding with increased pace in various ways for future analysis purpose. On the other hand, this will internalize on principles accelerating unconscious compensation on timely basis (Cameron and Green 2015). According to Briody, Pester and Trotter (2012), Discontinuous changes considers as one type of changes occurring at the time periods of disequilibrium. In other words, new relationships as well as dynamics for Wong Manufacturing Company in undermining core competencies in the most appropriate way. On the contrary, Wong Manufacturing Company has core competencies especially at the time of optical reproduction for development of digital scanning at the same time. Figure1: Oaklands figure of eight (Source: Rafferty et al. 2013) As is evident from the Oaklands framework of eight, it is evident that the combination of the need for change, leadership along with direction and planning can lead to readiness for change. The mixture of organizational resources, systems as well as controls and behaviors can lead to implementation of change (Briody et al. 2012). A thorough analysis of the case study reveals the fact that there are concrete reasons identified by Mira and Ryan for initiation of the change. This can be regarded as the factor of need for change as per the Oaklands framework of eight. Again, it is important to understand the skills, competencies as well as the requisite aptitude for proper implementation of the project (Cameron and Green 2015). The identification of the prerequisites of implementation of the project can help in comprehending the current condition of the WMC and the inclination of the organization WMC towards change (Barratt-Pugh et al. 2013). This change framework can be considered as a system. Thus, the tools and techniques of this system cannot be accepted in isolation. Therefore, it is important to implement an integrated system for initiating the change in the corporation WMC. The important factors or else the resources of organization that can help in successful implementation of the change include the effectual communication, empowerment of members of the staff of the organization, implementation of effective systems and control. The improved system can be assimilated with the traditional approaches of WMC while carrying out the process of restructuring for streamlining cost as well as efficiency, control of two way product expanses between the old as well as new production while handling competition from many other suppliers (Hornstein 2015). Again, the analysis of the case study also reflects the fact that both Mira and Ryan tried to drive growth. This in turn led to disagreement and shrinkages in the Board of the company. This shows that handling the behaviors of the employees also form an integral part of the management of the change implementation in the organization (Hornstein 2015). The management of the corporation Mira and Ryan pointed out the f act there is need for change in the system as well for attainment of higher rate of growth. They identified issues with the traditional approach of manufacturing that orients around large batch production in particularly the cotton, wool textiles as well as fabrics. In addition to this, the safety as well as control issues of the existing system can also be recognized that according to Mira and Ryan could be solved by increasing the value-added element of design, customer accessibility and product deepness from basically large-batch production of textile and by manufacturing designer clothing for greater global markets. Development of a proper strategic plan can help the management of WMC in deciding the actions that are required to attain the organizational objectives. A suitable planning for implementation of change can happen instantaneously and promptly. While framing the process of implementation of change, the management of the company needs to depend on its traditional system in order to avoid confusion and to combat resistance and to assist the process of transformation. Utilizing the Oaklands figure of eight can help WMC to determine the effectiveness of preparing for the change and the way effectual future planning can help in attainment of change outcomes (Taylor and Schaffer 2013). In addition to this, it is also imperative for the Board to understand the necessity of implementing change, importance of leadership, direction and planning in order to take up steps directly. This too refers to the fact that the WMC has failed to provide insufficient attention to the four different component s such as the business processes, organizational resources, systems as well as controls and behaviors. The challenges such as the frustration and paralysis can resist the changes and lead to unsuccessful implementation of the process (Taylor and Schaffer 2013). 3. Open Systems Diagrams from the case study on Wong Manufacturing Company Figure 2: Open Systems Diagrams from the case study on Wong Manufacturing Company (Source: Hayes 2014) From the case, study on Wong Manufacturing Company, systems perspectives focusing mainly on functional complementarity of parts in and around business organization. Barratt-Pugh, Bahn and Gakere (2013). In other words, nature of Wong Manufacturing Company relationship in and within business environment Some of the viewpoints from the case study on matters regarding open systems diagrams: Inputs- Wong Manufacturing Company viewed as open systems for importing inputs especially from environment in the most appropriate way. On the contrary, Wong Manufacturing Company transforms into outputs for exporting activities. In other words, fundamental task involves Wong Manufacturing Company striving for depending upon maintenance of functional complementary activities (Hayes 2014). On the other hand, system perspective views based upon functional complementarity for achieving goals as well as objectives in an effective way. Conversion- Wong Manufacturing Company major goals perspectives presenting for constructing entities for legitimizing activities It is for this reason for identifiable goals for future analysis purpose. In this case, there need understanding of effectiveness in deriving goals accomplishment in an overall manner (Hayes 2014). Output- Organizational development means setting behavioral science based theories in case of values, strategies as well as techniques for planned change of given organizational work setting. In addition, Wong Manufacturing Company indulges in enhances for individual development as well as improving organizational performance. This requires alteration of work taking into consideration the organizational members at Wong Manufacturing Company. This indulges in viewing at the on-the job behavior. On the contrary, it has been noticed that organizational development considers as a system-wide process for data collection, action planning as well as diagnosis and evaluation for future course activities. It requires congruence between attributes such as organizational structure. Strategy, process as well as people and culture (Rafferty et al. 2013). Wong Manufacturing Company should develop new as well as creative organizational solutions in case of self-renewing capacity for the same. External Environment- Wong Manufacturing Company should provide opportunities to people for functioning as human beings rather as resources in case of production process. In other words, it renders opportunities in taking care of each organizational member from Wong Manufacturing Company for developing full potential as far as possible(Rafferty et al. 2013). This means seeking increased effectiveness for organizational functions in terms of goals as well as objectives. Feedback- Wong Manufacturing Company requires attempting in creating an environment for finding exciting as well as challenging work. In other words, it renders opportunities for people working at Wong Manufacturing Company concerning organizational values as well as environment (Hayes 2014). This means treating every human being as person with complex set of needs considering vital importance in their life. Open system diagram refers to five important components that includes the external environment, input, output good service, transformation or else conversion process and finally the feedback. The open system model can help the change agents Mira and Ryan in the WMC to understand the overall process of management of change in the organization. A comprehensive analysis of the case study hereby helps in understanding the inputs that essentially consists of the human resources as well as other resources namely information, raw materials, energy that are employed in the entire system from the external environment. In this particular case, the input includes the lack of change readiness of the organization, disagreement among the senior management and members of the board of the organization Wong Manufacturing Company. In addition to this, other inputs comprise of different assumption of different competitive moves or else augmenting competition (McCarthy and Eastman 2013). Thus, as per th e inputs, the management needs to decide the strategic moves. For instance, for increasing the level of competition, Both Mira and Ryan needs to develop effective strategies such augmenting the visibility of the company at the Malaysian Fashion Week that in turn attract more than 50000 clients. In addition to this, the management might also address the major control as well as manufacturing issues associated to the major brand such as the Benetton in Italy, HM from Sweden, Nike, JC Penny and Walmart in the USA and many more. The management might also consider developing strong as well as enduring relationship with all the retailers as well as distributors and suppliers of the firm that can drive the overall growth and development potential of the company (McFillen et al. 2013). Furthermore, the management also need to take into consideration the transformation process. The transformation procedure need to prepare for the change processes for the smooth transformation and needed to support the evolution by the decrease in the number of staff, overall restructuring of management for streamlining the cost as well as efficiency, management of two way stretches of product between the old together with the new production system whilst dealing with competition from other dealers. A fitting transformation process can thereby help the organization WMC to achieve the organizational objectives (Rafferty et al. 2013). 4. Kotters Integrative Model of organizational dynamics As opined by Hayes (2014), Open Structure Theory predicts the changes regarding internal as well as external elements for Wong Manufacturing Company. In other words, Hayes adopts Kotters Integrative Model of organizational dynamics for bringing solutions to the problems. There are major six elements in Kotters Model and these are as follows: Figure 3: Sixth Elements for Kotters Integrative Model of organizational dynamics (Source: Hayes 2014) The first element is the External Environment based upon direct task in relation with environment as well as wider environmental attributes involving political system as well as economical system. The second element is the employees as well as other tangible assets. This involves building cash as well as other stock (Inventory) (Hayes 2014). The third element is the Formal organizational arrangements considering as a system for operating as well as job design activities (Taylor and Schaffer 2013) The forth element is the Social System based majorly upon organization culture as well as social structure (Taylor and Schaffer 2013) The fifth element is the Technology as the major products for any business organization. The sixth element is the Dominant Coalition considering goals as well as strategies who makes the final plans for any business organization. As rightly put forward by Hayes (2014), adaptability remains the vital important factors for determining the organizational ability in maintaining requires degree of alignment for specified time. In other words, the major purpose of conducing change management activities ensures making structural basics for checking over the adaptability criteria for any business organization (Taylor and Schaffer 2013). Some of the key organizational process involves information gathering, communication, matter energy transportation, formal organizational as well as communication and dominant coalition in the most appropriate way. In addition, it takes into consideration aspects such as social system culture, employees, tangible assets as well as external environmental factors for proper course of action (Taylor and Schaffer 2013). Selecting strategies for change explains the causes behind resistance to change. Organization like Wong Manufacturing Company experiences frequent employee resistance as introducing change factors (Taylor and Schaffer 2013). There occurs lot of fear as well as unwillingness in taking risks in case of delay in potential development for attaining future success for Wong Manufacturing Company. In that case, there are few suggestions regarding employee resist change such as parochial self-interest as well as lack of trust. It further leads to misunderstandings as well as low tolerance power for changing activities for business organization such as Wong Manufacturing Company (Taylor and Schaffer 2013). As opined by Hayes (2014), most of the time employees find it difficult in understanding as well as believing in the change management system. In other words, it causes resistance to change for differing assessments for future determination policies. In other words, it requires evaluating the circumstances especially from leaders as well as determination of cost in exceeding with potential positive outcomes for bringing change in Wong Manufacturing Company (Taylor and Schaffer 2013). Therefore, last suggestions reveals the inability in acquiring various skills as well as behavior in new setting for creation of resistance power for future analysis purpose. As rightly indicated by Hayes (2014), long term effectiveness of operations of the corporation WMC refers to the efficient operations of a corporation for a long duration of time that in turn can help in attainment of the objectives of the firm. Again, the efficient operations for a short period of time can help in attainment of organizational effectiveness for a short term. From the point of view of members of the staff of an organization, it is important to enhance the skills and competence through suitable training. This can help in the process of upgrading the skill sets of the members of the staff. This is required for handling the new systems and business processes in the organization (Hayes 2014). In itself, the integrative model of Kotter sheds light on the significance of alignment. This in turn can aid the management of WMC to discover diverse factors that can determine organizational effectiveness through short, medium as well as long term period. As such, the analysis of the case study replicates the fact that the corporation WMC has experienced steady rate of growth at relatively a slow pace. Therefore, it is necessary for the management of WMC to undertake corrective activities that includes acquirement of information, arriving at high quality decisions and discovering new consumers for maintenance of efficiency. The case study also mentions the fact that both Mira as well as Ryan have accurately recognized assumptions regarding the external environment and have formulated strategies to modify to the misalignment. Nevertheless, there is a large disconnect between the structural components, namely, the technology and prevailing coalition as well as external environment and the significant business processes (Hornstein 2015). For example, important disagreement among the board members and employees cannot align with the process of external decision making as well as visions for moving ahead. Correspondingly, a strategic move to alter the technologies for large scale production as well as manufacturing might possibly be at odds with the existent strategy of supplying to regional markets of the organization. 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