Synergetic Solutions is an organization that CEO Harold Redd has decided to move from assembling of top computer brands and reselling them into the more complex industry of network solutions and implementing complex computer solutions. (University of Phoenix, 2002) Through communication and planning the organization has made the transition by following change models of Kurt Lewin’s Three-Step model and Kotter’s Eight-Step Plan for Implementing Change. Internal and external forces of change for Synergetic Solutions
Synergetic Solutions is facing a change in the process at the organization. In moving from “assembling and reselling leading computer brands” (University of Phoenix, 2002) to “network solution business of designing and implementing complex computing networks” (University of Phoenix, 2002) Synergetic Solutions is facing external forces of technology and business structure (“Distinguish Between Internal And External Forces Of Change. “, n. d. ).
“When the organizations adopt a new technology, its work structures are affected and a new equilibrium has to be established.
We have seen that technology has impact on organization structure, organizational processes, and behavior of people. ” (“Distinguish Between Internal and External Forces of Change. ” n. d. ) Because the majority of the employees at Synergetic Solutions are only capable of basic trouble shooting and computer assembly (University of Phoenix, 2002) there will be a need for retraining or replacing staff with individuals with the appropriate skill set. Factors CEO Harold Redd needs to consider implementing a change strategy successfully
The Essay on Change and Organizations
Change in organizations is an ongoing process. Change can either be planned or an unexpected result of a decision or other event (Grossman & Valiga, 2009). The purpose of this paper is to identify and discuss a change that has been implemented within the organization. Identity of the Instituted Change The changes necessitated by healthcare reform and consequences of the economy are challenging ...
Harold Redd needs to look at how the changes he is making are going to affect his employees. If he implements the changes with the employees in mind by involving them, educating them, and compensating them the push back should lessen. Through the new variable pay plan that encourages employees to improve their skill set and the competency growth program Synergetic Solutions successfully implemented their initial change strategy of moving the company over to network solutions Redd also needs to consider the undeniable need for already trained employees.
The need to hire new employees who can hit the ground running is essential to keep the organization on track with its timetable and growth expectations to reach their revenue goals. . Two change models CEO Harold Redd might employ and communication necessary to implement Harold Redd and Synergetic Solutions could use either Kurt Lewin’s three-step model or Kotter’s eight-step Plan for implementing change. With Lewin’s three-step change “successful change in organizations should follow three steps: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent” (Robbins, 2011).
The unfreezing with Synergetic Solutions is when they offer employees variable payment plans, retraining, and the competency growth plan. Movement to a desired end state is when Synergetic Solutions is meeting its end goals of revenue, production, and absenteeism. Once the organization has reached this state they must focus on refreezing and keeping the organization at a profitable level otherwise the change will not last (Robbins, 2011).
Kotter’s Eight-Step Plan focus on the following eight steps to overcome “mistakes managers make when trying to initiate change” (Robbins, 2011) the eight steps are 1.
Establish a sense of urgency by creating a compelling reason for why change is needed. 2. Form a coalition with enough power to lead the change. 3. Create a new vision to direct the change and strategies for achieving the vision. 4. Communicate the vision throughout the organization. 5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. 6. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. 7.
The Essay on How Frequent Organisational Changes Affect Employees
Today’s business world is constantly evolving. To keep up with the rapidly shifting environment, companies introduce process changes frequently within their organization to improve performance, and outdo their competition. In this memo, the pros and cons of frequent organizational changes are first investigated. By going through the effectiveness of adopting specific activities and leadership ...
Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. 8. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. (Robbins, 2011) As Robbins indicated (Robbins, 2011) Kotter’s eight-step plan built on Lewin’s strategy. “to create a more detailed approach for implementing change. ” Kotter has taken Lewins concept and moved to include communication and employee involvement. Synergetic Solutions used steps very similar to this when moving into their new enterprise.
Kinds of resistance CEO Harold Redd might expect to see in Synergetic Solutions? Identify and explain at least five kinds of resistance. What strategies might you employ to manage each of these areas of resistance? CEO Harold Redd might expect to see resistance to change in the form of Habit—To cope with life’s complexities, we rely on habits or programmed responses. But when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance.
Security—People with a high need for security are likely to resist change because it threatens their feelings of safety. Economic factors—Changes in job tasks or established work routines can arouse economic fears if people are concerned that they won’t be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity. Fear of the unknown—Change substitutes ambiguity and uncertainty for the unknown. (Robbins, 2011) Threat to expertise—Changes in organizational patterns may threaten the expertise of specialized groups.
Threat to established power relationships—Any redistribution of decision-making authority can threaten long-established power relationships within the organization. (Robbins, 2011) When looking at Synergetic Solutions and the resistance the organization may encounter the need to listen to the employees about their concerns and anxieties about the change. Daily habits and security could be compromised and changed; this is uncomfortable for many individuals. If the lines of communication are left open and the process of the upcoming change are communicated employees may be less resistant.
The Essay on Internal and External Force of Change for Synergetic Solutions
Synergetic Solutions lets us know that change is something that will happen no matter what we do. Executing change is not as simple as acknowledging the need for change. Synergetic Solutions understands the internal and external factors that have required a change to take place, and desire to improve operations but executing the change can be difficult when met with conflict. Both employees and ...
Fear of the unknown, economic factors, and security all factor into one’s fear of being adequate and of being able to survive in a new environment. Synergetic Solutions needs to retrain, offer incentives to focus on competencies, increase productivity and improve on new skills. By doing this the employees should regain confidence in themselves and their positions within the organization. This will also alleviate financial resistance. Organizational resistance should be of huge concern to Synergetic Solutions.
The organization is going to need to change the structure of power relationships as well as expertise. Synergetic Solutions succeeded in this endeavor through “Innovate in processes and procedures—Nominate performers as key process owners, install documentation procedures, set up process improvement forums, and offer rewards for innovations in processes” (University of Phoenix, 2002) Conclusion Synergetic Solutions has leaders who have varying ideas of how the organization should move forward with implementing the change into network solutions and complex computer solutions.
CTO (Chief Technology Officer), Agusta Williams is a conservative mild mannered individual who is an astute leader (University of Phoenix, 2002), Philip Armstrong, CMO (Chief Marketing Officer) is a straight shooter who is known for closing the big deals (University of Phoenix, 2002), and William Sprague, CFO (Chief Financial Officer) who tends to be extremely uncommunicative yet was the individual who helped secure the funds for Synergetic Solutions new venture.
As the new COO I implemented strategies that would promote employee involvement therefore elevating and decreasing resistance. By putting more responsibility in the hands of the employees they had more ownership in the project and therefore were more productive and less resistant. With the advice of the other Officers decisions were not made blindly. As a united team we made decisions that benefited Synergetic Solutions.
