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Change Process Dynamics.
The dynamics of change is a critical part of the entire change process in any organization. Annick Bourguignon (2003) argues that any system or implementation plan especially changes in the business environment have numerous dynamics (i.e.) the factors whose behaviour affect the overall change process itself, and the efficient identification and management of such dynamics re essential for the successful implementation of the change itself. Further more, he argues that in a change environment, the dynamics not only attribute to the change but also to the overall business process that is anticipated to be accomplished through implementing the change and hence a dynamics based approach to the management of the change process is essential for its success.
In this essay, the evolutionary and life cycle changes introduced in the company under consideration; Martec Engineering Ltd is analysed in the light of their dynamics. This analysis will throw light on the actual change process and the dynamics of change (i.e.) the various factors that actually contribute to the change process are analysed.
Under this change the dynamics involving the restructuring of the top level management and the overall restructuring of the organization are discussed. The fact that the existing management team is reshuffled or reorganised to meet the new targets of increased ales, quality of service and higher revenue to reach a target of £1 million profit by the 2008, makes it clear that the organization is into the process of developing and refining the existing business methods and process in order to increase their productivity and sales. This makes it clear that the management structure is actually evolving from the existing structure rather than a revolutionary approach where the entire system is created from scratch. Furthermore, the short term and mid-term objectives described in the business plan justify that the changes to the management structure is an evolutionary process.
The dynamics of an evolutionary process as described by J. Ramon Gil-Garcia and Ignacio J. Martinez-Moyano (2005) are described below
This is the category where the restructuring of the senior management is analysed. The changes in the existing structure of the senior management with focus upon increasing sales, improving hygiene and achieving high level of customer service makes it clear that the senior management structure should not only embrace the middle management but also create room for continuous interaction. In the light of the above argument, the major element that contributes to the dynamics of the evolution process itself is the definition of the role of each individual in the senior management team. Derek Torrington and Laura Hall (2000) justify that during the process of implementing changes through evolution where the role of the personnel is not immediately uprooted but transcends to another role, it is essential for clear definition of the role of every personnel once the change process is implemented mainly because of the fact that such definition of the role will not only increase the clarity of the management team but also increase the understanding among the members of the top level management and their duties to achieve the overall company goal. From the business plan, it is clear that the current structure of the management team is not only being reorganized but mainly allocated with a rational approach in order to meet the company's primary requirement of operational efficiency in the work shop as well as competitive advantage in the target market through increase in sales. The functional approach to the business and a synergistic perspective described in the business plan of the company further justify that the structural implications and especially the dynamics of the senior management in the reorganization directly effects the overall evolution process itself.
Integration in the light of a evolutionary process of change is described by Derek Torrington and Laura Hall (2000) as the process of efficiently linking the senior management or the management structure with the middle management and the operational staff in order to effectively implement the proposed changes in the organization. Furthermore, they say that even though the day-to-day activities or the job of the operational staff might not change drastically the process in which carried out and the issues associated contribute to the overall implementation of the evolutionary process itself. In other words the integration dynamics contribute to the actual deployment of the management reorganization through the restructuring of the middle management and the operational staff. In the case of Martec Engineering the proposal of a single workshop culture attributes to the integration dynamics and the efficient achievement of the integration dynamics or the control of the integration dynamics is the primacy requirement for the efficient accomplishment of the overall management restructuring process in order to reflect the objectives (short-term and long-term) of the organization. Alongside, the integration dynamics not only contributes to the harmonic operation of the operation staff but also the objective of Martec Engineering's functional approach to the business which primarily concentrates upon the efficient development and management of bespoke systems along with the streamline process in order to identify new markets as well as increase the sales in the existing markets. The objective of the organization to reduce the high dependency of the products over a smaller target market justifies that the integration dynamics of the evolutionary process need to be managed efficiently in order to increase the productivity as well as the sales of the products accomplish the long-term goals.
Human Resource Performance:
Human resource of an organization is described as its backbone. From the overview of the company under debate, Martec engineering it is clear that the workforce of the company is highly skilled but it is de-motivated and highly segmented without the signs of team work which is essential for the efficient implementation of the changes in the management structure since the changes in the top level management in the form of roles and their description actually take shape only at the operational where the management's objectives are put into action. Hence the performance of the Human Resource is considered as a dynamic factor whilst implementing change because of the fact that only the efficient performance of the human resource or the workforce, which actually executes the plan of the management, a change, can be successfully accomplished. In the case of Martec engineering, the advantage is that the workforce is highly skilled and has the capability to perform efficiently to accomplish a given piece of work or job in engineering terminology.
With this advantage of efficiency in work by the staff, the ability to achieve teamwork and high level of integration in within the staff members of the workshop is easy to accomplish by nurturing the performance of the workforce. Furthermore, the cost factors associated with the training of the staff with new methods of manufacturing and increasing productivity can be controlled and efficiently deployed through increasing the involvement of the staff in the change process and motivating them to teamwork so as to increase productivity. Also, it is clear that the co-operation of the workforce is essential for the harmonic functioning of the management itself since the process of implementing changes in an organization's management structure comes with changes in the operational process, which apparently requires training of the staff. The training of the staff in this case will be effective and prove successful only when the management accomplish the process of motivating the staff and increase the team working culture among the personnel. This proves that the human resource and its performance is an essential dynamic factor whilst implementing evolutionary change process in the management structure.
The recruitment process is a critical element for implementing the change process. Annick Bourguignon (2003) argues that the recruitment of personnel to accomplish the changes is necessary in order to achieve the objectives of the organization. In the case of Martec Engineering where the organization has proposed to recruit operational staff for its expansion into new markets and product range, the recruitment was hindered because of the non-availability of the skilled personnel. Since the company also intends to implement training process for its existing personnel even though for a different perspective of the production process, a similar training programme can be organized for the existing personnel in order to accomplish the company's new ventures in the production process. This option can be considered by the organization since, the costs associated with the recruitment through a national agency can be diverted to the training of the existing personnel which will not only provide development to the staff but also motivate the staff to work efficiently and contribute to the organic growth of the company. Since it is clear from the survey that the majority of the operational staff have a positive opinion abut the organization and are intending to pursue a long-term career in the organization, additional training of the staff will naturally increase their involvement in the job through motivation and also contribute to their development.
2: Life Cycle
Unlike the evolution in the change process, which focuses mainly upon the management of the organization and its development, the life cycle changes are purely operational and focus upon the operational staff and their contribution to the production. The management intervention in the production process is minimal even though the initial restructuring and the streamlining of the production process to achieve higher returns from the investment are conducted by the management. The life cycle process is considered as a dynamic process mainly because of the fact that not only does the changes in the life cycle process will reflect upon the operational efficiency and motivation of the staff but mainly attribute to the management efficiency and the success of the changes introduces in the restructuring process. This is justified by the argument of Annick Bourguignon (2003) that the success of managerial efficient is measured through the success of the operational element of the business and their effectiveness in the process of delivering the final products in this case the production of the products.
Single Work Shop:
The single workshop approach of the company is considered as a dynamic element to the life cycle because of the fact that the management of the work shop by the production manager and the supervisors under one roof is not only an initiative to achieve equal treatment and transparent operation of the production process but also increase the team working skills of the staff thus motivating the overall operational staff. Also, the management of the operational staff under one roof increases the transparency of the management of the operational staff which will increase the faith of the personnel in the approach of the management s well as provide room for further development of the staff. Apart from the aforementioned positive features of the Single workshop approach, a major factor that contributes to the dynamics is the costs savings that can be accomplished through the single work shop approach whereby the production manager has the ability to address all the staff under one roof and eliminates the costs associated with separate buildings for every workshop along with the provision of facilities.
Alongside, the results from the survey that the workshop personnel did not understand the activities of other departments which creates an invisible veil that hinders the dynamic operation of the entire production process (i.e.) the operational efficiency of the staff. The single workshop approach that eliminates this issue also has o address the issue of providing ample facilities to the workforce under one roof since the staff opinion on hygiene is very low. By addressing the hygiene factors and creating a workshop to cater the facilities requirements of the staff the single workshop approach can be effectively accomplished as a dynamic element of the life cycle.
Cross Training of Staff:
The singe workshop approach would apparently increase the interaction of the staff in the workshop creating room for cross training. This can be efficiently utilised by the organization. The change process of the production life cycle to include the production of new products can be accomplished by cross training of the existing staff, which can be easily accomplished through the single work shop approach.
Alongside, the cross training of the staff during the course of the change will create room for accommodating any new changes that might contribute to the operational efficiency of the system.
Another factor that attributes to the dynamic nature of the cross training is the motivation and the development of the staff. The changes in the life cycle ca be efficiently implemented when the existing staff interests in learning new techniques is nurtured as well as effectively utilised in the production process itself. This inherent dynamic nature of the cross training of staff can be effectively deployed during the change process in Martec in order to achieve higher level of productivity and above all a highly motivated workforce.
Bespoke Products and services:
Since the organization intends to generate more revenue through bespoke products/services, it is necessary to treat this as a dynamic element in the life cycle because of two reasons. The first reason is that the bespoke products that are produced in the company's workshop requires highly skilled and motivated personnel and the second reason is the need for reducing wastage during production process that contributes to cost savings. From the above mentioned reasons it is clear that the company can effectively introduce the changes in the life cycle and increase the revenue through the bespoke products and service by integrating the production process and efficiently training the existing staff in case of scarcity of skilled personnel.
The fact that the operational staffs were not happy about the hygiene and other facilities that are required for performing the day-to-day business process makes it a critical dynamic factor in the dynamics of the life cycle changes in the company. It is hence important to accomplish the hygiene, health and safety objectives of the organization in order to effectively motivate the personnel for effective performance in the workshop.
From the above arguments it is clear that the balance for of the dynamics of the life cycle changes has shifted from the management efficiency to the operational efficiency focusing upon the operational staff. This makes it clear that the company can increase its productivity by nurturing the efficiency of the operational staff through continuous performance reviews, support and motivating the staff which will increase the productivity as well as increase the profit to achieve the target of £1 million profit by the year 2008.
The use of Key Performance Indicators and the measuring the success will be effective only when the changes are accomplished in the light of its dynamics as discussed above.
The analysis in this essay has proved that the change process is dynamic in nature and in order to effectively accomplish the changes it is necessary to identify the dynamics associated with the change process so as to effectively accomplish the changes in the organization.