Bluestar Energy Industry Analysis

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

This article explained how electricity was generated in the early 1900s. Burning coal in the city centers produced electricity and also helped to heat buildings. Only people near from the city were able to use electricity because there was not way to transmit the electricity to rural areas. After a long time coal plants started to grew and people were facing difficulties because the coal plants occupied space and they also produced pollution to the city. People decided to move coal plants to the outside of the city in that way people would not be affected, they started to use transmission wires to carry electricity. Even though they did not have the same efficacy to obtain electricity they were finding a way to improve it. At the beginning of 1970 technology began to improve, so many mass-produce engines were produce and they can be located in the middle of the population, also decentralized plants were used to recycle the wasted heat. After all these benefits of the new technology, industry decided to make some changes. Electric monopolies started to charge people for the use of electricity. Later on, congress tried to open competition in 1978 and some independent power companies started to develop one site generation. This article was focused in a research on how to build new power generation providing technology, capital costs and fuel prices. After all of this significant and dramatic changes in electricity, United States was facing problems because the power industry

Suncor Energy is a company I would like to work for because they have a solid foundation for both business and employee success. Also, the company has an achievement- oriented culture, enormous opportunities for career growth, a very competitive compensation package, an industry leading experience and a great reputation for social and environmental responsibility.

With any change there are many factors involved within the process itself however communication has to be the key factor involved in the change process. Without this you cannot expect line managers or employees to support the change. With communication you need to ensure employees feel positive. It is also good practice the company adapts its style of communication depending on their audience and where they are in the change. Where one style might suit senior management, this might not be appropriate for administrators or cleaners. Communication can have a huge impact on the end result, it can also help to ensure targets are met, everything is kept in control and no employee disregards the change. Lack of communication could lead to frustration and lack of trust with employees.

In 2012, Ambit was listed as having revenues of $930 million. The company is based in Dallas Texas and has continued to establish itself as one of the leading retail energy providers in the country. Ambit is doing its activities in the countries deregulated markets (Wood, 2013). Through deregulation the company got its start and looked to make a name for itself. Many companies shied away

It was important for me to understand why we had to change by process mapping the current process by collecting and analysing the service along with making sure staff views in order to figure where improvements were to be made. Raghavan (2015) suggests doing a root cause analysis (RCA) on the effects of the merger and workforce consultation .This helped to show fundamental system failures and gaps,

Great post about Wellcome Israel! I agree that effective communication is imperative to an organization’s success. Ofra Sherman and her team were unaware of the merger, as well as the vision for the company. She felt alone, betrayed, confused, and left in the dark. She experienced what Olsen and Stensaker (2014) referred to as strategic and structural uncertainty. Strategic uncertainty involves uncertainty regarding issues related to reasons for the change, the future success of the organization, and characteristics of the organization’s competitive environment. Structural uncertainty relates to organizational operations and reporting structures, as well as, functions of different work units. Conversely, management could have helped lessen

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

Employees need to know that they can rely on management for any issues they come across during the transition of a company. Once employees and company move past the transition and the employees do not see any negativities impact within the company, employees can become more opened-minded changing within a workplace. Their fear of uncertainty will be a lot lower because they have gone through a company transition and with having a good management support system will allow employees to adapt to the change

Post-merger integration work is difficult, political, and often driven by teams that still have day jobs. Budgets are undefined, executive leadership is not clear beyond the C-level, no plans exist, and no one has done it before. Companies are willing to spend money on due diligence ahead of signing the papers, but do not always follow through to ensure that targets are met. In many cases, integration team members are plucked from the “operate and maintain” staff, and either cannot see or do not share the strategic vision of the “design and build” dealmakers. Companies that thrive from mergers do eight things (at least) correctly: Have a Plan, Communicate, and Measure Results, Dedicate the Team, Automate, Plan for Turnover, Focus on Business

In addition, Lewin recognized that change is almost always met with resistance. More importantly, he identified the behaviors and environments that stimulate resistance. Thus, careful consideration of behavioral and environmental impacts must occur in the Unfreezing stage of Lewin’s Unfreezing-Changing-Refreezing Model prior to implementing the change. This will prepare the leaders of the organization to meet the resistance with the correct leadership and management style.

When there is a significant change being made such as a merger of several organizations there tends to be quite a bit of resistance to the new changes. Even though some decisions are hurtful to some, it is a collaborative decision made by everyone involved. The change initiative stage will define how the stages of change are implemented for the merger and the evaluation of the plan for the merger. When these are made and agreed upon, then for growth and success to occur the newly joined organization will need to provide ideas on sustainability.

According to the case study written by Jurek, Bras, Guldberg, D’Arcy, Oh, and Biller, energy costs were steadily rising and were predicted to continue this trend going into the future. At the same time, utility companies were beginning to implement Smart Grid technologies to increase the efficiency of energy distribution. One resulting program to emerge from

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

According to the case study both companies are in the merger process. During the process there are significant changers applied to the both companies. In this report pre and post-merger processes ware analyzed mainly using following change management theories and models,