Case Study Of Emtel

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

At the beginning, I want to let them be aware of this initiative as soon as possible, so my first 3 choices are to issue e-mail notice, walk the talk and hold town hall meetings，and I thought that would be a good way to start. But result is not good at all, no one seems to be affected, at that moment I noticed how difficult it is to bring a change into the company, no one wants to move from

A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow in preparing for the future, and molds organizational identity. A clearly articulated strategic vision communicates management’s aspirations to stakeholders and helps steer the energies of company personnel in a common direction. For instance, Henry Ford’s vision of a car in every garage had power because it captured the imagination of others, aided internal efforts to mobilize the Ford Motor Company’s resources, and served as a reference point for gauging the merits of the company’s strategic actions.

(1) The management team must adopt a strategic management plan. First of all, they have to develop a clear vision and a mission statement to inspire and motivate all the frameworks for the company’s future strategic planning. According to “Mission Statements and Vision Statement” (2011), “by crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future” (p.1). The management team should create a mission statement that describes the company’s purpose and primary objective. For the vision statement, it should include the company’s value and purpose of the company. With a clear vision and mission statement, management and employees would be able to follow the right direction as a team. They also need to define “who their customers are, what products and services it supplies, and how these products and services are provided” (BUSN 460 Week 1 video, slide 3).

Set and analyze the policies and procedures to structure a management framework, which support efficient production. In order to create an effective organization, I arrange all personnel into functional groups, such as Finance, Purchasing, Marketing, Sales and Human Resources. Align each group’s performance goals with the company’s strategic objectives.

After having vision and strategy, clearly communicating the vision throughout my brigade is the next important step. At every chance I have, I will consistently and repeatedly emphasize the necessity of change, how my vision looks like, the way to achieve this vision, and how the change benefits members of my brigade. I will compare this vision to another picture of the brigade if change is not carried on by them, so the members understand, and with me strengthen and build our organization.

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

You also must form a powerful coalition and create a vision for change. This begins with strong leadership and effective communication skills in order to communicate your vision. Another step in the process is to remove obstacle or barriers that may block or prevent change from happening. You must also motivate the team along the way by creating short term goals, building on change and anchoring the changes in corporate culture. Kotter put an emphasis on step one which is creating urgency for change. You must be convincing and open when presenting this change to your team to gain their support. It is important to give scenarios, show the benefits of making this change and the drawbacks of not making the change.

* In forth step, I communicate change vision and plan of attain it with team members by assistance of guiding association.

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

1: Increase urgency – motivate and inspire people to move, make objectives real and appealing for them. This is most important factor because without creating an urgency, you cannot motivate your employees and the desired goal cannot be met.

Kotter’s step 2 of building a powerful coalition is often combined with step 3 of getting the vision right as organisations bring senior and middle managers as well as employees together with a shared vision for the organisation. Participation and involvement from all levels of the organisations in building a successful coalition not only acts as a motivation for employees to support the change effort by reducing resistance but also facilitate a creation of a good vision that will help to clarify the direction in which the organisation needs to move and the strategies in achieving these desired vision (Armenakis & Harris, 2009). Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organisation in the wrong direction or nowhere at all (Kotter, 2007).

An effectively communicated vision is a valuable management tool for enlisting the commitment of company personnel to actions that get the company moving in the intended direction.

Vision is defined as the image that the organization aspire to became in the future. In order to develop a vision, it is important to ask how will the corporation look like “x” years from now if they accomplish their objectives? Thus, this vision will essentially set directions for the organization. There are some useful principles that makes a great vision such as, it should