Role of Communication & Employee Involvement in the Process of an Organizational Change

Change happens in a business environment for a variety of reasons. Those reasons depend on both internal and external factors.

In the course of this change, senior managers wish the whole organization can fit with the changed situation and the operation of the new reorganized structure can be more smooth and efficient. But also through this change, the middle managers, especially branch managers and

While it was foreseen that the company would initially take financial setbacks because of the reorganization, it was not believed that the financial risks would be drastic. However, the impending report that Mr. Elesser has to present to the board will detail a net income that will be nearly 26 million dollars in the red for 2004 (see exhibit 2)3. The blunt force restructuring met resistance on numerous fronts. First of all, the various components of the company did not operate under the same uniformed leadership objectives. Each division was set up to look out for their own interests and markets. When the restructuring plan that focused on a more centralized management process, many of the things that worked for one division did not necessarily work for other divisions of the company. This left some divisions at a severe disadvantage. Another obstacle that worked against the restructuring was the employee unions in which the company had to deal. The unions were not on board with the various downsizing and restructuring methods. In addition, the company had to deal with a couple of different unions which posed a problem with negotiating tactics. Benefit costs were also a significant investment that did not hold up well under the auspice of restructuring.

This plan was put together in a brainstorming event attended by the top minds at the very core of the company. In attendance and charged with coordinating and carrying out this plan was our firm, Innovative Consulting. At the conclusion of this meeting of the minds, a bold and aggressive plan was devised… Techknology Shack. The particulars were taken directly from my notes from that session…

Here at Moore Beer, Inc., we are faced with some unsettling decisions that has impact our organizational dynamic structure. Due to some recent changes within our organization process and organization directions, the opportunity to exploring the technology world has trumped our business needs to more ways than one, which leads to our more recent decision to benefit our organization needs. At Moore Beer, Inc., we have determined our sources for the technology industry is yet to overcome a few propositions to extend our business via internet. In addition, to the technology world, we at Moore Beer, Inc. have determined a restructuring layout that will affect several of our members. Now, as we moved forward into our future endeavors, we will now have to reduce our workforce.

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

Restructuring the organization will be considered to be a major reconfiguration of the internal administrative structure that is associated with an intentional management change program. The goal of the restructuring will include results such as productivity improvements, cost reductions, increased shareholder value, and/or a better alignment of the organization with a changing environment. It’s important to recognize that although management views restructuring as a source of order during a turbulent time, their subordinates view restructuring as a source of disorder because it

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.

It is essencial for an organization to modernize and change in to the way it does business when business needs change and when the political and social aspects change. Transformation in an organization covers a vast variety of needs and activity, this is generally aimed at improving performana ce and productivity for an organization to survie. This can be achieved in many ways, from growth , innovation, skills development, as well as through downsizing, layoffs and replacement as well as shift in asssets resources or market shares.

The purpose of this report was to examine organization restructuring. Research for the report included literature based on organizational restructuring and the various processes involved in restructuring. The major findings indicate that the two methods commonly used for organizational restructuring to be downsizing and reengineering of business processes(Cummings & Worley, 2008). Downsizing assist the company to reduce its workforce, and this saves cost in terms of payroll reduction. Reengineering allows a company to change and adapt to the way it

Even with improved operations through cutting offices and unprofitable companies as well as improved financial management, CRC subsidiaries remained separated with little centralized reporting or integration into the corporate strategy. Many of the companies were opportunity driven rather than strategic and the quality of performance assessment, reporting, and management varied significantly across the subsidiaries, making it challenging for managers to see and address each company’s opportunities. Managers were more concerned with hitting yearly benchmarks than long term strategy.

The chapter:  Discusses a number of frameworks for categorising change.  Explains why, in order to be effective, it is necessary to understand the differences between various types of change.