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Communicating and managing organizational change

. Organizational change in literal terms can be considered as organization-wide change as opposed to the small-scale changes that are always taking place within the running of any business. Some of these small scale changes include the hiring of a new employee and modifying business programs. On the other hand some examples of organization-wide changes include modifying the organizational mission and the restructure of organizational operations like the employment of self-managed work groups and layoffs.

Other changes that can be referred to as being organization-wide alterations include the introduction of new technologies and entering into business mergers (Handy, 1985). The organizational changes in question involved the restructuring of the companies marketing operations; where the products which were initially marketed through company outlets would also be marketed through utilizing the services of sales representatives. I learned about the changes employed within the marketing department of the company through company advertisement posters among other advertising media.

The communication media used in this case was effective, as it was capable of reaching a large number of the prospective customers and employees as the posters had been placed in public places like trade centers. The best communication method that would have been used in communicating the

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changes to the employees would be the use of internal memos and other inter-organizational media like company mail; as these modes would ensure the information reaches the employees before moving out of the organizational boundaries (Handy, 1985). Q. 2.

As a move towards giving advice to the new manger being employed into the business which had gone through enormous organizational changes, I would advise that he should be ready to face resistance from the old employee population as they would like to resist the changes in preference of the running methods they had been accustomed to. As a result, the new manger should be careful not to impose the changes on the older employees but ensure that he attains the involvement of the employees in effecting the changes he would like to implement.

I would also advise that he diagnoses the current condition of the organization which includes the problems and the changes to be effected in helping solve the current constraints, as this would help him understand the challenges to expect when managing the changing business. The other advice is that he should have a desired direction towards which he should steer the organization to move towards; as this will help him identify the different areas of opportunity or challenges so as to make use of both.

The last advice would be that he should have the skills and the expertise required to be used when adopting the already implemented changes, and the changes that may be needed in ensuring that the business runs as expected (Handy, 1985). Q. 3. The images of managing change adopted by the leadership of Publix grocery store include Controlling; under which the leadership has adopted a top-down view of management, and the Fayol’s theory of management which covers the areas of commanding, organizing, planning, controlling and coordinating.

The top-down view of management may affect the level of resistance from the employees, as they will have the idea that the change process is being imposed on them. The use of Fayol’s theory of management will further make the situation worse, as the whole implementation process seeks to treat workers like objects who can be planned and operated at choice, thus increasing their level of resistance. The other image of change implemented is intended change, under which change is viewed as a product of planned action.

However the planning of the actions to be taken will increase the level of resistance to change from the employees, as these changes have not provided any space for the employees to participate during the implementation of the change process; thus will have the feeling of not being part of the change process (Handy, 1985). Q. 4. e-mail – change of a manger or an executive officer Town hall-style meeting- The implementation of new marketing communication and strategies, as it may require the passing across of important body moves or physical demonstration

Telephone call- Change of office locations for different employees Memo- the change of working schedule for employees The rationale behind some communication media being better for conveying certain types of messages is that some changes may need to be communicated together with accompanying gestures, body language, signs and symbols (Handy, 1985). References Handy, C. (1985). Understanding Organizations. Hammondsport: Penguin Publishers.

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