HR management help on:Change management
Introduction
This assignment focuses on the change management in the overall development process within the manufacturing processes. In case of the manufacturing process, the developments within the projects have been referred to as a costly & time consuming process. This leads to high levels of problems while implementing the same. It has been seen that, 50% – 70% business process re-engineering projects fail or are unable to provide the desired results. Hence, it shall be studied the change management tools which will help in order to overcome the difficulty of the manufacturing process.
In order to meet the various challenges in improving the manufacturing process has been discussed in this report. It must be taken into consideration that,
The importance of measuring the success of the manufacturing process after applying the change management tools has been discussed in this write up.
It has Issues identification
Approach to change management:
This part of the write up takes into consideration, an approach to change management which would help to improve the manufacturing process at Mahindra & Mahindra.
The following steps shall be taken into consideration while managing the change management framework at Mahindra & Mahindra. They have been discussed as under:
Þ Perceived need for change
Þ Analysis of the present model for change
Þ Proper visualization of the problems, opportunities & the overall objective to change the manufacturing process
Þ Experimentation with the design
Þ Implementation of change
Þ New mode of operation
Theories of change management:
Change has been referred to as a common thread all across the business houses irrespective of the size, type of industry it deals with, age, etc. In an ever changing environment, organizations shall try to adopt new techniques which would help them to be in the competition in the future years to come. Organizations shall handle change management in order to thrive for success.
The concept of change management is quite familiar to one and all kinds of business today. But, business changes itself depending upon its industry type, people involved & nature of the business. The crucial role played within the change management process is by the people involved within the same.
One of the most affective models of change management which could be used within Mahindra & Mahindra in order to change its manufacturing process would refer to the Kurt Lewin model. In this model, there are three things to be kept in mind by the organization i.e. Unfreeze, Change & Refreeze. This process takes into consideration three steps which will help in the achievement of the entire change management process.
The change management model given by Kurt Lewin has been described with the help of the shape of an ice cube. An in – depth understanding of the Lewin model will help Mahindra & Mahindra to operate various change management processes which will result in better manufacturing process.
Lewin starts by saying, if you have a large ice cube & you want to have a cone of ice what will you do? You will first melt the ice cube i.e. unfreeze it & mould the unfreeze iced water to change its shape. This will finally help in providing it with a new shape (refreeze).
At Mahindra & Mahindra, while adopting this change management model, the organization shall keep in mind the real cause for change. This means that, fair understanding of change shall be provided by the enterprise. As per Lewin, “Motivation for change shall be produced before changes occur within an enterprise”.
Þ Unfreeze: Unfreeze refers to the first change within the change management process. This involves the visualization as to why the enterprise is aiming for a change & whether the enterprise is ready for a change or not. This provides the organization with new ways to operate & make their manufacturing process better than its competitors. The main aim of this step for Mahindra & Mahindra would be to see the ways with which existing things can be continued.
In order to practice change in the best possible manner within Mahindra & Mahindra, one has to challenge the value, mission, attitude & beliefs of what is happening within the enterprise. It must be examined that, changes shall be practiced which would help to support the existing way of working.
While re-examining the core of the enterprise an effective controlled crisis shall be taken into consideration which would help to build high levels of motivation within the same. It must be noticed that without high levels of motivation an effective or meaningful change will not be able to be established.
Þ Change: The second step within the Lewin change management model refers to “Change”. After the unfreeze stage, the change stage arises where in the people would be demanded to search for new ways in which things can be carried forward further. In this particular stage, the people working within Mahindra & Mahindra will be able to support the newer directions.
It must be kept in mind by the top officials at Mahindra & Mahindra is that, it is not possible to transit from unfreeze to change situation. Such type of changes does not happen overnight. All the people within the functioning of the organization would be required participate within the same. This will help in performing proactively after the change management process has been undertaken.
After the change management process, fair acceptance for the same shall be undertaken by the people working at Mahindra & Mahindra. Though, not everybody will fall in place but the changes undertaken will benefit the enterprise in the best possible manner. Fair time & communication is required in order to achieve high levels of success when changes occur within an organization. People involved in the change management process will require time to understand & get habitual with the change whereas they also need time to get connected with the enterprise all over again.
Þ Refreeze: The last step in the change management process given by Lewin refers to “Refreeze”. This means that, when the changes are taking shape within Mahindra & Mahindra the enterprise will be ready to refreeze. This stage will help the people to internalize as well as institutionalize the changes. Within the enterprise Mahindra & Mahindra, the employees would be required to have a sense of sensibility, confidence to work according to the new ways.
It has been seen that, change is an ever changing process which will be a part of the organizations success. Therefore, refreezing stage has been referred to as one of the most important stages within the entire change management model. Without this change management model, it would be quite difficult for the enterprise to initiate change in the effective or efficient manner.
Lastly, as a part of the refreeze process within Mahindra & Mahindra celebration of the success shall be done. This will help the people attached along the enterprise to find closure, have a painful time as well as help the changes to act in a successful manner in the future.
Bolman & Deal’s 4 frame Model:
The Bolman & Deal’s 4 frame Model for change management would help Mahindra & Mahindra to learn as well as implement the four major frames in the organizational structure (Pryor, Taneja, Anderson & Singleton, 2008). The four major structures which would be covered under this framework would help the enterprise in order to implement one of the methodological approaches which would help them in order to adopt leadership & development approaches.
The four major frames covered under the Bolman & Deal’s 4 frame Model are as follows:
Þ Structural Frame
Þ The Human Resource Frame
Þ The Political Frame
Þ The Symbolic Frame
The Structural Frame:
The first framework under the Bolman & Deal’s 4 frame model refers to the structural frame. This framework highlights the various structural aspects of at Mahindra & Mahindra. The structural framework would help in order to achieve all the possible goals & objectives of the organization (Pryor, Taneja, Anderson & Singleton, 2008). With the help of the structural framework, division of labor, coordination amongst the employees, enhanced efficiency & effectiveness would help the departmental store to achieve all its targets. The major criteria to be considered into the structural framework would be to achieve the goals & the overall objectives of the organization.
The Human Resource Frame
The second framework covered under the Bolman & Deal’s 4 frame model refers to the human resource frame. Under the human resource frame, the following aspect would be kept in mind such as behavior, energy, attitude, skills, etc. This resource frame would help the organization order to take away all the credit which would help in order to increase the attitudes, experiences, awards, etc. This would help in order to encourage the talent of the people as well as energize their behavior as well as attitudes. The human resource framework would help in order to assume the following things such as serve the organization serve the needs of the permanent or potential customers as well as gather the various opportunities (Pryor, Taneja, Anderson & Singleton, 2008).
The Political Frame
The third type of framework under the Bolman & Deal’s 4 frame model would be the political frame. It would help in order to accept as well as adopt power & conflict in the organization. This framework would help the departmental store in order to take into consideration the following aspects such as beliefs, information (Woodruff, 2011), values, interests & perceptions of reality. The most crucial decision would be involved in order to allocate resources, conflict amongst the central role of the enterprise, negotiate as well as searching for the position amongst the various stakeholders (Pryor, Taneja, Anderson & Singleton, 2008).
Based upon the framework of Bolan & Deal, the political frame would focus majorly upon the strategy as well as the various tactics which should be taken into consideration. Another aspect which has been taken into consideration refers to the role of power.
The Symbolic Frame
The last type of framework which is under the Bolman & Deal’s 4 frame model refers to the symbolic frame. The symbolic frame would take into consideration the various symbols which would help in order to act more powerful. This framework would help in order to resolve all the conflicts as well as practice problem solving, face uncertainty, and provide direction (Woodruff, 2011).
Kotter’s 8 Step Model:
The third change management model which must be used Mahindra & Mahindra would be Kotter’s 8 Step model. This model consists of 8 steps which would help the organization to learn from their faults as well as continue to succeed at the time of success. The eight steps have been briefly described as under. They are as follows:
Step One: Create Urgency
The first step under the Kotter’s 7Step Model refers to create urgency. This step would help the departmental store in order to create a situation & them immediately does what it wants to be done. The urgency should be developed which would help in order to change the entire process.
At Mahindra & Mahindra the following should be kept in mind while implementing the same. They are as follows:
Þ Look into the threats which might come in the process of success for the organization. This would help in order to develop a scenario which might help the store in the years to come.
Þ Examine the opportunities which might come in the near future.
Þ To have positive discussions, with dynamic as well as convincing reasons.
Þ To demand support from the customers, shareholders, stakeholders as well as the people belonging to the industry this would help the store in order to strengthen their position.
Step Two: Form a Powerful Coalition
The second step under the Kotter’s 8 step model of change management would be to form a powerful coalition. This would help them in order convince people working in the organization to practice strong leadership skills (Jthumma, 2010). This would help in order to have an effective change leadership in the entire enterprise. Change management would influence the people in the organization to enhance the productivity, effectiveness as well as the efficiency of the same.
With the help of coalition in the organization, a spirit of team work could be established. This would help in order to identify the true leaders of the organization, have emotional commitment amongst all the employees working in the store, and have a healthy environment which would display change coalition.
Step Three: Create a Vision for Change
The third step in the Kotter’s 8 step model would refer to create a vision which would help the organization in order to change. The possible reasons as to why the organization is demanding change (Jthumma, 2010). When an organization thinks about change, there are various reasons or an idea which is there in the minds of the governing authority of the enterprise. A clear vision should be created which would help the people in the organization to accept the change as soon as possible.
At Mahindra & Mahindra the following shall be taken into consideration:
Þ Determine the values that are central to the change.
Þ Develop a short summary (one or two sentences) that captures what you “see” as the future of your organization.
Þ Create a strategy to execute that vision.
Þ Ensure that your change coalition can describe the vision in five minutes or less.
Þ Practice your “vision speech” often.
Step Four: Communicate the Vision
The fourth step in the Kotter’s 8 Step model would be to communicate the vision i.e. why various changes should be implemented in the organization. Formal communication should be practiced which would help them in order to determine success of the store (Hanson, 2006). Once the change has been practiced & implemented, the communication of the same should be done on a day to day basis as it would strengthen the employees (Jthumma, 2010). The change in the vision should be talked about with the employees of the store any now & then. This would help the employees in order to take any important decision as well as solve the problems. At
Mahindra & Mahindra the following shall be taken into consideration:
Þ Talk often about your change vision.
Þ Openly and honestly address peoples’ concerns and anxieties.
Þ Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.
Þ Lead by example.
Step Five: Remove Obstacles
The fifth step in the Kotter’s 8 step model refers to remove all the obstacles which might come while implementing this model for change management (Hanson, 2006). This would help in order to remove all the obstacles which might come in the way of implementing the change model.
At Mahindra & Mahindra the following shall be taken into consideration:
Þ Identify, or hire, change leaders whose main roles are to deliver the change.
Þ Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they’re in line with your vision.
Þ Recognize and reward people for making change happen.
Þ Identify people who are resisting the change, and help them see what’s needed.
Þ Take action to quickly remove barriers (human or otherwise).
Step Six: Create Short-term Wins
The sixth step amongst the Kotter’s 8 Step change management would help in order to create short term wins. This would help in order to have motivation as well as add to the success factor. By the implementation of the change process, the company would be able to feel the success every day, every month, every hour, etc (Coaching, 2010). Short term targets should be created by the organization which would help in order to get implemented as well as achieve he levels of success in the years to come (Hanson, 2006). This would also help to motivate the overall staff as well as have overall success of the organization.
At Mahindra & Mahindra the following shall be taken into consideration:
Þ Look for sure-fire projects that you can implement without help from any strong critics of the change.
Þ Don’t choose early targets that are expensive. You want to be able to justify the investment in each project (Coaching, 2010).
Þ Thoroughly analyze the potential pros and cons of your targets. If you don’t succeed with an early goal, it can hurt your entire change initiative.
Þ Reward the people who help you meet the targets.
Step Seven: Build on the Change
At Mahindra & Mahindra the following shall be taken into consideration:
Þ After every win, analyze what went right and what needs improving.
Þ Set goals to continue building on the momentum you’ve achieved.
Þ Learn about kaizen, the idea of continuous improvement.
Þ Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
Step Eight: Anchor the Changes in Corporate Culture:
At Mahindra & Mahindra the following shall be taken into consideration:
Þ Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear (Coaching, 2010).
Þ Include the change ideals and values when hiring and training new staff.
Þ Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions (Bolman & Deal, 2007).
Þ Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
Interventions
Goals: (Short, Long & Medium)
Resources, capabilities & skills to implement change:
Now that we’ve explained the reasons for change as well as what an innovative firm should look like, it’s time to discuss how to implement change in your own company. Today’s literature is overflowing with research and practical wisdom regarding successful initiation and management of organizational change efforts. Much of this research applies specifically to large organizational settings. Since there are many known differences between large and small companies, we find it unacceptable to believe that strategies for change management are identical for small and large firms alike (Gudmundson et al., 2003). Therefore, we draw from information about both large and small firms, and, where possible, translate large-scale change practices into a smaller setting more applicable to SMEs.
The change process is often divided into logical steps or phases (Kotter and Cohen, 2002). These step-wise models provide a useful organizing framework, even if all steps are not necessary or if the order varies depending on the firm or the change initiative. We have analyzed many of these stage models and have generated a synthesized five-step change process applicable to SMEs (Figure 7). This process is a strategy for change, outlining the tasks and activities required for effective implementation. We have positioned this change process within the broader organizational context by highlighting two critical elements that influence the change strategy. First, the approach to change is heavily influenced by the broader strategic goals of the company. It is important that the approach for implementing change be aligned with, and contributes to, these broader strategic goals. Second, leadership is critical throughout the change process. The person who defines the firm’s mission and values and articulates the firm’s strategy (usually the CEO or president in an SME) must take ultimate responsibility for endorsing and communicating the change strategy to the rest of the company and ensuring that the steps in the process are accomplished.
Urgency: http://www.smeal.psu.edu/cmtoc/research/nistcm.pdf
Vision
Political support
Transition
Sustain momentum
Stakeholders buy in change management
Evaluation of the success after change management:
Once the change management process has been undertaken at Mahindra & Mahindra, evaluation of the success shall be taken into consideration. Measurement refers to as one the key areas which would help in order to see how things were & how things have transformed after applying the change management processes. Measurement will serve different purposes. It will motivate the employees to perform what is expected out of them in the most effective as well as efficient manner.
Some of the measures which shall be used at Mahindra & Mahindra to evaluate the success after change management:
Þ Firstly a performance measure for the personnel managers along with the project managers shall be made. This shall take into consideration, primary, secondary & additional considerations. This will involve how the things will be managed after the implementation of change management
Þ Nine organizational variables along with three levels of performance (goals, management & design) shall be kept in mind. This will prove the effectiveness of the goals within the organization.
Þ Use of balance score card shall be done which would help in order to measure the business strategy. Financial as well as non financial results shall also be taken into consideration.
Þ Four layers of control shall be used to evaluate the success after change management. The four layers of control will be interactive control, diagnostic control, boundary systems & belief’s system.
Þ Benchmarking along with Gap analysis shall also be used to evaluate the success of change management.
Recommendations for future:
The following recommendation should be given to the managers at Mahindra & Mahindra so as to face the various challenges mentioned above:
Þ Communicate the various for change
Þ Formulate various concrete plans
Þ Managing resistance
Þ Receptive and open
Þ To have an in depth knowledge regarding how the change in the policies would affect the employees (Bolman & Deal, 2007)
Þ Assess change readiness
Þ Present a united front
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