HR Management Essay help analysis on: Organisational behaviour & management
Q?? Write on organizational behavior & management in Key Chemicals??
Key Chemicals
It has been observed that at Key Chemicals, Organizational Performance & Change carries out the basic connections which form the level of performance & persuade the process of the change. It can be seen that Key Chemicals caught in the track of success based upon the numerous accomplished takeover in the past. It has been analyzed that attention to employees & entire organization structure of Eco- Pre was lacking and Key Chemicals followed the Strategy of Change. The basic issues were motivation, stakeholders, communication & organizational structure. It is very clear that Key Chemicals had withdrawn the attention of employees towards cultural & organizational aspects which helped the Company in creating the competitive advantage through defined abilities in the Organization. The Cultural Aspect offers valuable insight in the cultural difference of the Company. It has been analyzed that Key Chemicals & Eco Pre had various dissimilarities and it could be a significant characteristic of this takeover to design the strategy on this innovative & new combination. It can be seen that the integrated change intervention & trans organizational intervention would assist Key Chemicals towards operational planning, strategic planning & tactical actions for resolving the problems with Eco Pre to make the acquisition successful. In this case it has been observed that Change Manager was accountable for the execution of the strategy for the change in relation with the planned acquisition. It can be analyzed that response of the HR & change manager will depend upon the type of employees and in that case theory X & Y assists in making the difference among Hard Controlled & Soft Controlled Approach. With the accessibility of mandatory information & the advice of the consultant would help the change manager to ensure the spread ability of the process of the change. At last, it has been analyzed that there is no as such solution for the process of the change. It depends upon the change manager of Eco Pre & Key Chemicals to assess the type of change which requires to be sustained & the extent to which the change should spread. Conduction of workshops is a creative way to start the change & make acceptance between the employees. In Key Chemicals, shifting of the staff of the call centre was the move to coordinate the organization to operate closely. In fact, elimination of middle managers of Eco Pre shortens the pipeline of the communication & promotes bottom –p level of information. The team of technical specialists & sales members were listed to enhance & increase the work quality & the coordination of the design of the job. It can be seen that the Strategic intervention at Key Chemicals resolved the issues of coordinating & executing plans & receiving development of trans- organizational through motivating participation. At last, change managers should be flexible in deciding which type of intervention to accept. In general, the perspective type of mode is not suggested, & change managers can switch among challenging, supporting & gathering of information depending upon the condition (Fong & Kleiner, 2004)
Leadership approaches used and their effectiveness
It can be seen that by viewing at the approaches of the leadership implemented in the scenario, it should be showed that there is no global explanation of leadership& several studies implement distinct definitions. Even with fewer contract, most of the practitioners explain it as the capability to persuade the collection regarding the goal achievement. In this condition, to take out a change in a company, a transformational approach of leadership has been implemented. This transformational approach first started in 1978, in which transformational leaders present a motive which surpass goals of short term and concentrate on needs of high order. The HR executive was trying to persuade his subordinates concerning their safe & secure job positions & the benefits the innovative & new position shall bring in upcoming time in spite of short term working problem at distant locations. In referring the 4 ‘I’s of transformation leadership in which Individualized consideration was showed in targeting people nearer to their towns with their permission. Intellectual stimulation showed assisting new leaders & managers to adjust the process of the work initially. Inspirational motivation was showed as motivating people to admit challenges with optimism & Idealized influence was shown in receiving the trust of the subordinate to think what future shall hold for the innovative & new position. On the whole, HR executive at the key Chemical was accomplished in persuading people & using the changed structure throughout the Company & was on entire efficient in creating the change. Due to the undefined work process & allowed new manager to regulate them according to their wants, discrepancies that arose among existing & new process resulted in excessive delays. It has been analyzed that transformational leader required to be influential, powerful and draw their professional & personal excellence with their integrity, authenticity & must withdraw the security from the capability to change. Therefore, the mentioned approach of the leadership can be referred as the Company approach regarding the arrangement & related work accountabilities could have been efficient and effective (Tabije, 2010)
Change management strategies utilized and their effectiveness
The changed explained in the situation can be categorized as the organizational change and it consequences are organization based as compared to process of small change. Such type of organizational changes may be referred as drastic changes which results in a significant change of the Company and its systems of Component and increased changes which are distressing &share of the evolution of the organization. Another Change categorization explained by Anderson is transitional, developmental & transformational. Developmental Change refers primarily to improvement & development, transitional refers primarily to execution of the new & innovative desired state & transformational change refers to the execution of new state and needed major shifts in the strategy of the organization. According to the current situation, Transformational Change refers to the drastic shift from one situation to another and this change needs a shift of mindset & behavior for accomplished execution and maintain over the time. For explaining strategies of change, a dimensional topology mixing kind & nature of change has been implemented that has been formed to establish the method to change. The scenario characteristics, a transformation & reactive change deal with the collaborative approach. It has been analyzed that Key Chemicals &Eco Pre had certain dissimilarities & could be a very significant characteristic of the acquisition to design the strategy on the new combination. It has been viewed that strategy falls under the high fraction of the model, that refers it’s a part of transformational change and had the capability to persuade the others. The coordinated strategic intervention of the change & trans- organizational intervention development would assist Key Chemicals regarding operational planning, strategic planning & tactical actions and solved the problems combining with Eco – Pre to create the acquisition successful. It has been analyzed employees at Key Chemicals have higher apprehensions regarding to the acquisition and could offer reluctance to the process of the change (Edward & Christopher, 2006)
It has been analyzed that in the century of 21st, to achieve competitive edge, Companies should move from reactive attitude to proactive attitude. It can be seen that the dictated & collaborative approach could have been effective for the component of the change through which delegated method had been used as it would then have reduced the discrepancies of the process which results after the process of the change.
Power and Politics Issues
In referring the issues of power & politics which prevails during the change in the situation, power is explained as the capability to persuade, change the attitudes, beliefs and behavior of others. It has been analyzed that power is realized through action & behavior which is generally called as influence & politics. In general, there are five types of power. In the situation, a mixture of these powers has been implemented to cause the change. It has been analyzed that the reward power used by the change manager at Key Chemicals, for the execution & the regulation of the strategies for the change in relation with the planned acquisition. It can be seen that the legitimate power was used by HR managers of both Companies in order to resolve the cultural differences. It is analyzed that the due to great regard for the personal quality &excellence it may be said that the convinced sum of referent power has been used (Schraeder, Swamidass, & Morrison, 2006). It can be viewed that to become more persuasive, managers can view to enhance their power of position by enhancing their role visibility, flexibility& may enhance their individual power by performance, expertise & personal attractiveness. To revolve purchased power into influence, 2 kinds of tactics of power have been searched, upward power shows influencing superiors & downward power shows interaction with subordinates. These kinds of tactics involve assertiveness, reason, sincerity, & friendliness whereas the logic & reason are implemented as the upward tactics. In the case of Key Chemicals, the change manager is empowered in moving out the procedure of the change and he did not want any upward tactics but seek to enhance the downward power by enhancing the personal attractiveness. The change manager at the Key Chemicals used respect & friendliness to create HR manager & employees of both Companies valued & respected & eager to accept suggestions. It has been analyzed that the behavior of the employees has been affected by factors like organizational factors, locus of control and reallocation of variable & resources (Nutt, 2004)
Role of organization’s culture and design in the change process
In assessing the culture of the organization, three stages of analysis have been identified. There are visible artifacts like dress code, stories, rituals and rules of conduct. It can be seen that beneath is the second stage of organization value and the description of the reality of the organization is the third stage of the organization.
At the first level, it can be seen that induction programs conducted by the key chemicals for its new staff and form equilibrium for maintenance of social relations. It has been analyzed that the cultural differences & resistance of employees to change would assist in deciding of approach to transact with resistance. The response of the change manager will depend on type of employees & in that case Theory X & Y assists in differentiating among the Hard Controlled & Soft Commitment approach. It can be seen that with the accessibility of mandatory information & the advice of the consultant would help the Change manager & the management of the Company to make sure the spread ability of the process of the change (Wischenvsky & Damanpour, 2006)
At, the second level, Key Chemicals to avoid the unavoidable resistance, the stakeholders must be involved in the case studies & discussions which help in addressing of the issues accordingly. To benefit from the change & for individuals to grow, the execution must be through to create the challenges and offer support to the employees.
At the third level, the significant assumption being Key Chemical to be the non disputed leader of the market in the business, to enjoy the attitude without the threat for the long time, and can be viewed as the restricting factor to the change as it offers small initiative for the motive to change (Sparrow &Cooper,1998)
It has been analyzed that there is no solution to the process of the change. It depends on the change manager of Eco Pre & Key Chemicals to assess the type of change which requires to be sustained and the extent to which the change must diversify. It can be seen that the sustainability depends upon what the change manager basically do in the beginning stage of the process of the change. The strategic and human resource intervention concentrates on the coordination of practices of personnel & how they can used to coordinate & integrate the employees of both organizations. It can be analyzed that the dimension of the culture deals with the HR of the Company. These involve various factors like performance management, balance of work life, recruitment & retention, managing of the diversity & wellness of the employee. It can be seen that the strategic intervention solves the issues of coordinating & implementing plans &achieved trans organizational development by encouraging participation.
Conflict management process
It can be seen that the conflicts develop in organization in number of stages
Figure 2: The conflict process
Referring the model opposed to the situation, level 1 of incompatibility is present with the Change manager action like removal of the mangers at the middle level of Eco Pre that shortens the pipeline of the communication & promotes bottom p level of information. It can be seen that 15 member of sales & technical specialist at Eco Pre can be used to enhance & improve the quality of the work &coordination of the job design.
Stage II it can be seen that interested candidates for the manager positions shall be unaware of those appointments & felt level of the conflict when they become agitated, hostile , tensed through injustice.
Stage III: it can be seen that change managers with HR manager design the strategy to ensure the area of command. Some of the managers have withdrawn and neglected much of the conflicts & adaptation of other interest was rare.
Stage IV: The resultant behavior in the case was direct with reluctance to adopt accountability & violent with being non cooperative, disrupting the activities of other’s.
Stage V: The resultant effect of this was reduction in performance of the group that were brought about by the redundant delays & minimization in the estimated stage of saving. In the situation, a straight approach of conflict management has been implemented by path of explaining & process of finalizing with the involvement of the change manager. Removal of the ambiguity was the effect of non compatibility for the conflict and the elimination of Stage I recognized above. The second method implemented is an implicit approach of implementing linking pins where the people are coordinated to serve as the formal link among group to conflict. This was coordinated with a distinct central collaborating unit (Wang, Hutchins, & Garavan, 2009)
These scenario have been accomplished implemented to reduce minimize conflicts but given the great stage of dependency among the units in question extra precaution can be prudent. Out of the approaches of conflict management available, buffering & decoupling are two possible options. In this scenario, whole decoupling is not possible as the regional office is central office which is meant to operate together. It can be seen that buffering is the possible strategy where stock may be built to avert the critical input of others.
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