A Multi-Stage Process That Aimed at Injection Efficiency in the Globe Tech Company - Essay Example

Education Summary Report The change plan we designed was a multi-stage process that aimed at injecting efficiency in the Gloptech Company. The change plan started with problem identification in we conducted a research to gather information, from the focus work groups. The research helped us to understand the company problem and hence be able to design an action plan to solve the limiting issues. The action plan comprised development of a vision for the company, communicating the vision and creating a sense of urgency in the implementation process. To strengthen the implementation process, we developed a training infrastructure to improve employee skills and to ensure optimal work output. Although we designed this plan carefully, it is clear that, overall, the entire change simulation plan provided poor results, way below our expectation. A number of change tactics helped us in the implementation process. First, our efforts to conduct a research from the stakeholder and the work groups helped a lot in problem identification. It also gave the workers the motivation to work towards achieving the designed changes. The workers remained loyal during the implementations stage. Secondly, the ability to mobilize the employees by designing an urgency plan was crucial as it attracted their attention of the entire organization to shift their focus on the change plan and reduce their reluctance to change. Since the teams were ready for change, it became easy to work along with them. Monitoring was crucial during this process, as it helped to ensure that the change plan was in due course, hence assisting us to complete the implementation process within the critical time. One of the tactics that lead limited the results of our action plan is the design of vision and the strategy. The vision and strategy developed were not clear, which made it complex to communicate the vision to not only the managers but also the employees. Understanding the company vision and strategy is very important as this gives the organization a direction that they should follow while implementing changes. Even after repetitive meetings, the managers and the work teams failed to understand the vision of the stage process and this made it quite difficult to implement this change. In this change simulation plan, we applied the Kotter’s concepts of a smooth change in organization setting. The idea of Kotter that it is crucial to create a sense of urgency worked quite well for this simulation. In creating the sense of urgency, we informed the employees of the changes and helped them to see the need for an immediate action. Our ability to rewarding the achievers and recognizing them in public, what Kotter terms as short term wins was important. They helped to motivate those who contributed to change and other employees to see the reward of working hard. Bridge suggested that while stimulating transition, people have are often resistant and change experts have to help them through the transition. In our simulation model, we helped the employee to accept change by starting a training infrastructure. We informed the employees about the inefficiency of the organization and the need for urgent change. Through the Bridge change concepts, the employees were able to accept the change process and cooperate in the implementation process. The greatest challenge in this simulation model was to establish cohesive team groups within the organization. Since the action plan was time constrained, it was a challenge to support team formation due to complex employee characteristics. The worker population comprised of diverse cultures, gender and individual characteristics. Since there was little time to focus on the population characteristics, it was quite difficult to organize the work teams to satisfy the structure we had defined. It would have been important to leave the groups as they were as the groups so formed had many challenges that limited the change simulation. Experience change concepts helped us in monitoring the simulation process. Together with the management, we observed the implementation process and helped the workers to remain in due course of action. Observation helped us to overcome any challenges that arose during the action plan stage. For instance, we were able to handle the conflicts that emerged during every stage to ensure that the operation remained within the planned course. The greatest learning in this change simulation plan was the need for formation of a clear working plan and the development of a contingency plan. A contingency plan is crucial to keep the simulation plan even when unforeseen challenges arise during the implementation process. Since we did not have one, we remained within a tight course of action and could not change the plan when we faced the challenges for forming strong work teams. Working within a tight work plan leads to inefficiency especially after we met challenges that we had not expected within our course of action. The team assessment results shows that to a great the work the team performance was low during the early stage of the action plan. Since the teams were formed without understanding their personal characteristics, there were many conflicts at the take-off of the project. By resolving these concepts and revising the team formation, it was possible to keep the team cohesive. At the end of the project, the team output was quite high and efficiency in operation manifested in the high number of rewards that the teams got at this stage. Given an opportunity to rework the simulation plan, I would focus on a few changes. First, I would use a more integrative approach in design strategy. Working as a group helps people to focus on the plan and to foresee any challenges that are likely to arise during the implementation process. The ability to forecast challenges helps a team to develop a contingency plan to ensure that the work team remains flexible to handle the challenges as soon as they come up. In addition, it would be crucial to engage the management in designing the vision and the strategy of the change plan. This can help to design clearer visions and strategies that the managers can understand and communicate to the work team. Read More