The purpose of this Final Proposal is to analyze the situation around JSC «YXY», to identify the internal and external problems become the triggers of the organizational decision to implement the change. To provide the organization with the diagnosis of factors contributing to change implementation. To determine the groups of stakeholders involved in change process, their interests in relation of this process and predict their behaviour, fears and concerns. We should emphasize the role of leadership, to define the challenging aspects causing the resistance to change, and to offer the methods of its reduction and overcoming. Finally, we will provide the ...view middle of the document...
There are a number of new companies established their own distribution and retail networks.
-The government changes the rules of the game frequently and the existing organizational structure doesn't allow to settle the arisen problems in time.
The company needs restructuring of administrative and management structure, adoption of new methods of leadership.
The restructuring is directed toward pursuit of optimal balance among centralization and decentralization of management in order to achieve the following goals:
1) Efficient responding to the environmental challenges.
2) Establishment of rational rapport among all organizational units and levels of management. Cutting down the hierarchy of management levels.
3) Empowerment of decision making to the organizational units which have the most information and experience on how to solve the problem emerged.
4) The boost of effectiveness of decision making process.
3.Diagnosis of the Change
Many organizations experience a high failure rate in implementation of change because the scope of such changes is more extensive than a degree of readiness of the organizations to them. It is important to begin any organizational changes with diagnosis of the extent of change which the organization, its personnel, corporate culture are subjectively ready to make. Other important point is an assessment of scale and depth of estimated changes. The comparison of subjectively admissible extent of change and the target scale of change allows to determine a size of gap between these variables. Gap between readiness of the organization for transformation, on the one hand, and the estimated scale of change, on the other hand, can be overcome due to consolidation and strengthening of driving force and minimizing of impact of constraint factors preserving the current situation.
Purposes of diagnosis:
-To reveal and describe the structure and vectors of tension of a force field of organizational transformation (a ratio of driving and opposing forces).
-To determine optimal leadership and implemintation models of organizational change.
-To develop recommendations and program on company’s preparation for organizational transformation taking into account the scale of estimated change and readiness of the organization for them.
The course of diagnosis:
-Identification of key stakeholders and an assessment of possible scenarios of their effect on the change implementation process.
-Assessment of the horizon of admissible transformation in sense of various ranks stakeholders.
-Performance assessment, identification of the employees who are ready and capable to act as change agents.
-Assessment of rumor strength of formal channels of communication. Actual rumors and mechanism of their distribution.
-Assessment of the satisfaction degree of the personnel of existing situation and subjective perception (awareness) of need of transformation (assessment of a comfort zone).