Implementing Change Report
Report on change implementation at Kudler
Introduction
The paper presents the implementation of change process at sale and accounting department. The paper has been divided into six segments. The first segment presents the monitoring and evaluation tools to be used. The second section presents the identification of opportunities for the change process. The third segment discloses the part in the change process to which resistance will take place. The fourth section elaborates the ways of driving change through organizational culture. Fifth presents the impact of changes on culture. However, the last section discusses that how the evaluation of change process will be done and how this evaluation will present the needs for future change.
Change is a constant part of the business world; organizations bring change to expand their businesses and profitability. Therefore, for having desired results, it is essential that these modifications are implemented successfully. In the prior assignment, changes for sale and accounting department have been suggested. The change implementation strategy for the accounting department is to change the accounting processes and sale strategies through the adaption of automated technology such as ERP. Moreover, the leadership change to bring the cultural change is essential the leadership change will allow the organization to motivate knowledge sharing, coordination, and responsibility sharing culture. The benefit of change management to the company will result in enhanced performance that will ultimately lead to increased profitability.
1.2 Monitoring and evaluation process
When organizations attempt to implement change, they need ongoing support for successful performance. For making sure that, the change is implemented in the right direction, constant monitoring and evaluation is important. For this purpose, “Result Based Monitoring and Evaluation” tool will be deployed. The tool will help in measuring the change performance through monitoring the set results. This benchmarking technique will ensure the successful implementation. The set outcomes include increased profitability, sales, customers’ experience, and improved efficiency, decreased frauds, and cost through streamlining of the processes (Kusek & Rist, 2004). World food program, United Nations development group, and many other organizations have applied this approach for monitoring and evaluation of change in their organizations (Bester, 2012).
Opportunities for change during change process
While managing change process, the company many find several opportunities for change in different departments or the same departments. For example, when implementing change at sale department, the organization may need to make adjustments in training classes to employees, scheduling and time changes. The organization when managing change will need to make changes in curriculum. The benefit of curriculum changes will be the appropriate training to all employees based on their level of skills and knowledge. Training will enhance the abilities of convincing and providing the best experience for their customers. The organization will get the benefit of having experienced and trained workforce that will ultimately contribute in enhanced visits and, therefore, improved revenues.
When implementing technological change, the organization may find some infrastructural changes within the firm. Such as buying of additional software, these changes will enhance the coordination and forecasting capabilities of the company. Infrastructural changes in term of technology will help the organization in managing appropriate level of inventory and prevent the organization from waste that will contribute to cost reduction and serve the firm with price based competitive advantage. For bringing technological change ERP system will be implemented. The ERP system will facilitate the change in the firm as this will allow the organization to enhance the communication, coordination, and commitment between all departments that will enable the firm to be efficient in customer driven sales and accounting process (budgeted inventory management). The ERP system will streamline the processes as the system will allow the manager to access the real time information on sales and finance of each store without visiting them individually.
The leadership change is essential at both sale and accounting department, as it will help in making people understand the reasons due to which changes are taking place. The leaders will help the organization in building a culture that will leverage the constant change implementation. In other words, it will make sure that the road is open to upcoming changes (Kotter International, 2011).
Parts of the change process that might be prone to change resister
When organizations are implementing the change, they have to face some difficulties from which the most common is the resistance of employees to change. This resistance occurs mostly at the time of technological change. The reason due to which they resist technological change is their lack of knowledge and skills to use the modern information systems. For overcoming with this resistance, the company will make sure that appropriate training is provided to accounting department and sale department employees. The enterprise will make sure that strong support is provided to employees from management.
When implementing leadership change the things that can create resistance include poor communication and mistrust amongst employees. For overcoming this resistance, communication systems will be deployed that will help the leaders in building trust through informing employees regarding targeted goals and involving them in decision making process.
For bringing cultural changes and driving change, the company will design appropriate incentive program that will encourage employees to learn new skills and capabilities with the aim of adjusting with change (BP Business Performance Pty Ltd, 2016).
Ways of enhancing change through organizational culture
Organization culture plays an important role in enhancing change. The culture of any organization is aligned with its mission and vision. Therefore, when organizations attempt to implement and plan change they out to undertake the organizational analysis. Culture in which people have the opportunity to contribute in decision-making helps in enhancing change. When employees are involved in decision-making, they own the process of change. A culture that is built on the comfort with ambiguity allows organizations to take risks and rapidly respond uncertainties. Collective organization culture encourages achievement-oriented behavior that in result contributes to successful change management. For example, in such organizations, people can ask help from each other that enable them to respond the change in efficient manners. Incentives based culture also encourages employees to adopt change. An innovation driven culture will help the organization in enhancing change, as it will confront the change in incremental ways. The benefit of driving change from the organization culture will be that it will be long lasting and natural.
Effects of change on organizational culture
Technological change will affect the organizational culture positively as it will promote the culture of communication, collectivism, coordination, and commitment through sharing the information and other issues. A leadership change will help the organization in building a coaching culture that will facilitate the adaptability of the future change. The leadership through hard and soft approach will build the organizational culture that will enhance the employees’ capabilities through organizational and individual learning. Transformation of processes will encourage the supportive culture. The change model will offer the firm a roadmap that will help the management in overcoming organizational resistance by the utilization of participative approach with the purpose of engaging the overall association in the change process (Vries, Ramo & Korotov, 2009).
Evaluating the change process for enhancing future change and realizing the opportunities for future change
The aim of the presented changes is to enhance the sales and reduce the fraudulent activities that will enhance the profitability and reduce the cost structure and will serve the organization with benefits of constant change adaption and competitive advantages. The evaluation of the changes process will be done through measuring the set results. For example, an increase in sales, commitment, coordination, profitability, and reduction in cost and fraudulent activities will determine that the change process is successful. These increases will help the organization that in which area the change should be pursued. In those areas where the performance is lacking, will indicate that changes in existing processes are required.
Conclusion
It has been determined that for monitoring and evaluation, “Result Based Monitoring and Evaluation” tool is best that will enable the organization to benchmark the performance against set standards. The changes that have been recommended include leadership change, technological change and curriculum change for effective training and development of employees. These changes will boost the positive organizational culture that through enhanced coordination and commitment will encourage employees to adopt and implement the change. In result of leadership and technological changes, the company will gain the opportunity to build a supportive and goal oriented culture that will drive the change eventually. The overall paper presents appropriate change implementation strategies.
References
Bester, A. (2012). Results - Based Management in the United Nations Development System: Progress and Challenges. Retrieved February 7, 2016, from <http://www.un.org/esa/coordination/pdf/rbm_report_10_july.pdf>
BP Business Performance Pty Ltd. (2016). Employee Resistance to Change. Business Performance. Retrieved February 7, 2016, from < http://www.businessperform.com/change-management/resistance_to_change.html>
Kotter International. (2011). Change Management vs. Change Leadership -- What's the Difference?. Forbes. Retrieved February 7, 2016, from < http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/#333747fa18ec>
Kusek , J. Z., & Rist, R. C. (2004). Ten step to a result based monitoring and evaluation system. The World Bank. Retrieved February 7, 2016, from < http://www.oecd.org/derec/worldbankgroup/35281194.pdf>
Vries, M. K., Ramo, L. G., & Korotov, K. (2009). Organizational Culture, Leadership, Change and Stress. Faculty And Research Working Paper. Retrieved February 7, 2016, from < http://www.insead.edu/facultyresearch/research/doc.cfm?did=41924>
