Managing Change The Organizational Success

Question: Describe about the Managing Change for The Organizational Success. Answer: Proposal Description of Project Managing critical projects have become an integral part of organizational success, yet the studies suggest that most of the organizations fail to accomplish a project successfully. Based on the survey generated by Senge (2014) by involving a broad range of industries from large-scale to small-scale companies, it is informed that only 2.5% global businesses able to achieve 100% success in their projects while more than 50% of the global organizations fail. The identified fact signifies the important involvement of change management for the modern day organizations. From the basic understanding, change management occurs within a situation where a company has profitably evolved to a more desirable state allowing it to achieve its mission and vision more proficiently. From the context of operations of a company, change is an inevitable factor enabling the business to compete in the respective industry, while eliminating its standstill position or eradicating the backward direction of bus iness (Armstrong, Michael and Stephen Taylor 2014). With the application of the case study of Heinz Australia, it is clearly observed how the company went through the critical transformation process for benefitting the employees and business in general. The useful contribution of a great place to work initiative designed and introduced by Peter Widdows, the newly appointed managing director of Heinz Australia in 2003 has caused a wide range of transformations to the company to achieve exceptional results over the next six years. Based on the diversity in workforce condition of Heinz Australia, it is reflected that a multidimensional workplace cultural model is bestowed to the enormous success achieved by the company over the years. As noted from the case study, the formerly followed punitive culture of organization was drastically affecting the interactions between the employees and their superiors to hamper the overall productivity in the operations. Therefore, the importance of cu ltural change is accounted for bringing greater transformation throughout the business to bestow attainment of apposite results from the chosen set of practices. Modifying an organizations culture is one of most daunting tasks for the leaders because of the process signifies the alteration of an interlocking set of goals, values, roles, responsibilities, processes, communication practices, assumptions, and attitudes (Senge 2014). From the given case study, it is observed that the chosen elements lead to the formation of a mutually reinforced system facilitating the fundamental progress of the company for a long-term period. The introduction of new approaches or methods cannot solely ensure the progress of organizational commitments, as the interlocking elements associated with corporate culture would eventually take over the identified process to draw back into the existing culture followed by the business (Hayes 2014). II. Scope of Work Based on the suggestion obtained from Armstrong and Taylor (2014), changing the overall culture is a large-scale undertaking for the firms where all the organizational tools come into the play for changing the minds of involving members. In this case, it is important to mention that the basic sequence in which the leaders deploy the activities has a critical impact on the likelihood of success by following the overall initiative (Hrebiniak 2013). Based on the particular situation and citing the evidence put forwarded by Hrebiniak (2013), one of the most successful strategies relies on commencing with leadership tools for achieving productive outcomes. The application of the case study advocates the same situation where the future vision or success story has been identified by the managing director to cement the change in right positions by using the proper management instruments. Hayes (2014) has mentioned that defining the roles of individuals, measuring and controlling the systems, and utilising the authority for coercion and punishment are some of the essential management equipment to counter the failures in the organizational transformation process. Initially, undertaking a cultural change project and forming a program is primarily aimed to realise some values from the identified practices. Such nature is categorised as benefit realisation (Christopher 2016). Based on the course of realising the benefits, the foremost scopes of the project are identified in the following section: The fundamental need to develop a new product or process for creating an artefact The organizational people can be steered to make efficient use of the artefact for delivering the service in the desired way. Developing a service or conducting a project that is entirely market-driven III. Key Objective of Project Based on the case study of Heinz Australia, the previous organizational culture was not productive for organization resulting in loss of required growth and profitability. With the incidence of structural change initiated in the beginning phase of 2003, new managing director was appointed by the company, who come up with some new vision to facilitate the progress of the enterprise. The particular roles played by Widdows was based on eradicating the punitive culture causing high turnover and reduced commitment in relation to the workforce, to build a positive and caring workplace community. The emergence of such community was aimed at seriously welcoming the ideas and contribution of the workforce to win their trust and involvement gradually for establishing a great workplace with the collaborative efforts of each member. Considering the assessment to the identified cultural change, the pertinent objectives are (Jeston and Johan 2014): Establishing an innovative culture by allowing employees to portray their ideas and establishing a principle of change Adopting the best practices with the help of unique and innovative strategies for accomplishing the critical projects successfully Ensuring the development of change leaders by empowering the agents of change Enabling the employees aligned with the objectives of change by identifying their roles and accountabilities for change IV. Implementation Approach and Strategies Based on the identified nature and existing situation of the organization, the entire shift in organizational culture must need to be performed by adopting a superior strategic vision for addressing the construction of the strong foundation, which was missing in the earlier context of operation (Pugh 2016). According to Christopher (2016), Define-Align-Manage framework is one of the preferred approaches for building a strong cultural foundation within the organization that promotes sustainability, speed, and reliability in the performance. Hence, the identified approach is needed to embrace for eradicating the obsolete culture and introducing a robust and collaborative workplace community for satisfying the identified objectives. As part of the approach, the significant strategies are identified in the successive paragraphs with their possible way of implementation. With reference to the statement formed by Christopher (2016), the foremost strategy is known as definition. The implementation of the strategy is based on three stages, such as evaluating the current cultural performance, clarifying the chosen vision, and explaining anticipated values and behaviours of the workplace members. The next strategic phase is known as alignment. The implementation of the strategic approach is also based on three different stages based on recognising the strategic priorities, ensuring the engagement teams to define the SMART objectives, and tracking the key measures (Brinkerhoff, Derick and Brinkerhoff 2015). The last strategic approach is known as management, which also relies on the combination of three steps for its implementation. The three individual steps suggest maintaining appropriate management system within the organization for defining the priorities and associated goals, managing communication and job roles, and ensuring motivation throughout the process (Booth 2015). From the application of the chosen strategies, the successful implementation of the guided steps would lead the organization in overcoming all the hurdles in developing cultural foundations and developing a participatory workforce to achieve mutual goals. The same scenario can be observed through the case study that the appropriate strategies are embedded in the specific initiative defined by Peter, Widdows. V. Overview of a Timeline Anticipated Timeline for the Proposed Project (Source: Hrebiniak 2013) Evaluation The evaluation of the proposed cultural change had brought some tangible results for Heinz Australia, which can be majorly observed by an immediate increase in profit-making capacity of the firm from closing period of 2003 until the end of 2004. The enhancement in profitability had significantly led the firm to achieve highest growth it had experienced in the years of its operations. The growth and success of profitability position are largely influenced by the success rate of new products launched during the year and richly committed workforce to achieve the common goal. The most promising result of the cultural change within the corporate environment has caused winning of trust and responsiveness among the employees by addressing their interpersonal needs and requirements. Underlying Change Management Concepts Whether undertaking a small change comprising of one or two processes, or a system-wide change of an organization, the organizational leaders or managers could commonly experience the uneasy feelings, as they can be intimidated by the scale of challenge (Hill et al. 2014). There are multiple models and theories defined by various scholars and academicians. However, the change management model introduced by John Kottler in his book published in 1995 has provided a broad range of implications to the system-wide perspectives of an organization. The model is based on eight steps, which can be related to the practices followed by Heinz Australia. The first stage is known as create urgency suggesting the emergence of a situation forcing the whole company to adopt an effective change protocol for overcoming the presently identified challenges. The standstill position of the organization before 2002 was highly suggesting the need of the change management activities practiced. The second stag e is known as forming a powerful coalition by convincing the people about the necessity of change. The particular step is also observed in Heinz during the time of winning trust and confidence of its existing employees regarding the right effects of change. The third stage is clearing the vision for a change, which includes floating of great ideas and solutions during the commencement of implementing the change (Oakland 2014). In case of Heinz, the newly appointed managing director has felt the need of elevating the profitability and growth of business to avoid the company standing still in the same position. The fourth stage is based on communicating the vision to check if the newly defined vision has the capability to address the success factors. The organizational leader measures the same situation in the form of reduced turnover rate and progressing towards the development of a great place to work (Highsmith 2013). The fifth stage is known as removing obstacles for developing a certain position in the organization ensuring the utilisation of all levels of the organization. As a result, the workforce of Heinz had become increasingly committed to the organization through the incorporation of adequate staff monitoring facility highlighting the culture of mutual trust and respect to form a great workplace (Sallis 2014). The sixth stage is based on developing a short-term goal by concerning specifically on the success factors offering rising level of motivation to the workforce. As part of the stage, the managing director has separated multiple short-term factors for the achievement of success. The seventh stage is based on building on change focusing on the long-term achievements of change. Because of holding the identified vision of constructing a great working environment, the particular change can be detained to reflect positive results on companys economic condition. Strengths, Weaknesses, and Limitations As part of the corporate transformation process followed in Heinz Australia, all changes are performed as indicated by the change management strategy where the overall process had to comply with the strategic objectives of the overall business. Concerning the suggestion obtained from Ward and Peppard (2016), trust, openness, and challenging status quo are the underlying ingredients for creating and maintaining an innovative culture. However, both strengths and limitations are also present and determined during the assessment of case study. Considering the area of strength, firstly, the changing attitude and behaviour as part of the new culture are treated newly obtained aptitude for the company. Secondly, the shift in culture has ensured the openness and transparency in the workplace philosophy to instil cultural norms supporting the superior level of understanding of the necessary knowledge and behaviour for a given situation (Leach 2014). Lastly, loyalty and commitment are other imperative strength of the organization due to the improved sense of responsibilities among the employees resulting in the lower attrition rate. Lastly, limitations can be observed regarding the limitedness of sustaining the positive and innovative environment due to the constantly changing needs and requirements of the dynamic environment caused by the globalisation (Chang 2016). 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