Assessment item 2—Group analysis & Individual essay Example
Case Study 1
Discuss the reason/s why Charlie’s coach line business might have failed. What could Charlie have done?
From the beginning it can be said that Charlie did not want to practice the dynamics of change. Prochaska and DiClemente’s ‘Behaviour Change Model’ can readily be applied to his business as then it can be seen that Charlie did not want to apply the theory of “intentional change”. The stages discussed by Prochaska and DiClemente were for health changes but are applicable to Charlie’s business behaviour. The changes go through stages like pre-contemplation, contemplation, preparation, action, and maintenance (Kritsonis, 3-4). Charlie’s business follows only two stages here, pre-contemplation when he fails to acknowledge that change is necessary and the second stage is that he is not ready to commit to the change as can be seen from the fact that he did not look at hiring his buses out privately as a way of expanding his business but in fact did not like the change.
Charlie has lost his competitive edge and so has new business model. Though Charlie had all the necessary resources like coaches, drivers, which were his core strength, he failed to utilise his resources and strengths completely. He had established his business and according to the matrix system it had peaked and was now on the decline. He could have saved it if he had allowed innovative change. His business strategy was confined to his old business model that is some tours to few tourist destinations and he did not want to change the business dynamics. He continued to tour to the same locations and did not expand beyond the West and to the Coast as he did not like to take the business risk. According to the research carried out by Bryan Weiner on organizational change can be applied to Charlie which is that “Organizational readiness is likely to be highest when organizational members not only want to implement an organizational change and but also feel confident that they can do so” (Weiner, par 11).
Even considering Kurt Lewin’s three pronged theory of Unfreeze, Movement and Refreeze it can safely be deduced that Charlie was unmotivated. He failed to analyse his business strategy according to the situational changes (Mind Tools).
He should have studied his business in keeping with the new situation when his figures began to slide and he should have not maintained a status quo. Taken a SWOT analysis and changed his business model from the one which was successful earlier to what would be successful now. He already had a highly skilled staff, resources and brand value but needed to have a plan to give him competitive advantage. He needed to evaluate external market factors and customer needs that were now changing and give customers more benefits. He also needed to expand his business by taking on innovative changes. He needed to advertise the changes both to his staff and to his customers and tell them what advantages were in store for them with their continued patronage and this would have attracted new customers. Charlie was not comfortable with change and if he had been he would have changed the way he ran his business and would not have gone bust.
Case Study 2
Engineering Change on the Shop Floor
Drawing upon your collective understanding of the dynamics of change, and change models, what conclusions can be drawn and what recommendations should be made?
Oliver Wyman has described the way to handle the dynamics of change and any change will always have various people in the organisation “who will make it happen, those who help it happen, those who let it happen and those who get in the way” (Wyman, 11). This can easily be applied to this case study as it has elements of all the four types of people.
In this case study the dynamics of change involve the incorporation of new technology and this is causing some to be enthusiastic, some indifferent and others downright critical of the change. It is not easy to bring about change without involving everyone. Unless each one in the organization feels the change is going to benefit it will not work as it will make them anxious and will lead to them opposing it.
Lippitt’s Phases of Change Theory is an extension of Lewin’s theory (Kritsonis 2). This case study follows somewhat on the lines of Lippitt’s model of change as in the first step it involves diagnosing of the problem and assessing how much motivation there is for change. Here it can be seen that the floor engineer could not quite grasp that there were some who were not very enthusiastic about change. He, as the change agent, is enthusiastic and motivated but his action plan is a bit flawed as he has not taken into consideration the supervisor’s suggestions, the one person who could have seen the change through. Though the role of the change agent is understood there is no group coordination to successfully see that it becomes a part of the culture of the organization.
Today technology is being adopted by organisations in a big way because that is the need of the hour. Technological changes like other changes can be disruptive unless they are understood by everyone. If the entire group that is involved in the change understands the benefits of this change for themselves and for the organization it will help the organization as it will become a productive change and will bring an increase in services.
Technology also brings insecurity for it could mean that those who cannot keep up with the change may see their jobs gone and that sometimes is inevitable. According to Robert Bacal who has commentated on the 1992 ‘Seven Dynamics of Change’ by Ken Blanchard says that people in an organisation are at differing levels in accepting change. Some “thrive” on it while others feel “threatened” by it. People will come round to accepting change if they are made a part of the open discussion and those who are enthusiastic should be encouraged to bring the others round through persuasion. If changes that Apple has implemented since 2003 can be taken into consideration, it is noticeable how technical innovation and a new business model have seen a complete turnaround for the company (Lindgardt, et al 2 & 8).
Bacal Robert (n.d) “Seven Dynamics of Change” Web 22 September 2011
Lindgardt Zhenya, et al (2009) “Business Model Innovation
When the Game Gets Tough Change the Game,” Boston Consulting Group, 1- 9 December 2009 Web 22 September 2011
Mind Tools (n.d) “Lewin’s Change Management Model Understanding the Three Stages of Change” Web 22September 2011
Kritsonis Alicia (2004-2005) “Comparison of Change Theories” International Journal of Scholarly Academic Intellectual Diversity Volume 8 Number 1 2004-2005 Web
Wyman Oliver (1998) “Managing the Dynamic of Change The keys to leading a successful transition” Delta Organisation & Leadership Web 22 September 2011
Weiner Bryan J (2009) “A theory of organizational readiness for change” Implementation Science 19 October 2009, 4:67 doi:10.1186/1748-5908-4-67 Web 22 September 2011 http://www.implementationscience.com/content/4/1/67
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