Organisational Change in Manufacturing Implementation †Free Samples

Question: Discuss about the Organisational Change in Manufacturing Implementation. Answer: Introduction: The notion of organisational culture comprises a system of beliefs, values as well as assumptions which are shared. These shared ideas, concepts and values have deep and significant impacts on the people in the company help to find out the way in which individuals do their work as well as the way in which they dress or their behavioural patterns. The nature of the culture of a particular organisation assists a person gain insight into the organisational interiors. The secret to a successful position and its maintenance in the global market is to understand and ascertain the ever changing needs and conduct the modification of culture accordingly. The areas of operation as well as particular expertise of an organisation, it needs to allows changes in its culture or modify its operations based on the needs. Just like every individual, every organisation is also bound to have particular traits as well as characteristics. Or it can be stated that the un-replicable characteristics of an organisation constitute its culture (Cadden, Marshall Cao, 2013). There exist numerous characteristics of organisational culture. The range of these features is varied and can have different levels from high to low. Quite simply the varying degrees of the features are bound to have different levels of impact on the organisation (Carlstrm Ekman, 2012). The first characteristic is innovation. The specific organisations having high priority in terms of their innovation involve their employees and ask them to take risks with constant encouragement. Innovation is also required in their jobs as well as their level of performances. There are several companies where innovation is not much encouraged. In such cases, the employees keep on performing their jobs in a monotonous as well as boring way without any sort of encouragement. Due to this reason the workers continue according to their previous methods of training as methods of improving their performance are not mentioned as well. The second important characteristic is the attention to detail. The features of organisational culture ascertain the degree of accuracy to which the employees of the organisation are required to perform. In those cases where organisational culture gives importance to detail, the employees are required to perform their work with both accuracy as well as precision. In those organisations which do not focus on detail, the employees as well are not asked for precision (Waddell et al., 2013). Another important characteristic is the emphasis on the outcome. Various organisations give focus only on the organisational outputs or outcomes. Much importance is not given to nature of deriving the outputs. The value creation as well as the value itself is given primary importance. Those organisations that pressurize their sales executives for getting orders completed, irrespective of any scenario, it would not be incorrect to say that the primary emphasis is on the outcome feature. Emphasis on the people is another feature. Specific companies exist that give significant importance to the people as well as impact their decisions. Due to this, the decisions which the organisational stalwarts take are given huge importance for impacting the people. Teamwork is another major issue. Particular organisations also give importance to the concept of working as a team. Teamwork is extremely important even in the context of organisational culture. Companies operating on a fruitful as well as positive connection between the managers as well as the employees or the workers usually focus on the concept of teamwork. Aggressiveness is used to ascertain whether the group members of any particular company should be easygoing or whether they should be strictly assertive in their method of dealing with the sole competitors in the market scenario. Those companies which have a culture of aggression give importance to the competitive attitude and the nature of outperformance possessed by the company. Stability is one of the inherent structures of an organisation which usually follows the traditional framework. Companies having this as a characteristic are usually predictable as well as company provided. Having both positive and negative aspects of organisational culture is not unlikely. It also acts as an emotional energizer. In case of worst situations the performance as well as productivity of the organisation can be harmed. The concept of organisational culture is very important as well as intriguing. It can be considered as a form of adhesive that helps to bind the entire operations of the organisation. The culture of the organisation can be considered as its immune system (Mohr, Young Burgess, 2012). There is the possibility of numerous internal as well as external factors impacting a specific organisational culture. The resistance to the change in an organisational culture is a particular situation in which the organisations employees resist the proposed change after sensing the arrival of the change. There is always an approach of resisting the changes to be made as many employees fear their existing positions and have no intentions of jeopardising them (Nordin et al., 2012). There exist various reasons that have the possibility of influencing the employees of a company to resist change. Out of them the most important reason is the lack of communication. This situation is because in several situations the authorities in charge of making changes and taking decisions do not inform the employees. This has a possibility of leading to resistance from the employees. In cases when the employees are not at all contacted they feel left out as well as resistant. No involvement in the decisions of the company may be a cause of irritation of the employees (Mazzucato Perez, 2014). In certain situations, many misunderstandings are present regarding the need for change in a particular organisation. According to the people working for the company, change in culture is not that much of a necessity. Changes in concepts as well as cultures of an organisation are considered to be erratic or temporary and majorly considered to vanish just after the implementation itself. Errors in communication are bound to lead to the resistance of the employees. Instances of employees falling prey to their own errors of judgement are also seen. Apart from this, thoughts not only focus on the change and its resistance but also it is felt that changing requirements cannot be helpful in meeting their requirements. It is also common opinion that ability to implement change is non-existent or very low in case of the companies. It is also felt that the implemented changes are bound to fail and as a consequence the decision will also prove to be wrong. Employees also feel that the changes in the culture are not consistent with the organisational values. Even the trust on the authorities is shaken in many cases (Vaara et al.,2012). By nature, every individual desires safety. Additionally in cases of involvement in huge organisations, with everyday changing ball games, change implementation is not properly accepted. Fear of the unknown plays a huge role in the resistance to the changes. No sort of rewards or incentives being provided also is bound to lead to anger within the employees and teams as well as leads to resistance. For prospering in the global market an organisation is required to take its employees along (Newman, 2012). A company cannot move forward without the assistance of the employees so they should aim to stop the resistance in some way or the other. There are possible ways in which the employee resistance can be stopped (Grant, 2014). It is to be kept in mind that the companies should keep updating the employees about the changes they wish to make in their existing culture. Updates should be govern at seminars as well as meetings (Hayes 2014). Employees also need to know the new and innovative business strategies and techniques to be adopted. Unless every individual of the company understands the company strategies they will not be able or willing to contribute positively to the organisation (Huhtala et al., 2013). There should be one representative from each team at all conducted seminars and meetings to keep all the teams well informed. The representatives should posses the characteristics of being vocal expressive and should have proper communication skills. Efficient personalities should help in the smooth running of the organisation. Team wise goals help the entire company in moving forward (Mitchell, 2013). Lastly the successful implementation and compensatory benefits and bonuses should be linked. Reports of time-wise performance should be kept and studied carefully for determining trends in progress. Promised rewards should definitely given in the stipulated time in order to keep the motivation alive among the employees. Change is impacted by a number of internal and external factors implementing the change requirement in any organisation. In case the negative impacts on a particular company can be removed successfully it is bound to lead to a new found and obviously better brand image. 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