Case Study Example: Application of Change Kaleidoscope to Rowling Energy Plc.

Date:  2021-04-02 13:19:30
6 pages  (1768 words)
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Wesleyan University
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Case study
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Change is a crucial aspect of each and every organization in order to survive the competitive markets especially due to the upcoming dynamic factors such as globalization, firm consolidation and advanced technology. Rowling Energy plc has incorporated the change in their strategic plans with the aim of enabling the companys success and reformation of its public image. In that the change in management brought about the transition of the organization at both management level and employee level to attain the future goals objectives of the company. The appointed CEOs of the Rowling Energy organization incorporated strategies that propelled direction and approaches that effectively took into account the external and internal environments. Therefore in effecting change in a company, it requires critical thinking skills that evaluate all aspects of a corporation to enable its success. Hereby, the analysis will focus on the different models applied by Rowling Energy CEO named Jay Jameson to effect change and culture within the organization.

Question 1

Application Balogun and Hope Haileys Change Kaleidoscope model

The strategic change that Jay Jameson saw the need of establishing is the change of organizational culture and the style of conducting operations across the organization. The CEO initiated the change process by identifying the firms current competitive position, the internal contexts and realized there is a need for change, especially within the internal environment in order to maintain the share price and low costs. Eventually, Jay Jameson realized that the desired cultural change can be generated in the future by transitioning the organization and designing a process that will bring about the change. Eventually, the CEO of Rowling Energy managed to enable the change which resulted in better working relations among employees and offering of quality services to customers (Hailey, 2002).

Jay Jameson strategically has used the change kaleidoscope model by critically analyzing the organization context and thus made effective implementation options. The importance of Kaleidoscope model to an organization is that it provides a wide range of implementation options and contextual aspects of analysis. The model acquires three steps that are used to effect change which include; assessment of contextual enablers and constraints, determination of the change process, and making selection of other change options. Therefore, CEO Jameson integrated these aspects with the need to establish cultural aspects within the organization.

First stage

Application of change Kaleidoscope to Rowling Energy organization case study

The first stage of change for Rowling Energy entailed the incorporation of contextual facilitators and constraints which are aspects of Kaleidoscope. These contextual enablers aspects include; the time, diversity, scope, and capacity while the constraints aspects are such as the preservation and readiness.

Time: There is the need to incorporate the aspect of time in enabling change. When Jay Jameson was implementing change he critically calculated the time that should be taken to effectively establish an efficient culture. Therefore, time stands as a measure of the needs that are required to be implemented in the view of improving the business environment since there is an urgency of time to facilitate internal change.

Scope: The Rowling Energy organization incorporated a change process that entailed realigning of employee behavior. The initial CEO named Steele did not establish a relationship between the employees and management or among the employees, therefore, Jameson took the initiative of establishing a relationship by taking into account the views of employees, engaging in field work activities and invested in a series of management training programs to enhance the management staff. These strategies did not only straighten the behavior of employees but also increased their morale towards work and creativities thus, the aspect of scope is positive towards change.

Preservation: Preservation is a constraint aspect of changing of Rowling Energy because the innovative and talented workforce have to be retained as a know-how of the firm. The CEO Jameson in-depth incorporated this preservation constraint by improving the skills of the managers through training programs and highly retained them to train the rest of the staff effectively instead of employing external consultants. Therefore the preservation constraint is negative because it does not require change.

Diversity: Through the management of the CEO Jay Jameson he was able to incorporate the aspect of diversity as an enabler of change in the organization culture by abolishing the old management style that was based on being subjective approach whereby bonuses were given upon to the employees was friends with rather than once performance. He incorporated a new system that has a set of measures in aspects of competency, innovativeness, creativity and quality of services.

Capability: Under the new management of Jay Jameson, costs management and consistency of supply are the core capabilities of the firm. Therefore, it has made major steps in increasing its internal capabilities.

Capacity: Rowling Energy is adequately affluent for boosting the shareholder value, improvement of the organizations performance, improvement on the health and safety aspects. Thus upon the change program capacity is rated as positive.

Readiness: In the case of Rowing Energy readiness is positive to change because the employees are highly aware of the cultural changes made and rewards for performance strategies.

Power: Due to the preservation of employees in Rowling Energy organization, the power of management to impose further change is limited thus the aspect of power stands as neutral.

Observing the nature of results for change above, Rowling Energy under the new CEO made a decision to reconstruct the entire organization system from the directorate management to incorporate change and readiness for the long-term transformation of culture.

Second stage

After creation of awareness in the first stage, the Rowling Energy has developed fundamental modifications whereby they retain the aspects of time, diversity, capacity and power and incorporating new features.

Time: Hereby, there is no urgency for change thus time is positively marked

Scope: In this case, analysis scope is constrained due to the long-term challenges resulting from transformational change

Preservation: The organization realizes there is need a change in workforce thus the aspect of preservation decreases.

Diversity: Rowling Energy is homogenous firm

Capability: The capability of the organization is enhanced through the implementation of ratio program and field work training.

Capacity: The Company maintains a huge capacity for an increment of shareholder value.

Readiness: The readiness aspect still remains constant because the CEO created much awareness on the cultural changes within the company.

Power: The executive management is still retained thus power remains neutral.

Further fundamental changes include:

Change path: Rowling Energy Company has taken the initiative of evolution path by reconstructing and of internal company strategies to attain long-term transformational modification. Moreover, it is observed that there is the transformation of Rowling Energy reputation and brand though there is increased focus on boosting shareholder value. There is a substantial change in employees behavior, values, and morale (Balogun, 2016).

Starting point: The Rowling Energy focuses on change by starting with the management to the employees by offering training programs.

Style: The style of change implemented is observed to be collaborative by analyzing the firms strategies and the change process initiated by the CEO Jay Jameson.

Target: The target of change is on the internal culture of the organization and level of performances.

Intervention: The Rowling Energy is using the inventions for healthy and cultural environment via restructuring and control systems, and providing training programs in order to effect change.

Roles: The Rowling Energy is operated by the CEO who focuses on improving the skills of his employees, therefore there is no need for an external consultant or change of roles.

Time There is no urgency for change thus time is positively marked

Scope Analysis of scope is constrained due to the long-term challenges resulting from transformational change

Preservation Organization realizes there is need change in workforce thus the aspect of preservation decreases

Diversity Rowling Energy is homogenous firm

Capability The capability of the organization is enhanced through the implementation of ratio program and field work training

Readiness for Change In the case of Rowing Energy readiness is positive to change because the employees are highly aware of the cultural changes made and rewards for performance strategies

Power Executive management is still retained thus power remains neutral

Question 2

Johnsons Cultural Web model

The Cultural Web seeks to identify elements that are interrelated that assist in developing Johnson and Scholes paradigm. The paradigm refers to the model of the working environment whereby it analyses certain factors that bring light to the culture of an organization. In that, the Cultural Web model analyzes organizational aspects that are operating properly and the aspects that require change. The six elements of this model include; power arrangements, Rituals and practices, Companys structure, symbols, stories, and control systems (Johnson, 2013).

Using application of the Cultural Web to compare and contrast the culture of Rowling Energy with the initial management and the current management.

Stories

When Steele was the CEO of Rowling Energy in January 2014, he was acknowledged to have a macho management style whereby he got along with employees who conducted skilled manual jobs but did not establish a conducive relationship with the professional staff. He was highly reputable for shouting and swearing in the office and undermining the functionality of the subordinate staff. In terms of his behavior, he was reputed as rife and acquired an image of pugnacious. On the other hand, under the new management of CEO Jay Jameson, the employees praised his efforts in reconstructing the relationship between employees and the management and saved the organizations funds and helped clients. Further, the customers and stakeholders observed the tremendous amount of cultural change that enabled workers to work with morale and efficacy. Due to these highly reputable stories, he won an award for the health and safety performance. Globally, the company is acknowledged as an entity that focuses on empowering and treating employees fairly who in turn is motivated to provide services to customers with satisfaction. Due to the radical changes made by the current management employees look at the history of the company that was full of the negative work environment as compared to 2015 where they feel a sense of greatness and pride to be part of Rowling Energy because of the positive work environment. In accordance to the stories told by the employees, stakeholders, and customers the hero of the company is Jay Jameson for identifying threats and impacting solutions that are of long-term effect.

Rituals and Routines

Under the management of Steele, the employees expected to be either demoted or relieved of work especially because of the restructuring of the company where it was expected that the functional heads of Goliath Company to complete with senior employees from Bantam Company. The behaviors of the CEO and the routines he was encouraged adversely affected the employee morale towards work, it led to high re...

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