Dividing an organization regarding department is important when handled in the right manner and the Human Resource department is involved in the process can be advantageous. Such a change is quite significant, and if done correctly, it would mean that employees get more control over daily operations. Departmental Segregation also means that the organization executive arm gets to concentrate on the management of the organization and leave the micro-management to a department head. Departments are important in that they have defined goals which are aligned with the organization goals which contribute to effectiveness and performance of the employees. To handle the departmental loyalty problem certain measures need to be taken to help the HR department in dealing with conflicts arising from it. These measures include; when making a significant change such as the introduction of department Human Resource department need to be trained on how to deal with issues that would arise from the change. The other measure is that employees need to be taken through the importance of departments, how to relate with other departments and define departmental goals for them so that they can align them with the organizational ones.
Target company needs to make changes in the IT department and the main reason being that implementing change will ensure that the efficiency of the department is improved and hence organization in general. The Target organization IT department is important to the organization and the main reason being that it enables the storage and connectivity of the organization with the globe through the provision of the internet connectivity. Changes to be made within the organization must be about the goals and the objectives of the Target institution. To solve the problems in the company, several changes need to be made with the aim of improving efficiency within the organization and the most important change is ensuring that the head of the department has knowledge on matters relating to information technology. The above change is important because it will enable the department to have a sense of direction in the implementation of the new proposals and the flow of activity will be smooth. The proposed new IT department will require a new office that is much wider compared to the current one and the main reason being that more machine and equipment will be required (Cameron, & Green, 2015). Machines and more personnel within the department will require more resources and hence the budget allocation for the department should be increased. The other important element that requires being addressed by the Target organization is training the employees on the importance of the adoption of the technology within the organization. The most suitable recommendations to the organization to improve the efficiency of the IT department are several and through implementation, the department will perform exceptionally. The most important element is ensuring that all the equipment required are made available by the management, employing competent individuals who have knowledge and passion in the information and technology. Developing a process to impact the efficiency of the department it is important to determine the organization s culture. The culture of the Target Company is mainly centered on offering quality services to the clients. The organization has created a philosophy that is mainly consumer-centered (Qian & Daniels, 2008).
The plan to solve technology innovation problem should be made of certain steps which include; allocating the necessary funds to the IT department to handle the changes and keep up with technological trends. A proper budget means that the department can purchase, do research and employ all the necessary personnel to handle innovations. The next step should be benchmarking which involves doing research on firms which have installed the innovations and how they work. The process is meant to provide the necessary information on the best models that would work for the organization. The hiring of experienced personnel to the department should be the next step which means that a team that can handle the innovations should be in place to assist with the transitions. The hiring process can be substituted by training the existing employees in the IT department if it's cheaper than employees' new ones but the goal is to ensure the right personnel is in the department. The last part of the plan should be to engage the entire organization on the importance of the innovation how to deal with the new changes and address any conflicts that might arise from it. The last part of the plan is particularly important since it not only addresses issues that might arise from the new changes but also ensures that the innovations align to the organization goals (Thomas & Hardy, 2011).
The change model
The plan will be based on Kotters eight step change model which will be made up of; the IT department will have to push of the urgency of the need for the innovations especially to the executive management (Jones, 2010). The step does not only push for the urgency but also the importance of the need for the change providing all the necessary requirements. The next steps are just as a measure to ensure that the right aspects for the change are in place which is the right team, a vision and a communication of the innovations. After the implementation of the innovation and the entire organization has been fully informed of the new changes the rest of task falls with the IT department which is supposed to monitor the performance. There should be short-term goals for the department handling the changes which are supposed to be the measure of efficiency and performance. If the new change was to pass the performance test, then the IT department should ensure that it remains permanent as well as align it with the organization culture to ensure its knowledge is passed down to new employees.
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Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 75.
Jones, G. R. (2010). Organizational theory, design, and change. Upper Saddle River: Pearson.
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Thomas, R., Sargent, L. D., & Hardy, C. (2011). Managing organizational change: Negotiating meaning and power-resistan...
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