Introduction
Being adaptive and flexible can be regarded as a central feature of a successful business in the modern business world. Indeed, the evolution of any company involves a period of growth, and this period is often associated with the need to implement change (Parry, 2015). The company in question, ABC Company, Inc., is quite small, with approximately 50 people currently employed. The company produces widgets that have become rather popular.
As the company considers expanding, it is especially important to have an efficient change implementation process. The company should pay specific attention to internal communication as the existing channels and practices are ineffective and harmful to the company’s development.
Corporate organizational change processes
The initial stages of change implementation include research and the creation of a sense of urgency (Campbell, 2014). When carrying out the research, it is necessary to pay specific attention to areas such as organizational culture, reasons for mistrust, existing channels of internal communication (if any), and so on. The creation of a sense of urgency will require the development of efficient communication channels. During this process, the head of the company should take an active role, as he can inspire employees to commit themselves to the complicated process of organizational change.
It could be effective to have a companywide meeting in which employees are informed about the major procedures that will take place, with the head of the company present. If it is too difficult for the head to participate in such meetings, he should delegate the task to his representative. Before this meeting, the employees should share their views on the company’s future, possible means of company development, preferred communication channels, and so on. This feedback can be provided through brief memos or reports.
Most importantly, it is essential to introduce significant changes to the company’s organizational culture with a focus on internal communication and collaboration. Badham, Claydon, and Down (2012) stress that organizational culture is the key element of an efficient change implementation process. The organization in question has two major issues: a lack of communication between mid-level employees and a general distrust of managers among employees.
Therefore, it is essential to introduce regular meetings of mid-level managers who will work on the development and implementation of the expansion strategy. Each manager will come up with a plan to ensure the sustainable growth of his or her department. During these meetings, the managers will collaborate to develop a consistent strategic plan to ensure the company’s growth.
Furthermore, it is necessary to implement research to identify the particular reasons behind the employees’ distrustful attitudes and high rates of turnover. This research can be done in the form of a survey (Campbell, 2014).
The most appropriate intervention will be developed based on the results of the survey. At the same time, it is clear that one of the major issues is a lack of company-wide communication. Therefore, it is essential to develop a framework to ensure efficient communication. First, regular meetings and workshops involving employees from different departments should be scheduled. Secondly, the company should adopt a digital platform for knowledge-sharing (Parry, 2015). The company should use an effective information system that will help employees communicate and collaborate effectively.
Conclusion
In conclusion, a lack of communication is the central issue for this company to address. The company should develop an efficient framework and digital platform for company-wide communication. Regular meetings and workshops should be incorporated into the organizational culture. It is also important to carry out a survey to identify factors contributing to the employees’ distrustful attitudes and significant turnover.
References
Badham, R., Claydon, R., & Down, S. (2012). The ambivalence paradox in cultural change. In D. M. Boje, B. Burnes, & J. Hassard (Eds.), The Routledge companion to organizational change (pp. 407-425). New York, NY: Routledge.
Campbell, H. (2014). Managing organizational change: A practical toolkit for leaders. Philadelphia, PA: Kogan Page Publishers.
Parry, W. (2015). Big change, best path: Successfully managing organizational change with wisdom, analytics and insight. Philadelphia, PA: Kogan Page Publishers.