Change Management at the Minzer Company
Change is relative to a thread. It is intertwined into both professional and personal components of lives. It has the ability to steadily occur within the environment mankind dwells in and even beyond.
This reflective treatise attempts to explicitly review the successful organizational change involving implementing a flex friendly work schedule in relation to models and philosophies of change management within the Minzer Organization. Besides, the treatise identifies the keys to successful implementation of this organizational change.
Implementing the Flex Friendly Work Schedule
Changes in an organization can be either planned, unplanned or both (Battilana & Casciaro 2012). For example, the planned change which was introduced within the Minzer Organization encompassed implementing the flex friendly work schedule by introduction of a communication plan for tracking response progress for all the staff.
The communication plan was meant to embrace the company’s technocrats to decide on the period required to make proposal viable through the company’s board of directors, the company innovation engineers, head of departments, and the company communication representative agent who are the main stakeholders. The staff members embraced this planned change and the response rate was recorded at 72%.
Reflectively, this change was accepted since it appealed to the immediate and long term interests of the staff and it made the hierarchy of operations in the company predictable (Newman 2012). Unless they take a positive attitude to embrace change and create an environment that motivated change, quantifiable change may just be a dream (Battilana & Casciaro 2012). Fortunately, the positive attitude and direct participation of all the stakeholders made this organization change very friendly.
However, one part of the implementing a flex friendly work schedule faced resistance from some of the staff. Due to increased aggregate for the company’s product, the company decided to increase on the supply through adding of an extra machine to boost on the capacity.
However, this part was met with heavy resistance since the argument from the implementers was that the company did not consider increasing the human capacity or offering incentives to support this change. Since this was a onetime change, there was no room adjustment and making improvements. However, the employees were convinced to embrace the change through series of incentives.
Steps involved in implementing the flex friendly work schedule
Professionals are obligated to ensure change in an organization should be able to come up with strategies that will ensure that there in a need for such a change to take place instead of simplifying on the benefits expected from such changes. The change agents should take up the role of ensuring that they offer assistance to others in order to embrace inclusive change in their organization (Newman 2012).
In view of change to occur in any organization, all change agents must be able to make an analysis of the system that they will effectively operate and function in. The elements of that change should act on human will to move towards the desirable direction (Battilana & Casciaro 2012). The speed at which such changes take place in an organization should be continuous.
One way to effectively implement a successful organizational change while working in an organization is through seminars and workshops as was the case at Menzer Company. Effective implementation of project changes by an organization requires full involvement of the stakeholders at different levels (Battilana & Casciaro 2012). This makes the agents and targets of a change element to understand reasons behind their involvement and benefit from such changes.
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381–398.
Newman, J. (2012). An organizational change management framework for sustainability. Greener Management International, 57(3), 65–75.