Initiating change in an organization can be a difficult act. However, when the correct measures and influence are employed in a strategic manner, the change objectives are realised. Communication and interaction with the different players of change is fundamental task that need to be carried in a well defined manner.
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Kudler Fine Foods Virtual organization is undertaking organizational change with the aid of a consultant. The client- interaction strategy used will determine the ultimate success of the intended organizational change.
The main players in the change initiative
The Kudler Fine Foods Virtual Organization is planning to install new information systems management which implies that the flow of information in the organization will be changed. Different members of the organization will be involved in the change process. Based on the Kudler Fine Foods organizational charts, following are the main players of the change initiative.
The administration that operate the three Kudler Fine Foods branches and they are the La Jolla store, Del Mar store and the Encinitas store. Other key players include the different employees of the organization which operate different stores.
The employees fall under the finance and accounting department, sales and marketing, human resource, customer care, operations and the information technology departments. An internal change management in an organization should involve all the employees in that organization.
The dynamic of power and leadership in the organization
The different branches of the Kulder fine foods operate independently from each other although they are managed by the same administration. They have different store managers who report to the overall management team chaired by the Kudler Fine Foods.
However, the ultimate power is held by the President Kathy who is the sole owner of the organization although the organization has a structure in which power trickles down. At the top of the organizational administration structure is Kathy the president followed by other administrative members. The power dynamic can be classified as a legitimate, coercive, and rewards.
It is legitimate in the sense that she is the sole owner of the company. Different departmental stores have different managers and supervisors who execute their power on the employees making it coercive. Lastly, the organization uses psychological and monetary rewards on the employees. The different supervisors carry out evaluations which are used to benchmark the employees’ performances.
They are used in the reward systems where active employees are rewarded through high pay increase, bonuses, promotions, and high levels in the organizations. KFF has a well elaborated structure which has a chain of command in executing management powers.
On the other hand, the leadership of Kudler leadership style can be classified as autocratic with minor elements of democratic leadership. Katy fires and hires employees, signs all inventories, makes all the orders as well as controlling all the finances (Kudler Fine Foods, 2003).
This makes the leadership autocratic. The democratic aspect arises as Katy has to make consultation with different branch managers and other departmental heads. She also interacts with the employees on a weekly basis.
How to leverage the existing power structure to facilitate the change initiative
To facilitate the expected change in the management, the power of Kulder Fine Foods and the leadership need to be transformed. The power can be leveraged through the initiation of power dynamic that allows the participation of supervisors and managers in decision making process. Powers sharing ensures less resistance in the change process initiative.
Developing an organizational culture that recognizes the power structures would be more appropriate. Power distribution among different members in an organization ensures that communication is necessitated.
This can be achieved through empowerment of the different employees at different levels of the organizational structure. When the managers are given the required power, they can be in a position to influence their juniors and other subordinate staff making it easy to initiate the projected change (Boonstra & Gravenhorst, 1998).
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Influence tactics applicable
Different influence tactics can be used to initiate change in an organization. For example, dialogue can be used among the managers to arrive at a consensus (Boonstra & Gravenhorst, 1998). This ensures openness and reduces the chances of having resistance to the change being initiated.
Different managers and supervisors could be involved in the change process to make them part of the change. Their presence acknowledges representation of their juniors which ensures power sharing and motivation are ensured.
The different motivational approaches can be used to influence the power at different levels (Boonstra & Gravenhorst, 1998). For example, reward system can be used on employees and emphasize on the need for the anticipated change.
This would win the employees. Managers can be assured of the power of the power sharing and mutual decision making processes. This would ensure that the change is accepted as power is given to some of the change agents.
Initiation of change in an organization is necessitated through well established structure where every person/employee feels as part of the change. Through communication and dialogue, change can be initiated.
The different leadership styles and power structures also determine how communication of the change vision is necessitated. At KFF organization the initiation of change can be achieved if proper communication network is established.
Boonstra, J. J., & Gravenhorst, K. M. B. (1998). Power Dynamics and Organizational Change: A Comparison of Perspectives. European Journal of Work and Organizational Psychology, 7 (2), 97–120
Kudlers Fine Foods. (2003). 2003 strategic plan. Retrieved from http//: www.gettingoin.com/files/33124946.doc