Once Gar Finnvold realizes that his organization requires transformation (Spector, 2013), the first action that he needs to take is to study customer reviews on service satisfaction. From the results of surveying the customers, he will understand the flaws of the company and their expectations regarding its performance. Having understood the flaws, Finnvold, as a formal leader, needs to organize meetings with his employees at all levels, the aim of which is to formulate a new vision. The outcomes of these meetings will be expressed as a new customer-oriented direction of the company, focused on customer care and timely delivery of its services.
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In order to succeed in mutual engagement, the company has to promote the culture of common discussions and involvement of the employees. It can be organized by gathering the information and feedback on all structural levels. The next step is linked with the optimization of the structure of leadership and with implementing new positive strategies to achieve the stated goal. New proactive leaders need to appear on all levels of the company’s hierarchy. To be able to make it, Finnvold needs to focus on upward communication with the workers on all levels and to promote individual decisions.
The main goal of this communication is to motivate the employees of operational levels to participate in developing strategies that are in line with the direction of the company. Setting optimistic expectations for employee performance will not only encourage the workers to perform better but also will help in developing new behaviors of each worker. The next step needs to be based on building an emotional connection between the employees and the company to strengthen the feeling of commitment to the set goal. The last step is to introduce a bonus system that would encourage individual, team-based work, and excellent performance of the whole company.
Finnvold as a formal leader needs to learn to listen to his employees, engage them in the working process, and build effective communication inside his company. In the end, after new behaviors meeting the target are set, the organizational structure needs to be performed. This managing transformation of the company will make it competitive on the market in two years.
Spector, B. (2013). Implementing organizational change. Theory into practice. (3rd ed.) New York, NY: Pearson.