Change Management Plan
June 11, 2014
Description of the Organization in terms of Industry, Size, and History
General Electric normally known by its acronym GE is an American multinational corporation company incorporated in New York and headquartered in Fairfield, Connecticut. The organization functions through four sections: Energy, Technology Substructure, Capital Finance and Customer and Engineering. In Fortune 500, GE was ranked as the 26th biggest firm in the United States by gross income and 14th as most profitable. Global wise, the organization is ranked as one of the largest in the world among the Forbes Global 2000. The list goes on in reference to recognition of its success. It is a very well astounded green corporation very creative and innovative.
Description of how the Human Resource Program, Policy, Process, Procedure, or Initiative that has been proposed should be changed
General Electric’s organizational structure is in a hierarchical format. Share owners, the Corporate Executive Office, and the Board of Directors are at the top. The Chairman and Chief Executive Officer of the company are located between the top of the structure and the president of the seven sectors. GE organization is obviously within in a large corporation. On a small scale the structure are executive leaders at the followed by the middle managers and floor employees.
There was a struggle in creating a new vision of universal leadership possessed as imagination and generality. There was a department acquired department treated as a provision function but was conformed to aid in instructing ways to develop leaders. Assessing employees that obtain the keen skills should be rewarded opportunities to grow. There should be constant observance, performance ratings, to give keep the company fresh in the productive aspect. Both CEO down to the regular employees can seldom get comfortable with the operations will tend to result in stunting the continuance growth of the company. It is imperative to utilize methods to keep everyone in the organization up to part.
GE just as many companies, has undergone the change management process. They even used the cutting process to increased employee work ethic. By employees unknowingly who could be terminated they will ensure they are performing superbly. In order to use this process the leader has to be knowledgeable of the least effective people. GE needs stop to gain knowledge before implements. Producing a job and its responsibilities grows but the candidate is not growing with it. GE wants the employees to flourish with its job that is why development programs are set in place. GE focal point is to train their employees intensely. The company’s training packages are formulated to appeal to eager professionals interesting in furthering their career. Furthermore, GE practices several training to identify valued consumers and corporate associates.
Description of Three Reasons why this Change is Important to Make
“The concept of strategic HRM implies that HR strategies must be totally integrated with corporate/ business strategies in the sense that they both flow from and contribute to such strategies” (Armstrong, 2000) The entire HR team will implement the strategic tactics in every element of their job tasks existence has expanded outside of just recruiting, training, and dealing with employees rights and concerns. Its policies has to be intertwined with the organizational structure overall to even attempt accomplishing this change in the future.
There were four main changes introduced to the HR management system of GE and reason why
they are important to make:
1. Integrating line management methods to assist management with implement their people administration role this is geared towards the technical role of HR.
2. Line management is also needed to work with the labor connection laws and codes of behavior that explains the relationship between staff and management in the organization
3. Creating a management plan that motivate employees towards supporting overall motives of the company
4. HR systems and policies need to be run at a bearable cost
There are several HR roles such as: HR strategic scheduling, HR metrics, Organizational
strategy, Change management, Diversity management, Staffing, hiring, location, Enactment
management, Staff development, Codes of conduct, Compensation and rewards, Benefits
organization and Exit actions, that plays an intricate part in organizational change. As long the
HR staff relies on the organizational mission it will effectively executive the decisions.
Describe the Recommended Change
The proposed change is to integrate ways for leadership growth internally. GE wants to have ambitious, flexible leaders that will valuable in any of its location globally. There are employees are not fully apply themselves. The company wants constant innovativeness from its employees that is why continuous performance measurements will be done more frequently to keep employees’ goal driven not comfortable. Comfort leads to settling which decrease growth overall. Creative, innovative leaders are what GE wants to accomplished.
Development of a Strategy That Illustrates how each of the Eight Stages of Change
Would be Addressed
Dr. John Kotter has established an eight stage change model that should prevention organizational failure. An organization should factor the impact of change as a whole in every element possible to determine whether it is change would be ultimately great for its company. Failure can be avoided if knowing the change that is needed to occur and executing it efficiently. Change is always needed for growth without this ability to adapt to change companies cannot thrive.
The 8-Step Process for Leading Change
Step 1: Creating a Sense of Earnestness
Help others see the severity for change aiding in the continuance existence of the organization in for them to be employee to influence the urgency to act on change.
Step 2: Generating the Supervisory Coalition
Accumulate a group with sufficient power to principal the change exertion, and encourage the group to exertion as a team.
Step 3: Evolving a Change Apparition
Form a vision to help the change to be acceptable and smooth, and ensure it is achievable.
Step 4: Collaborating the Image for Buy-in
Make sure as majority is on board with the change and comprehends it.
Step 5: Authorizing Broad-based Deed
Omit anything that jeopardize the change or vision, and encourage risk-taking and nontraditional concepts.
Step 6: Engendering Short-term Victory
Highly recognize short goals among workers who were involved achieving them. This
demonstrates the positive results of change to the workers.
Step 7: Never Leasing Up
Use increased reliability to alter structure that don’t comply with the mission statement of the organization, also appoint, promote progressive employees who can embellish the vision, and finally refresh the process with new projects, themes, and change mediators.
Step 8: Integrating Changes into the Culture
Emphasize the new direction of the company through its gradual organizational success, and develop leadership progress and succession.
Identification of Potential Resistance to Change and Description of how the Resistance Would be Managed
RTC (Resistance to Change) is a strong factor when it comes to restructuring an organization. Individuals’ resistance to change is examined more than just a strong behavioral expression. Researchers presented that RTC deal with people apparent comfort in a company but it depends upon the demographic and culture of the employees. (Oreg, 2003)
Today’s change is constant within the workplace environment. Mergers, acquisitions, new technology, restructuring and downsizing are all factors that contribute to change. There are different types of organizational change in different perspectives, including planned versus unplanned, organization-wide versus change primarily to one part of the organization, incremental (slow, gradual change) versus transformational (radical, fundamental), etc.. Depending on the change one of the methods above can help deal with the many frustrations during change. In this case the potential resistance will be employees being rebellious against the constant monitoring of their performance. In their perspective it will be viewed as if they are set up for failure to get them terminated. Not viewing as GE is only trying to identify potential candidates for leadership skills from within instead of looking externally. To manage the resistance a face-to-face discussion of the intense performance measurements tactics will ease employees mind to reframe from thinking they are being targeted for elimination of opportunities.
Description of Communications Strategies
Communication among employees is a very significant part in any organization. In order to obtain success, effective in its communication among the employees is necessary. Furthermore a SWOT analysis prepared for an organization can work in its favor more effectively. Preparing this and channeling it to the employees about the organization is taken their perspective into consideration. Underscore and explore is a very effective communication method, it engages employees in the change process and identifies obstacles that needs to be addressed. Lastly I would use an interpreter to convey it to the employees so they will be willing to take heed and possible change their perspective on change.
Proposal of Two Diagnostic Tools to Identify the Changes That Need to be made in Organization
Resistance to change should not be taken lightly, it is very much problematic. Any change in the organization should focus on getting thee employees supportive of it. Regardless if the change is for the good without the majority supportive the implementation will not be effective. The illustration explains the two tools required for the changes that need to be made in organization.
Change distrust factor is always a variable that will exist, but depending on the reason behind the distrust is what will alter the dependent variables.
Recommendation of Two Strategies for Sustaining the Change
GE, there are many important functions that need to be acknowledged before making any sort of change especially, employees’ consent is very important to be noticed. These two recommendations organizational commitment and vision awareness will aid in sustaining the change. Employees having an organizational commitment will decrease the resistance to change. Vision awareness makes employees knowledgeable of the company to understand why the change is necessary. Individuals’ will not be supportive of something they are not educated about. Overall keep employees in the loop prior and during the change will make the change smoother and effective.
Akin, Gib; Dunford, Richard; Palmer, Ian;. (2009). Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill.
Armstrong, Micheal;. (2000). Strategic Human Resource Management: A Guide to Action. London: Kogan Page Limited.
Kotter, John P; Collins, James; Porras, Jerry; Duck, Jeanie Daniel; Pascale, Richard; Athos, Anthony;. (1996). Harvard Business Review on Change. Boston: Harvard Business School Publishing.
Kotter, John;. (2012). Leading Change. Boston: Harvard Business School Press.
Oreg, S. (2005). Dispositional resistane to the adoption of innovations. Proceedings of the Annual Meeting of the European Association of Work and Organizational Psychology .
Oreg, S;. (2006). Personality, Context & Resistane to Organizational Change. European Journal of WOrk & Organizational Psychology , 73-101.