There are many different elements involved in the development of large-scale organizational transformation. For the purpose of this exercise, and through the eyes of a consultant, there are four areas that need to be explored in connection with this organizational transformation. These areas are human resources, organizational structure, leadership and trust, as well as performance indicators. How these variables are incorporated into the change process can be successful for the organization and help the overall structure of the organization grow. Moreover, the lack of attention to detail can be a mistake and cause the change process to fail.
Human resources policy
Human resources, according to this writer, are the glue that unites the organization. Human resources help to apply and develop policies. In addition, they act as front lines when something goes wrong or when a new benefit is introduced or changes occur in the industry. They then help change agents when an organizational transformation occurs. Braun (2013) describes human resources as a strategic partner rather than the old paper pushing paradigm. In addition, human resources have taken a higher vocation, in which it helps with all organizational functions, helps in formulating strategies, develops long-term goals and formulates plans to help increase competitive advantage in the market. As a consultant and working with human resources, the goal is to understand change. According to Appelbaum, Burke, Taylor, and Vazquez (2008), change is viewed as a dynamic process and can be evaluated in terms of the scale of change and which method will be used. Human resources and organization leaders need to consider how this large-scale transformation will affect current policies. For example, will the reward system be changed from a standard score to a more complex performance management system?
The organization to which his writer refers is currently undergoing a large-scale transformation. The remuneration system and compensation plan were strictly leverage, and any wage increase has been suspended for the last three financial years. In addition, many programs and benefits have been reduced, as well as reduced costs for the organization. These policy changes were a necessary evil to help return the structure of the organization. This change in organizational policy did cause a lot of problems with staff commitments, and it was difficult to retain talent, but now the storm has eroded, and the policies and benefits of organizations return to normal life when new initiatives emerge.
Organizational structure
Understanding how an organization is structured is a key task for a consultant who helps with organizational transformation. The consultant must understand whether the organization is transformational, top-down, transactional, growth, mature, global and local, to name a few. Appelbaum et al. (2008) describe transformational change as a form of corporate change and can be characterized as a development process and are a form of revolutionary change that can be described as a complete reorganization of the corporate structure. As a consultant, it is important to understand the goals of the organization, as well as provide solutions and transformational changes that are necessary for transformational leadership. Transformational leadership helps to achieve the status quo and the effectiveness of the organization, allowing its employees to do more and lead by example. Vishnevsky and Damanpur (2006) studied organizational transformation and stated that the transformation of an organization is a transition between organizational states that are characterized by structure and strategy. In an effort to help reorganize the organizational structure, management will be asked to redefine the strategy, rework the mission statement and, possibly, rebrand the new logo that separates the organization from the old and opens the door to a new era of growth and opportunity.
In the organization that is mentioned in this exercise; transformational leadership is one of their main goals and the culture they are trying to establish. Unfortunately, they lack consistent and organizational learning to continue the process of changing culture within the country. Due to the high turnover in management positions, developing a culture that will take root in organizational memory is very difficult.
Leadership communication
Organizational transformation cannot begin without the participation of all stakeholders and an understanding of the new mission. Without proper and continuous communication between leaders / managers and their direct reports, the organization will face resistance to change. The goal of leadership communication is to bring the protesters closer to the organization and give them a sense of belonging and goals. Brauns (2013) provides examples of how organizational changes should be similar to performance management to remuneration, in order to keep employees interested and to keep employees involved during a change should be a goal. For example, a reward system that is in place must express the values of the organization and must send the right message from the point of view of the organization. If employees do not understand the value of rewards or benefits, then there will be resistance to change. In addition, performance management must be eliminated, and, according to Browns (2013), they consist of three C, coherence, coordination and control. If leadership can communicate and gain the trust of its organization and followers, it will make a large-scale transformation more accessible. Without trust, employee resistance will interfere with any change.
The organization, which is a reference to the exercise, did not do well with this area of change. It seems that few people care about job descriptions or rewards during the recovery process. Despite the fact that there are various attempts to achieve the transformation of change and to provide for transformational leadership issues, they simply do not have a continuation to continue and make the difference that is necessary. In many cases, communication with leading people is scrambled and / or vague, which can cause frustration among employees. It would be recommended that consistent communication and often communication be given on the progress of the change process. With the addition of several key leaders over the past six months, stability is from within in the near future.
Performance indicator
To ensure that the organization achieves its goals on a large scale, performance indicators are also needed, as well as the fact that their employees perform internal tasks. Chen, Yang, and Jun (2006) studied a performance management system called a Scorecard Balanced or BSC. BSC allows companies to transform their overall strategy and provide effective management and leadership. This is achieved by considering the four areas of perspective. These areas of perspective are financial, customer, internal, and academic.
Throughout this exercise, internal, client and training issues were considered as major components of organizational transformation. Although the financial perspective is not an address by name, it implies a balanced organization and the achievement of this balance through a great transformation.
In this company, they have their own performance management system, although it seems to be very focused on measurement and goals, in which this author notes very non-specific and common. In addition, without a reward system, the performance management system looks mute. It is this recommendation of the writers that a small incentive must be tied to the performance indicator, otherwise the output will be black or white; either you meet the requirements and keep your job, or you quit. To maintain productive labor during large-scale transformational changes, management has been tasked with maintaining a high level of organization and ensuring excellent communication. Without this leadership, leaders and according to Appelbaum et al. (2008) the contribution of workers, which is considered a critical factor, large-scale transformational change will be difficult to achieve.
Conclusion
Organizations must change to remain competitive in the market. How they learn and use their knowledge will undoubtedly give them a competitive advantage over their competitors. When completing large-scale organizational changes, attention must be paid to human resources policy, leadership communication, organizational structure and performance management systems. All of these areas play an important role in shaping a successful transformation.
Recommendations
Appelbaum, Stephen X, Ph.D., SPHR, Berke, J., MBA, Taylor, J., MBA, & Vazquez, JA, MBA (2008). The role of leadership during large-scale organizational transitions: lessons from six empirical studies. Journal of the American Academy of Business, Cambridge, 13 (1), 16-24.
Browns, M. (2013). Aligning strategic human resource management with human resources, productivity and remuneration. Journal of International Business and Economics (Online), 12 (11), 1405-n / a.
Chen, S., Ching-Chow, Y. and Jiun-Yan Shiau. (2006). Application of a balanced scorecard in evaluating the effectiveness of higher education. TQM Journal, 18 (2), 190-205.
Wischnevsky, JD, & Damanpour, F. (2006). Organizational Transformation and Productivity: Consider Three Perspectives. Journal of Management Issues, 18 (1), 104-128.9.
