This states that individuals get satisfaction when they make decisions. Therefore, by involving our employees in the organization to help in decision making, we satisfy them and this encourages morale in their work (Larson & Lafasto 1989)
Staff activities should also be different from line functions. Definitions of the channel of communication need to be proper (Lewis 2011)
Flexibility helps the organization adapt to changes that might occur in the path of its functions. The transformations might be in terms of technology, operations, or strategy (Lumpkin & Katz 2007)
Teamwork also creates understanding among employees. One gets to know the weaknesses and strengths of others (Maxwell 2002)
The organization should also manage resistance among employees of the organization to align them to the general direction of the organization strategically. Moreover, the organization should provide counseling to its employees, which will help in alleviating any fears that relate to change (Senior & Swailes 2010)
However, tasks that are of high priority receive exceptional attention. The number of employees in these tasks differs because of the difference in priorities (Slocum & Hellriegel 2009)
The change in use of software would have preceded the change in job design in appropriate change management plan. Measuring results The results of change and strategic management should be tested through application of effective methodologies (Bergh & Fairbank, 2002)
There were three more steps that proved a challenge, these were: Managing healthy attrition, monitoring the implementation, and communicating the potential challenges to team leaders within the design department. Developing a vision and communicating that vision to the concerned stakeholders, including the executives such as CEO, CFO, COO, and the employees, is the most important aspect of any change management program within an organization (Kotter, 2007)
It must balance the decline in the housing market and larger contractors with ways to entice women into the store to purchase higher ticket items and use Home Depot's services in the design paradigm. Blake has focused less on expansion and more on internal performance, believing if the organization can get its stores to perform, expansion will be on the table in the future (Home Depot, Inc
" Focus on the "orange apron cult" -- success of failure in communicating change will happen at the micro level between the sales association and the customer. Focus on the digital experience; WOW the customer with up-to-date new technologies that are a big "bang" for a small investment Price wars cannot be won over time in the 21st century; therefore, Home Depot needs to take the battle to the consumer and win with service and attitude (Aluise, 2012; Cardin, 2011; Tode, 2012)
Change Management Scenario The contemporary business environment is rapidly evolving. Globalization has taken over the organization environment, and with this business is forced to undergo continuous and rapid change driven by increasing stakeholder expectations, new technological advances, and competition that is not only global, but viral (Bendell, 2005)
Nardelli's replacement, Frank Blake had to then oversee the layoff of several thousand associates, closing of 54 stores, and sales in 2009 about $20 billion down from previous years. Home Depot, once a strong international presence, has had to close many of its operations in China, while still seeing positive growth in Mexico and South America (Burkitt, 2012)
Essentially, this involved moving the culture into a more professional organization, but one that was in touch with the cultural changes of the new century. This included a more structured approach to modern design, streamlining of the supply chain, increasing awareness of cultural diversity among employees and philanthropic causes, and greater executive managerial control over product placement and pricing strategies (Charan, 2006)
Typically, aggressive and rapid change management systems germinate within the private sector -- only after trial and error, testing, and numerous permutations did they become standard within the public sector organization. This paradigm, however, changed in the late 1990s with a combination of rising client expectations to effectively address major socio-culture, economic, and demographic issues, and change in governmental oversight and minimal requirements pushed management in the public sector to adopt more entrepreneurial trends (Choi, 1995; Fairfield, 2001)
This paradigm, however, changed in the late 1990s with a combination of rising client expectations to effectively address major socio-culture, economic, and demographic issues, and change in governmental oversight and minimal requirements pushed management in the public sector to adopt more entrepreneurial trends (Choi, 1995; Fairfield, 2001). Change management within an organization involves a number of variables: internal and external theory management, change planning and specific strategic and tactical methodologies that will ensure the likelihood of long-term success (Culp, 2001)
The difficulty for most managers, and all levels, is to encourage dissent without feeling threatened by it. As the axiom of a wise CEO said, "I don't shoot messengers -- that's why I have them" (Goffee and Jones, 1996)
HP is putting some of its hopes on Europe's second largest software company, Autonomy, to mitigate some of the barriers it faces now on the global market. Their challenge is indeed global, they will need to optimize the organization so that Whitman can use her skills to navigate the transition period (Kolakowski, 2011; Ricadela, 2012)
All this change culminated in the appointment of former eBay CEO Meg Whitman to lead HP. Whitman had marching orders and within six months restructured the printing and PC divisions, announced plans to lay off almost 29,000 employees, and want to streamline their operations to use solar energy and other renewable sources while still remaining viable globally (Whittaker, 2012)
It is often a subconscious means of protecting oneself from harm or anything that threatens their sense of stability. There are three primary levels of resistance (Beutler et al
Change management involves the redesign and improvement of operational processes and systems so that the resources required for delivering goods and services are optimized to their full potential (Menconi & Desmond, 2000). This improves productivity in just about every business units and department including purchasing, manufacturing, shipping, packaging, supply chain, human resources, marketing, finance, and information technology (Ferreira & Andrade, 2011)