Managing Organizational Change For Organizational Design...

MANAGE ORGANISATIONAL CHANGE Implementation Strategies: Planned change that took place Action Plan: Change in organisational design by reporting systems, operational processes and size of teams, while roles were redefined by definition, job title and remuneration. Tasks – Most jobs were redesigned including more responsibility for staff in management roles and multi-functional tasks for other staff. One of these job designs is called job enrichment, which is the increase and deepening of motivating factors built into a job (Wood et al, 2010). Some of these enrichments used by new management were increased responsibility and accountability, less control and more freedom in the job and more recognition. Training Plan: Improvement of†¦show more content†¦Recognition was given in addition at meetings and performance appraisals. This is the observable culture, however as Wood et al (2010)explain, shared meanings and stories are other powerful aspects of culture and this can be observed at True local by the high turnover of staff by both stories and norms that communicate the need to work hard to perform in the job or leave. Cultural symbols include trophies for ‘employee of the month ‘awarded to the highest performer. These symbols serve to transmit cultural meaning (Wood et al, 2010). In the sales department a large subculture can be observed. Wood et al (2010) explain strong subcultures are often found in high performance task forces where people share similar values and backgrounds. This subculture included men between the ages of 22-30 yrsthat have no formal education, drink alcohol excessively, are passionate about technology, highly materialistic and view wo men as sex objects, which can often be observed by their language and behaviour. Moreover this culture is likely to be influenced by the national culture of which the organisation is embedded (Wood et al, 2010). In fact this subculture existed in the old culture before the restructure of which the company held ‘diversity training’ focused on discrimination and fairness within the workplace resulting in terminations. According to The Economist (2008), in the economicdownturn companies need ‘Generation Y’ as hungry 25-35 year olds