Phyllis Young

Managing Change at Gulfstream

Hector Quiroz, Joel Arellano, Carl Dye

MGT/426

4/30/15

Elyse Polokoff

Introduction

This paper analyzes Gulf Stream an aviation corporation’s change management practice. The change that the company is undertaking is improving the training and development practices. Some of the change management features that are tackled in this analysis include cultural diversities, and utilization of change models.

Define and explain the importance of understanding shared vision and organizational culture in the context of change for your selected organization

The vision of the company is the definite goal that all the energy in the company is directed towards. On the other hand, the organization culture refers to the way things are done in an organization. Gulf Stream’s vision is to be a leading airline company with global presence (Kerzner, 2013). This vision needs to be shared as the training program is being rolled out. First, the trainees are expected to work towards achievements of the objectives that have been set by the board. The objectives are mainly set with a view of helping the company to achieve its ultimate vision. Thus, the trainees need to understand the vision very well.

The vision of the company

The vision of the company should not be a paper policy but the spirit within the organization. Including the vision in the training program creates the same spirit. Thus, the trainees become part of the vision implementers. The employees, who are targeted in the training program, are meant to be the first ambassadors of the company to the external environment (Cameron, & Green, 2012). Communicating the vision through the training helps in reducing innocent misrepresentation of the employees once they are outside the company premises. Knowledge about the vision on the other hand, guides the employees when they are faced with questions regarding the company. At times, the employees might not be briefed about a situation (Campbell, Jardine, & McGlynn, 2011). But having known the vision of the company, any employee can give general answers on what is expected to be the position of the company with regards to the vision.

The organizational culture

One factor about the organization culture that has to be included in the training development at Gulf Stream Company is customer care. Being an aviation company, the staff will be expected to interact with different kinds of clients. Thus, there is high likelihood that some will be irritating while other may seek undue attention at the expense of other clients on board. The company has to develop a standard paper that guides the employees on how to deal with special cases that are foreseen in the development of the policy (Kerzner, 2013).

The organization culture is partially dependent on the nature of business. The aviation industry welcomes passengers who are drawn from different types of the world. This means that the diversity in the client base is as diverse also. In order to ensure that these diversities are well represented in the training, the training development shall include training on languages, psychological management and unstructured situation decision making. The more diversity in languages, for example, the easier it shall be for the company to interact with persons who are convenient with only one language that is not dominant (Cameron, & Green, 2012).

Another organizational culture that should be communicated in training and development change is the model of solving internal and external problems. The employees who are being taken through the training exercise are bound to meet challenges and have to be aware of the best practice that they have to follow. The following factors of organizational culture in conflict management shall include:

· Who is responsible for each type of a problem

· If an employee has a suggestion on a problem, how can that suggestion be communicated

· How is a problem arising from organization culture dealt with

· Can an employee solve a problem that is urgent and communicate to the management latter.

The other important factor in organizational culture that must be included in the training exercise is the organizational structure; this includes level of hierarchy and the models of communications within the company (Kerzner, 2013). The organizational structure includes the correspondences that are used when communicating horizontally and vertically.

Examine modeling as a facilitator of change and explain the three models of change

The change that the company is anticipating must be carried out in an orderly manner. This includes utilization of a change model where a clear path is followed to achieve the change (Campbell, Jardine, & McGlynn, 2011). The model explains how modifications to the given path are done and who is responsible for each step. Below is an explanation of the three models of change

1. Lewin’s Change Management Model

This change management model is based on three major levels of change. These levels are: unfreeze, transition, and refreeze. The model identifies the rigid organization culture that the company had been using as a freeze system that is not flexible. In order to exercise change, this rigidity needs to be broken. For example, Gulf Stream would allow its employees to utilize the past guidelines as well as the guidelines that they learn on the way to deliver their services to the company (Huczynski, & Buchanan, 2013).

At the transition stage, the company takes the employees through the training and replaces the old system with the new system. The management has the liberty to use pilot change transition or change in one run. This change management model does not specify the transition model to use (Bens, 2012). After the management is satisfied that the new model is working, the company refreezes the systems and they become rigid again.

2. McKinsey 7-S Model

The seven-s model refers to seven factors that must be included in change management; Shared values, Strategy, Structure, Systems, Style, Staff, and Skills. Each of the factors is used is analyzed clearly and specifications for each factor documented (Kerzner, 2013). The documentation is used in the pilot program to check the validity of the new system. After the seven factors have been verified, then the change process is finalized.

3. Kotter’s 8 Step Change Model

This change model involves the eight stages below

1. Increase the urgency for change.

2. Build a team dedicated to change.

3. Create the vision for change.

4. Communicate the need for change.

5. Empower staff with the ability to change.

6. Create short term goals.

7. Stay persistent.

8. Make the change permanent (Campbell, Jardine, & McGlynn, 2011).

This change model is arguable the most elaborate one as it helps the change facilitator to take each step at a time (Kerzner, 2013). The model identifies the change and relates it to certain salient features of the organization. Making the change urgent for example helps in fast-tracking the change and reducing the costs incurred due to time factor. The model also seeks to satisfy the short term goals before the long term goals.

References

Bens, I. (2012). Advanced facilitation strategies: Tools and techniques to master difficult situations. John Wiley & Sons.

Cameron, E., & Green, M. (2012). Making sense of change management: a complete guide to the models tools and techniques of organizational change. Kogan Page Publishers.

Campbell, J. D., Jardine, A. K., & McGlynn, J. (Eds.). (2011). Asset management excellence: optimizing equipment life-cycle decisions. CRC Press.

Huczynski, A., & Buchanan, D. A. (2013). Organizational behavior. Pearson.

Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.