Can you apply Kotter's eight steps

Much is made of the best way to manage change. There is no point in undertaking change programs unless the organization is actually ready to adopt these new ways of working. Not only does there need to be readiness in terms of change itself but also readiness in capacity of the organization to accommodate the change in its operations (Grieves, 2010).

It is widely accepted that change programs and more effective change management enhances organization’s effectiveness. Many organizations have been implementing change importance of which has increased considerably in recent years (Nelson, 2009). Such changes are aimed at improving the effectiveness of the organizations so that they generate value, having a basic goal of enabling an organization and its functions cope with challenging environment.

The process of organizational change is perceived to be continuous rather than just a movement from one state to another. However, despite the prevalence of change it is widely reported that many of change initiatives are unsuccessful. Therefore for an organization to effect change it must be ready to do so (Cohen, 2008).

Alliance Operators Company is a multinational company operating in various countries. It is largely outspread as it concerns industrial coverage. It is industrial diverse as it operates in a number of field lines which sees it as a market potential all seasons (Cummings, 2015). Due to this it is well known and its operations running from employee management to market fitting are well handled.

From its history, it has performed perfectly best in its operations in different line of fields drawing the interest of many investors in such fields. It has a considerable number of employees who facilitate the success of the organization. Based on its operation, there is no considerable change implementation that has failed. However, most of its changes undertaken have been aimed at market strategy (Grieves, 2010).

Looking at the company’s operation, some operational procedures human rights practices and policies should change. The organizational strategy, vision and value statements should be made an overall participation by all the stakeholders of the company (Nelson, 2009). This is based on the used procedure of having the managers formulate the objectives to be achieved and present them to the employees to implement them.

Involving the employees in the formulation of the objectives and drawing of visions and statements to be effected will prepare them psychologically for the undertaking at hand. Through this, success will be easy to achieve as the employees will not have a hard time accommodating the drawn down objectives. Furthermore, it will eliminate the attitude likely to arise from the employees and the feeling that they are being pushed out of decision making (Cohen, 2008).

In addition to this, organizational practices, policies and procedures governing employment systems including complaint and accommodation processes should be critically analyzed. Bearing in mind that this is the driving force behind the success of any organization, it should be of major concern for the company to put much weight into this. Such issues should be handled with utmost prioritization (Cummings, 2015). They should present the general outward display of the organization as much concerned.

Through this employees will feel secure and protected. They will in a way feel appreciated in their working positions within the organization. The likelihood of bad attitude and the constant feeling of being mismanaged and not cared for will be erased by changing such procedures favorably. Therefore the organization should change the above operation procedures with consideration to the effect on the employees and their perspective view (Grieves, 2010).

Moreover, changes on Human Rights practices should be aimed at comfortably accommodating the employees in the organization. Respect to human rights is quite important in any organizational setting. The working environment should be designed in a way that it is conducive for the employees (Nelson, 2009). Favorable implementations should be put in place to facilitate employees’ comfort and settlement.

Furthermore, employees’ terms of operation should be clearly and openly displayed and with revision done on them. Abrupt terminations of operational contracts should be done away with and replaced with prior information and setting down of the operational length before the starting of the contract. This will make the employees fears addressed as it concerns their employment security (Cohen, 2008).

More into this, the working environment should be made secure for the employees. The buildings, machinery and equipment should be made physically and healthily secure. In addition to this is the consideration of the working mechanism of the employees. This is through considering of their off time and working hours (Cummings, 2015). This should be changed accordingly in accordance to the human rights requirement.

The reasons behind the above recommendations for change range from human protection and the overall social and environmental display. Taking that the current system has been in operation in the organization for quite long, a change is not a bad idea. In addition to this is the negligence displayed in some of the human rights perspective. This calls for immediate concern as it focuses on the current human rights development (Grieves, 2010).

Moreover, from former operational techniques, it is crucial for the formulation of policies and procedures to change according to the morale creation in employees. This is to enable the organizations objectives to be arrived at. Furthermore, the need to make the organization an exceptional one calls for these changes (Nelson, 2009). This will attract more employees and investors based on the encouraging modes of operation.

The organization’s readiness for change can be diagnosed in a number of ways. The consideration of the likelihood of the success of the change initiative is a major diagnostic tool. Weighing the impact of the likely change on the employees, employers and the direct environment will tell whether the change is effective or it will be an undoing factor. Therefore, an appropriate change should be advocated for based on its likely accommodation and adaptation by the employees, the organization itself and the impact on the operational environment (Cohen, 2008).

In addition to this, the players in the implementation of the change should be an important consideration. The impact of the change is greatly influenced by those implementing it. This will determine whether the change will be a success or not. A change focusing on the employees should have the employees as the bigger percentage in the implementation scheme (Cummings, 2015). Through this the organization will be able to determine whether the employees are for the idea or an alternative should be made.

Another diagnostic tool is the assessment of whether the organization itself and the employees are ready for a change. This is considering the effects before, during and after the change. Based on the effects of the change on the two players, one is in a position to tell whether the change will take effect or it will backfire (Grieves, 2010).

Basing my argument on the assessment of the employees and the overall diagnostic tools, the organization is absolutely ready for a change. Referring to the overall operation of the organization from the past, a clear lining can be traced to the morale on the employees and the entire response by the organization. Due to the current demand for upgrading, it is a basic reasoning that all employees would be up for the idea for having a change in operation (Nelson, 2009). Not to be left out of the game, the organization would come out in full support for the change to be made.

In accordance to the current upgrading and nomination of ideas and operational desires by the company, it is clear that it is ripe for a change. With improved management strategy and incorporation, the company can achieve its intended change implementations. By adopting mechanisms of involving the employees and considering the management theory systems presented by the environment, it is a clear indication that the company will make it in its change drive undertaking (Cohen, 2008).

References

Cohen, D. S. (2008). The heart of change field guide: Tools and tactics for leading change in your organization.

Nelson, P. J., & Dorsey, E. (2009). New rights advocacy: Changing strategies of development and human rights NGOs. Washington, D.C: Georgetown University Press.

Grieves, J. (2010). Organizational change: Themes & issues. New York: Oxford University Press.

Cummings, T. G., & Worley, C. G. (2015). Organization development & change.