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The target of restructuring and change is to improve and develop organizations to achieve effectiveness and awareness for the restructure through improved individual management and adequacy, telecommunication methods and frameworks.
The nature of the organizational structure and change needs softness, creativity, modernization, knowledge, and culture to motivate and make staff ready for the change (Amenakis, et al., 1993).
There is no doubt that all organization is seeking to have the right people, in the right place, with the right skills at the right time. This target is essential and vital for the organizations both public and business to achieve the short- and long-term objectives of the organization, in addition, to identify, realize and bargain with the new strategies. This target has been considered one of the most important vantage of Human Resource Planning in the last decades. (Iacovini, J. 1993).
To achieve its goals and work effectively, as well as cut costs a number of organizations and corporations have been changing their strategic fundamental of labor force policies and plans.
It is believed that the technological innovation, digital transformation, internet, automation etc.…are changing the core of work and may eliminate plentiful of jobs as it will affect the way of performing jobs that claim new skills, as a result for that many existing proficiencies measured less valuable. (Mankins, 2017)
Undoubtedly, employees’ recognition of restructuring and the change efforts which have been taken place in both department of town planning and the department of economic development is a critical view of the change will. In addition to, labor force vision of the corporation eagerness for the structure and change has been understood as one of the most significant aspects in matching sources of resistance for any change (Eby, et al., 2000). It is suggested that, people as the first choice for change are central to the success of the change efforts because of their behaviors, knowledge, inspiration and primary knowledge from an important part of the organization environment in that restructuring can be an attempt, this reluctant may soften or undermine the change (Smith, 2005).
Certainly, recognizing the restructure and change process affect the attitudes of employees and the intentions of behavior in the face of imminent change. In addition to the interpretation of previous information and experience also affect the willingness to change, and that can improve efficiency as well as saving costs for the organization (Eby, et al 2000).
In the case study, Mr. Cliff needs to be careful with employees because it is thought that employees think that in case of organizational change they will not benefit, and probably they will get more work or the number of the employees have to be reduced. Therefore Mr. Cliff needs to formulate the restructuring strategy very smart that it can influence the employees and their improvement with these restructure and change (Smith, 2005).
The organization must have a clear vision of the restructuring process because without reasonable insight the restructuring and change efforts can turn into a list of problems and confusion, and this will disrupt the efforts of change and maybe take the organization in the wrong direction (Kotter, 1995).
It is believed that it is vital for the organization when its employees have the same vision of looking for a change because many change efforts fail as a result of misunderstanding from employees (Stadtlander, 2006).
The restructuring and change usually involve risks. Moving from known situation to unknown state is a huge challenge for both employees and organization. Ending the way things were done and doing things in a new way is not an easy task. To avoid or reduce risks, the acceptance of change is essential. Wrong estimating of the organizational and individual change acceptance can occur wasting much time and effort in dealing with resistance to change. For that reason, investment in developing change willingness or acceptance must be made because that will be lead to a double benefit where positive energy will create readiness for change and organization will be revitalized (Smith, 2005).
It is suggested to reflect all these theories on the case study in order to achieve efficiency and fewer costs that:
Undoubtedly, employees would accept the change if they are persuaded that the change is beneficial for them, but the benefit of the change can be seen after a period of time (Smith, 2005).
It is thought that some difficulties and challenges may happen during the organizational change, it can be because of interest for a specific schedule, pressure from the head of the organization, budgetary pressure, employees’ concerns, or from the stress of high workload and uncertainty. There is no doubt that organizations are able to deal with all potential change challenges, plans should be reviewed and assess from independent internal or external experts. (Pardo del Val and Fuentes, 2003).
Despite, restructuring and organizational change is not an easy task to deal with because moving from the old system into a new one is always challenging, but organizations are capable to meet this challenges and deal with them when they identify such challenges and follow soft change approach in the restructuring phase. In addition to employees acceptance of the restructuring and change process is essential because it will facilitate the process of change.
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