Change Management Roles
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Change Management Roles
The change appears to transpire in every outlook of day-to-day life. Nothing all over the globe is indissoluble save for the change itself. Researchers and experts have a view that change in any organization is inescapable (Schuh et al., 2017). In many precincts counting leadership, culture, training, business and economics, it is of superlative significance to implement change as required (Lozano & Ceulemans, 2016). The change is done in reaction to the ever-changing internal and external surroundings (Schuh et al., 2017). Failure to appropriately counter the changes would not only lead to desuetude of goods but also cause a decrease in the efficacy and coherence of operations. Even more, the unification of services and goods to superficial sections would be problematic (Lozano & Ceulemans, 2016). Nonetheless, each change an institution conducts are distinctive and calls for a unique approach. Therefore, the technique in which change strategies and resolutions are reached and the scheme of execution outstandingly establishes the outcome of the change operation.
The change process is a comprehensive policy of accomplishing any change within an institution. It indicates the procedures that have to be scrutinized for a victorious change prosecution. Importantly, several variables control the change process. Such factors include human resources, economy, social, environmental and political influences. Hence, change management is critical (Stringer & Hourani, 2016). Change management is a censorious and deliberate component that is pivotal in the prosperous transformation of an institution and should be constructively abated. This paper focusses on the roles of change management at Delta Pacific Company. Notably, it analyzes the challenges of the company, changes initiatives and leaders, and the roles of change leaders.
Challenges Facing Delta Pacific Company
The Delta Pacific case study shows issues that usually occur in an institution in an attempt to change the model of operation. For instance, the company initially adopted the traditional model that enhanced customer associations by use of goods and services that were supplied to the end-users (Hannay, 2013). Nonetheless, the market conditions changes and necessitated that the company also to change its business model. Consequently, the company considered the establishment of customer relationships using the experience and knowledge of its workers (Hannay, 2013). Resultantly, a lot of patience is required when transitioning from one model to another. It takes considerable time for employees to understand the concepts of their redesigned jobs. Again it is evident from the case study that the success of the new business model is much dependent on the changes made to the company’s organizational behaviour (Hannay, 2013). Importantly, it is critical for the company leadership to examine the new strategy prior to its implementation and ensure that it is expertly programmed to meet the desired long-term success.
Other challenges facing Delta Pacific Company include, firstly, employee resistance to change. There are those workers who would rather accept a low paying job in an organization than accept change. For instance, some workers may possess political motives originating from the political nemesis inside the company (Hannay, 2013). Secondly, Delta Pacific Company had difficulties in keeping the change momentum going. This has an impact of stagnating some of the best laid down schemes for change. Thirdly, the company experienced high employee turnovers during the change process (Hannay, 20130. From the case study, the redesigned jobs were not fit for some employees, and hence others shifted to other positions in the company while others left for opportunities elsewhere. Again, the company’s profitability declined during the early stages of change because employees became accustomed to their new responsibilities. DPC lost the market share for computer hardware, its first product.
Change Initiative that would be the Most Effective to Implement in DPC
The Path-Goal Theory by Robert House can be considered in the circumstances of DPC. The theory is of the view that workers or followers’ motivation is drawn on the presuppositions such as firstly, expectancy. Expectancy implies that goals are accomplished when consistent struggles are shown (Alanazi et al., 2013). Secondly, the instrumentality concept proposes for rewards after the achievement of goals. The third is the assumption of the valance, which suggests that the expected rewards should be worthy. According to this model, when leaders meet the expectations, followers will be able to attain the company’s goals (Alanazi et al., 2013). Hence, the model proposes some leadership styles like directing, where a leader supplies his subordinates with all the necessary information. It also considers result-oriented, where a leader programs for soaring targets to dare the followers towards the achievement of those goals (Alanazi et al., 2013).
Type of Change Leaders Need at DPC
To drive effective change, the Delta Pacific Company needs to have a change lead, change manager, and a change analyst. The change lead will be in charge of the formulation of development, design, management and execution of change outputs. This role will permit affected users to adjust from their present conditions to an ensuing predicament efficaciously. Fundamentally, the change leader will be responsible for the departments, areas, and stakeholders, specifically in process redesign, high-performance teams, organization design, project management, and executive coaching. The change leader will be most effective through effective communication, collaboration, and commitment.
The change manager will be responsible mainly for confirming the projects adhere company targets timely and on earmark. He/she will be most effective by heightening worker adoption and utilization. They will be responsible for departments and stakeholders in business processes, organizational structures, systems and technology. On the other hand, the change analyst will be responsible for conveying change activities. He will also analyze and document an effective change process. As such, he will manage the risk assessment department. The change analyst will be more productive by presenting conclusions on risk consequentially.
Conclusion
Change management is a censorious and deliberate component that is pivotal in the prosperous transformation of an institution and should be constructively abated. This paper specifically, analyzed the challenges of the Delta Pacific Company. One of the significant challenges was the high employee turnover due to imperfect change process. The essay also discussed change initiatives and leaders and the roles of change leaders.
References
Alanazi, T. R., Alharthey, B. K., & Rasli, A. (2013). Overview of path-goal leadership theory. Sains Humanika, 64(2).
Hannay, M. (2013). A new direction for Delta Pacific: A case study. Journal of Business Cases and Applications, 8, 1.
Lozano, R., Nummert, B., & Ceulemans, K. (2016). Elucidating the relationship between sustainability reporting and organizational change management for sustainability. Journal of Cleaner Production, 125, 168-188.
Schuh, G., Gartzen, T., Soucy-Bouchard, S., & Basse, F. (2017). Enabling agility in product development through adaptive engineering change management. Procedia CIRP, 63, 342-347.
Stringer, P., & Hourani, R. B. (2016). Transformation of roles and responsibilities of principals in times of change. Educational Management Administration & Leadership, 44(2), 224-246.