Organizational Change Services and Procedures

Question: Describe about the Organizational Change for Services and Procedures. Answer: Assessment task 1 Part A An uninterrupted improvement is an continuing attempt to augment the goods, services and the procedures. Therefore, it can be stated that the continuous improvement means to consistently strive to enhance the products or services as per the highest standards. This is a procedure that achieves customers focus on a long time as well as simplified procedure and attitudinal changes. All the employees in the organization are required to involve in this procedure and proper co-operation among all as well as effective communication is essential (April and Abran 2012). From the case study, it has been found that Corus has incorporated continuous improvement through small improvements in a process rather than some big changes at the irregular intervals. Corus is developing a culture where many changes would be brought and the company would attain a remarkable position. Their focus is on continuous development and thus their culture has shaped likewise (Owen 2013). The management of the company believes that adopting continuous improvement plan would enable Corus to satisfy the requirements of the customers carefully. Through adopting continuous improvement plan, management of Corus has shed light on motoring as controlling the process, changes towards the uses of manpower, machinery, methods, materials and money and it is believed that these KPIs would enhance business efficiency (Owen 2013). If any organization wants to become a leading organization in service sector, then it has to focus on such activities that would satisfy the needs of the customers and Corus has been trying their best to focus on part sincerely (April and Abran 2012). Part B A new and innovative device has been designed named Help Stick for the visually impaired persons with a built-in satellite navigation, echolocation as well as remote search functions. Visually impaired persons need help and thus the design and innovation of this product is justified enough. This advanced blind stick would allow the visually impaired to navigate with effortlessness utilizing higher knowledge. This blind stick is incorporated with ultrasonic antenna along with the water and light sensing. This projected scheme would first use ultrasonic sensors for detecting obstructions ahead utilizing ultrasonic effect and once an obstruction is detected, the microcontroller would send an indication to sound a signal (Schiederig, Tietze and Herstatt 2012). Apart from that, it is necessary to mention that this innovative product has an advanced feature that would help the blinds to find out the stick if they fail to remember where they kept this. Therefore, it can be stated that this project permits for obstruction uncovering as well as finding stick if absent by visually immobilized people (Bucherer, Eisert and Gassmann 2012). Hardware specifications Software specifications Atmega 328 Microcontroller Arduino compiler Ultrasonic Sensor MC Programming language: Embedded C Buzzer Diodes Capacitors Resistors Crystal LEDs Part C From the case study, it can be found out that ethical business practice means taking the right course and thus acting ethically takes into account all the factors of doing business. It can be stated that this takes into account production, business procedure as well as the behavior of the company with its consumers and the communities in which they operate. Zadek, Evans and Pruzan (2013) have mentioned in his research paper that business ethics is a form of applied ethics that examines the ethical principles as well as moral and ethical issues that takes place in a business environment. Koslowski and Shionoya (2012) have stated that there are significant benefits to the core sustainable development practices of frugality, competence and dependability and these are the hallmarks and benchmarks of a sustainable business. It can be stated that in the present day, sustainability is a business imperative and this is predominantly an economic story. It is required to mention some practical lessons that Tata Steel might take in order to compete. Initially, the management is required to use environmental activities to get ahead of the competitors. Secondly, the size of the company must not become a disadvantage for the company and finally it is necessary to maintain industry leadership with the environmental activities (Minx et al. 2013). Shen et al. (2012) have opined that Life Cycle Assessment quantifies the environmental burdens linked with a product, procedure and activity over the entire lifecycle, from production till the disposal. Whereas, carbon foot printing is comparatively a small selection of the entire LCA and thus it is always better to rely on LCA than Carbon Foot Printing. Tata steel id the second largest steel producer in Europe and the combined group of Tata Steel has more than 80,000 employees. From the huge success of the company, it is understood that Tata steel focuses largely on sustainability and rely only on ethical business practice. Assessment Task 2 Kaizen is a Japanese business philosophy of the continuous enhancement of working practices, personal efficiency and some more. Presently, Kaizen is recognized throughout the globe as a significant pillar of the companys long-term competitive strategy. Kaizen is one of the continuous enhancements that is based on certain guiding principles and these are as follows: Good processes bring good results Focus on the parts to grasp the present situation Speak with data, manage by the real facts Take proper actions to contain as well as correct main causes of the issues Work as a team Svensson and Wagner (2012) have stated that 5S is the foundation of all improvements and this is the major component of establishing a visual workplace. The 5 Steps are as follows: Sort: Sorting out and separating that which is required and not required in the area Straighten: Arrange the items that are required, so that they are ready and easy to use. Shine: Clean the place of work and equipments on a regular basis in regards to maintain standards Standardize: Revisit the first three of the 5S and confirm the condition Sustain: Stick to the rules in order to maintain the standard (Sonobe and Otsuka 2014) The main dissimilarity between sustaining innovation and disruptive innovation is that sustaining innovation comes from listening to the requirements of the customers in the obtainable marketplace and creating the goods that clearly satisfy the predicted requirements for the future. On the contrary, disruptive innovation makes new markets disconnect to the conventional. Markets that is unknowable at the time of the technologies conception. Coimbra (2013) has stated that already recognized market leaders are extremely good at dealing with and exploiting sustaining innovations in regards to fuel the short-term expansion of their corporations. On the contrary, disruptive innovations pose some challenges to the market leaders that might fail to overcome. Advanced robotics is an exciting area of disruptive technology and mobile internet as well. Apart from that, it can be stated that an example of sustaining technology is the gradual expansion of storage capacity for disk drives in person al computers (Habtay 2012). Sabatier and Weible (2016) have stated that the main difference between creativity and innovation is the focus. It can be stated that creativity is all about unleashing the potential of the mind to conceive the new ideas. Therefore, it is understood that creativity is subjective, making it hard enough to measure. On the other hand, innovation is entirely measurable. Ellis (2014) has opined that innovation is all about introducing changes into comparatively stable systems. This is concerned with the work required to make an idea viable enough. It can be mentioned that most of the organizations chase creativity but what they really require to pursue is innovation. Habtay (2012) has provided the best answer that people and the organization often lack not in creativity but innovation in the action-producing sense that is putting the ideas in place. Total Quality Management or TQM is a planned method to organization intended at implanting consciousness of excellence in all the organizational procedures. Sabatier and Weible (2016) have opined that Total Quality Management is a wide-ranging as well as structured approach to the managerial administration that seeks to enhance the quality of the goods and services throughout continuing modifications in reply to incessant criticism. The major eight elements of TQM model includes: Ethics Communication Trust Training Integrity Teamwork Leadership Recognition From the case study, it can be found out that the Japan based Toyota Motor Company is one of the foremost automobile corporations in the globe. Additionally, adopting several lean manufacturing performances like just-in-time, Kaizen, Kanban and Jidoka, Toyota cultured a civilization that posed the human resources with steady confrontations that enable them to come out with new thoughts. Apart from that, it can be stated that the mentorship, social networks, cooperation, training and uncomplicated communiqu make sure that the traditions was extended uniformly all across the organization. It can be stated that Toyota had very little dealers and they have played a significant role in maintaining the high quality of the products of Toyota (Coimbra 2013). Apart from that, it can be stated that since 1990s, the concentration of Toyota has been on growth and spreading the operations globally. Part A Kodak Case Driving Forces behind Kodaks Decision The prime driving force behind Kodaks decision to transition to digital photography was changing preferences of the consumers. Kodak anticipated an inevitable rise of digital photography among the consumers (Carter et al. 2013). Therefore, the organization realized the necessity of clean break for fully embracing the future. Moreover, the rise of Smartphone has transformed the market condition. Consumers increasingly started to use feature-rich i-Phones and Google Android devices over digital cameras. In such situation, tradition film based cameras of Kodak was less attractive to the consumers. Therefore, they took decision to transit in digital photography. Major issues in Transition Process The major issue in the transition process of Kodak was its corporate culture. The corporate culture of Kodak was too rooted in the success of the past. The organization has failed to establish market share and market leadership in digital sector. Wrong at Kodak Kodak started to face difficulties from 1984, when Japanese firm Fuji Photo Film Co. invaded the market share of Kodak. Most of consumers started to switch to 400-speed color film of Fuji Photo Film Co, as it was 20% cheaper than that of Kodak (Volkoff and Strong 2013). Moreover, the organization was too late in responding to the changing market environment. Potential Barrier to the Change at Kodak The rapid and immediate change in the organization may threaten the employees towards accepting the new technological changes. The organization might also face extreme competition from the other competitors in the digital market. It can also hamper the core revenue stream of the organization. The traditional culture of the organization may also be big barrier to the change at Kodak. Managing Change at Kodak The leaders of Kodak should create a sense of urgency among the employees conveying the actual needs of transition. It would motivate the employees towards working hard for implementing successful change (Fugate, Prussia and Kinicki 2012). Apart from that, Kodak should also add some unique features to their digital cameras for competing over their competitors. A clean break in the tradition corporate culture of the organization is highly required for transition at Kodak. Part B Blockbuster Case Blockbuster needs to change its operation for competing with the competitors products like Google's open source Google TV software, Telstras T-Box, Foxtels Movies on Demand and Apple TV (Lord, Dinh and Hoffman 2015). The proposed change in terms of Kiosk and downloadable movies through website that expire after 48 hours would help in competitive gaining for the organization. However, employee resistance is likely to occur in changed operation. Change requirement can be identified in terms of competitive gain of the organization over its competitors. Blockbuster will open shopping centre Kiosk for DVD rentals and allow customers to download movies through its website that expire after 48 hours. The organization will achieve these specific objectives within next 1 year. Consumer preferences are shifting from offline TV network to online TV software so that they can watch TV while moving (Allen et al. 2013). Moreover, the consumers want shopping centre nearest to their home. Therefore, the organization needs to open shopping centre Kiosks for DVD rentals (Elstak et al. 2015). The main competitor of Blockbuster is Google through its product like Google TV. It is a customize version of android, which allows the developers to extend the functionality of system. Customers can experience TV and online videos even when they are in tandem. Apple is also a big competitor for Blockbuster with its Apple TV (Hornstein 2015). It is an anHDMI-compliant source device, which offers high-definition widescreentelevision via an HDMI cable. Blockbuster needs to change the corporate culture of the organization. It should also provide effective training to the employees towards enhancing their skills for implementing successful change. Installing other alternative options like online TV and T-Box would be quite expensive for Blockbuster. On the other hand, opening more shopping kiosk for DVD rental would ultimately increase the sales volume of the organization (Battilana and Casciaro 2013). Therefore, the cost-benefit analysis defines that implementation of new service would be beneficial for the organization. The risks for the projects can be identified in terms of customer gatherings and user acceptance of new type of website. However, the risk mitigation strategy for the project can be in terms of risk buffering. In this strategy, the organization should absorb the affects of risk rather than jeopardizing the project. Blockbuster should initiate effective training program for promoting the benefits of the change program. Employees resistant can be the major change barrier in the project, which can be mitigated through proper training and supportive work environment. Staff training and learning session will enhance the skill level of the employees towards implementing successful organizational change (Nica 2013). Blockbuster should highly engage the employees in their decision making process with proper training for auctioning the change at company as well as stores. Effective financial source and skilled employees are the prime priority of the organization towards successful change impl ementation. 1) In Porscis change management methodology, ADKAR model is the most useful model for driving successful changes. Porsci utilize framework of change through current state, transition state and future state. Current state defines the current condition of the organization, transition state in the change management and future state for managing the change. Porscis ADKAR model defines the next step beyond the context of change. More specifically, it defines the way of individual moves towards sustaining the organizational changes. The acronym ADKAR stands for Awareness, Desire, Knowledge, Ability and Reinforcement. In order to move out from the current state, individual employees should be aware of the actual needs of organization change (Hornstein 2015). The employees should also have the desire to participate actively in the change management process (Wright, Christensen and Isett 2013). Moreover, successful implementations of the change require special knowledge on the parts of employ ees. For the future state, the employees need to have ability and reinforcement for sustaining the change. 2) Change Curve has four stages and an effective manager should understand the dynamic of each of the stages for successful change management. Denial In the first stage of change process, most of the employees are likely to show denial towards accepting the change. In the initial stage, employees do not understand the importance the organization change to be implemented. Resistance During this stage of change curve, employees ultimately understand the change actually happening in the organization and it is unavoidable. Therefore, the employees become resistant towards accepting the change (Fugate, Prussia and Kinicki 2012). They tend to show anger, fear, anxiety and self-doubt towards the change. Exploration In this stage, the employees leave out their arguments and become the part of the change process. Employees start to learn the new ways of changed organizational process. They ultimately understand the rationality of the organizational change. Commitment In this stage of change curve, employees feel more control over settling their new role towards change management process. Each team member cooperates with each other for successfully implementing the change. 3) External Driver of Change Political Influence Political forces have direct bearing on the functionality of the business environment. Political influences like Government decision, political stability and tax policy can force organizations to make a change operation. New Competition New competition in terms of new technology, innovation and ideas brings huge competition on the business environment (Volkoff and Strong 2013). Therefore, in order for competitive gain, organization need to adopt change in the business operation. Technology Technologies include discoveries, inventories and innovative techniques to be adopted in the business operation. In order to maintain compatibility with advance technology, organizations need to change their technological perspective. Customer Preferences The preferences of the customers are changing day by day with their changing needs. Therefore, organizations need to adopt customize approach for meeting individual customer needs (Fugate, Prussia and Kinicki 2012). This factor also drives for organizational change. 4) Internal Drive for Change Organizational Culture Forward-looking organizations are always risk taker and have high chance to gain profit. In order to gain powerful spirit, organizations need to change organizational culture. It may lead to organizational change. Employee morale The level of confidence and employees morale is extremely important for the success of organizations. Therefore, sometimes, organizations need to make change for enhancing employee morale. Poor delivery Poor delivery or customer service is a universal problem of organization, which can negatively influence the profit margin of organization (Battilana and Casciaro 2013). Therefore, organizations may need to change their system for enhancing customer service. Financial Management Every organization has direct relation with its financial condition and business operation. Therefore, organizations may needs to change their process in terms of fund distribution. 5) Diagram of Change Management Process Figure 1: Change Management Process (Source: Wright Christensen and Isett 2013) References Allen, D.K., Brown, A., Karanasios, S. and Norman, A., 2013. How Should Technology-Mediated Organizational Change Be Explained? A Comparison of the Contributions of Critical Realism and Activity Theory.Mis Quarterly,37(3), pp.835-854. April, A. and Abran, A., 2012.Software maintenance management: evaluation and continuous improvement(Vol. 67). John Wiley Sons. 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