Patch: the technological innovation, digital transformation, internet, automation

Patch: 4

Scenario

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Introduction

The objective
of restructuring and change is to improve
and develop organisations to achieve effectiveness and awareness for the
restructure through improved individual
management and adequacy, telecommunication methods and frameworks.

The nature of
the organisational structure and change needs softness, creativity,
modernisation, knowledge and culture to motivate and make staff ready for the
change (Amenakis, et al., 1993).

 

There is no
doubt that entire organisation is aiming for having right people, in the right
place, with right skills at the right time. This target is necessary and vital
for the organisations both public and business to achieve the short- and long-term objectives of the organisation, in addition, to identify, realise 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 organisations
and corporations have been changing their strategic fundamental of labour 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)

 

1. Understanding Restructuring and
Change

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
(Eby, et al., 2000). It is thought that,
people as the first choice for change are central to the success of the change
efforts because of their manners, knowledge,
inspiration and primary knowledge from a significant
part of the organisation environment in that restructure can be an attempt, this reluctant may soften or undermine
the change (Smith, 2005).

 

Certainly,
recognising the restructure and change process affect the attitudes of
employees and the intentions of behaviour 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 organisation (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
organisational 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).

 

2. Vision
for restructuring and change

The
organisation 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 organisation in the wrong
direction (Kotter, 1995).

 

It is
believed that it is vital for the
organisation 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 organisation. 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 organisational 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 organisation will be revitalised (Smith, 2005).

 

3. Proposed restructuring model

 

It is
suggested to reflect all these theories on the case study in order to achieve
efficiency and fewer costs that:

·      All employees’
reports should be reviewed in both departments.

·      All existed
projects for both departments must be reviewed and identify the most important
and the less important.

·      Identify
the  people involved and projects

·      Unit both
departments into a single department.

·      Matrix or
hierarchy organisational structure both are possible to apply.

·      Communication
and the transfer of information must be going
smoothly between levels.

·      Training
programme for employees should be taken into
account

·      It believed that soft change approach is vital in this case
by giving employees options such as, reduce salaries, and reduce working hours.

·      Restructuring
and change must be planned in a thorough, systematic, and realistic way,
furthermore employees concerns must be taken into
account.

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).

 

4.
Challenges

 

 

It is
thought that some difficulties and
challenges may happen during the
organisational change, it can be because of interest for a specific schedule,
pressure from the head of the organisation, budgetary pressure, employees’ concerns,
or from the stress of high workload and uncertainty.
There is no doubt that organisations 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).

 

Conclusion

 

Despite,
restructuring and organisational change is not an easy task to deal with because moving from the old system into a new one is always
challenging, but organisations 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 workforce acceptance of the restructuring and change process is
crucial because it will facilitate the process of change.

(Smith,
2005).