Introduction management and efficiency, communication systems and structures. Any

Introduction The goal oforganisational restructure and change is improving and developing organisationsto enhance effectiveness and responsiveness for the external changes throughimproved personal management and efficiency, communication systems andstructures.Any kind oforganisational structure and change needs flexibility, creativity, innovation,learning and culture to prepare and motivate employees for this step (Amenakis,et al., 1993).

 There is nodoubt that all organisation are seeking for having right people, in the rightplace, with right skills at the right time. This goal is important and vitalfor the organisations both public and private to achieve the short- and long –term objectives of the organisation, as well as to identify, understand anddeal with the future business plans .This goal has been considered one of themost important priority of Human Resource Planning in the last decades.

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(Iacovini,J. 1993). To achieveits objectives and work effectively, as well as cut costs many companies andorganisations have been changing their strategic basis of workforce plans.It isbelieved that, the technological innovation, digital transformation, internet,artificial intelligence etc.…are changing the nature of work and may eliminatemany jobs as it will affect the way of performing jobs that requires newskills, as a result for that many existing skills considered less valuable. (Mankins,2017) 1. Understanding toward Restructuringand ChangeUndoubtedly,employees’ understanding toward restructuring and the change efforts which havebeen taken place in both department of town planning and the department ofeconomic development is a crucial aspect of restructuring and change readiness.

Furthermore, employees’ insight of the organisation’s enthusiasm for therestructuring and change have been understood as one of the most importantfactor in identifying sources of resistance for any change (Eby,et al., 2000).Certainly, employees as the first choice for change are central to the successof the restructuring efforts because of their behaviours, skills, motivationand primary knowledge from an important element of the organisation environmentin which change can be attempt, this resistance can smooth or undermine therestructuring (Smith, 2005). It isbelieved that, the understanding of the restructuring and change process affectthe attitudes of employees and the intentions of behaviour in the face ofimminent change.

In addition to the interpretation of previous information andexperience also affect the willingness to change, and that can improveefficiency as well as saving costs for the organisation (Eby, et al 2000). In the casestudy Mr Cliff needs to be careful with employees because it is thought thatemployees think that in case of organisational change they will not benefiting,and probably they will be get more work or the number of the employees have tobe reduced. Therefore Mr Cliff needs to formulate the restructuring strategyvery smart that it can influence the employees and their improvement with theserestructure and change (Smith, 2005).

 2. Visionfor restructure and change Theorganisation must have a clear vision of the restructuring process, becausewithout reasonable insight the restructuring and change efforts can turn into alist of problems and confusion, and this will disrupt the efforts of change andmay be take the organisation in the wrong direction (Kotter, 1995). It isbelieved that, it is vital for the organisation when its employees have thesame vision of looking for change because many change efforts fail as a resultof misunderstanding from employees (Stadtlander, 2006). Therestructuring and change usually involve risks.

Moving from known situation tounknown state is a huge challenge for both employees and organisation. Ending theway things were done and doing things in a new way is not an easy task. Toavoid or reduce risks, the acceptance of change is essential. Wrong estimatingof the organisational and individual change acceptance can occur wasting muchtime and effort in dealing with resistance to change. For that reason,investment in developing change willingness or acceptance must be made becausethat will be lead to a double benefit where positive energy will create readinessfor change and organisation will be revitalised (Smith, 2005). 3.

Proposed restructuring model It issuggested to reflect all these theories on the case study in order to achieveefficiency and less costs that:·      All employees’reports should be reviewed in both departments.·      All existedprojects for both departments must be reviewed and identify the most importantand the less important.·      Identifythe  people involved and projects·      Unit bothdepartments into a single department.·      Matrix orhierarchy organisational structure both are possible to apply.

·      Communicationand the transfer of information must be go smoothly between levels.·      Trainingprogramme for employees should be taken in account ·      It believedthat, soft change approach is vital in this case by giving employees optionssuch as, reduce salaries, and reduce working hours.·      Restructuringand change must be planned in a thorough, systematic, and realistic way,furthermore employees concerns must be taken in account.Undoubtedly,employees would accept the change if they are persuaded that the change isbeneficial for them, but the benefit of the change can be seen after a periodof time (Smith, 2005). 4.

Challenges  It isthought that, some difficulties and challenges may be happened during theorganisational change, it can be because of interest for a specific schedule,pressure from the head of the organisation, budgetary pressure, employees’ concerns,or from stress of high workload and uncertainty. There is no doubt thatorganisations are able to deal with all potential change challenges, plansshould be reviewed and assess from independent internal or external experts. (Pardo delVal and Fuentes, 2003). Conclusion Despite,restructuring and organisational change is not an easy task to deal with,because moving from old system into a new one is always challenging, butorganisations are capable to meet this challenges and deal with them, when theyidentify such challenges and follow soft change approach in the restructuringphase.

In addition to employees acceptance of the restructuring and changeprocess is essential because it will facilitate the process of change.