Introduction management and efficiency, communication systems and structures. Any

Introduction

 

The goal of
organisational restructure and change is improving and developing organisations
to enhance effectiveness and responsiveness for the external changes through
improved personal management and efficiency, communication systems and
structures.

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Any kind of
organisational structure and change needs flexibility, creativity, innovation,
learning and culture to prepare and motivate employees for this step (Amenakis,
et al., 1993).

 

There is no
doubt that all organisation are seeking for having right people, in the right
place, with right skills at the right time. This goal is important and vital
for the organisations both public and private to achieve the short- and long –
term objectives of the organisation, as well as to identify, understand and
deal with the future business plans .This goal has been considered one of the
most important priority of Human Resource Planning in the last decades. (Iacovini,
J. 1993).

 

To achieve
its objectives and work effectively, as well as cut costs many companies and
organisations have been changing their strategic basis of workforce plans.

It is
believed that, the technological innovation, digital transformation, internet,
artificial intelligence etc.…are changing the nature of work and may eliminate
many jobs as it will affect the way of performing jobs that requires new
skills, as a result for that many existing skills considered less valuable. (Mankins,
2017)

 

1. Understanding toward Restructuring
and Change

Undoubtedly,
employees’ understanding toward restructuring and the change efforts which have
been taken place in both department of town planning and the department of
economic development is a crucial aspect of restructuring and change readiness.
Furthermore, employees’ insight of the organisation’s enthusiasm for the
restructuring and change have been understood as one of the most important
factor in identifying sources of resistance for any change (Eby,et al., 2000).
Certainly, employees as the first choice for change are central to the success
of the restructuring efforts because of their behaviours, skills, motivation
and primary knowledge from an important element of the organisation environment
in which change can be attempt, this resistance can smooth or undermine the
restructuring (Smith, 2005).

 

It is
believed that, the understanding of the restructuring 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 benefiting,
and probably they will be 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 restructure 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
may be 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 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 less 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 go smoothly between levels.

·      Training
programme for employees should be taken in 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 in 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 be happened 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 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 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 employees acceptance of the restructuring and change
process is essential because it will facilitate the process of change.

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