Change Management Portfolio

Question: Discuss about theChange Management Portfolio. Answer: Compare and Contrast Different Types of Interventions. When it comes to change management, all types of interventions are related in one way or the other(Adrian, 2009). For example, the effect of affecting change about technology, this will not only be limited to the working environment of a group or to the hardware and the physical environment. It will also look at the way that employees are going to improve their interpersonal skills; this is concerning where people sit and the kind of disruption that will be in the new regime(Armstrong, 2012). The other areas of intervention will also look at other interrelated issues in the organization. This is because, no matter the organisations. There will always be different levels of functionalism to look at. One is the individual group function and the other is the organizational function. When it comes to the organizational functions, one usually looks at the targets of change about the level of organisations that is mainly affected(Blake, et al., 2012). Another example related to the one is on conducting some techno structural interventions which will affect grounds and individual. For example when discussing the return to work formula, the others may only affect primarily on the total organisations which the other will one look at the structural design of the change. According to Blake, et al. (2012), several interventions will focus on people in the organisations and the ways in which they can accomplish goals in those organisations. The change processes will look at areas such as problem solving, communication, leadership and group decision making in the organisations. These types of interventions are usually incorporated when looking at programs that incorporate people within the organisations and procedures that they need to follows to accomplish goals in the or ganization. In addition, the intervention chosen should be deeply related to the history of the organization. It needs to represent the earliest change programs that characterize organisations direction. This can include areas such as meetings and the T-group. The Human process interventions usually come from social psychology and psychological disciplines, it will also look at applied fields of human relations and group dynamics. Human resource management that apply these types of interventions will usually look at the values that these interventions hold to human fulfilment and the expectations that organizational growth will be improved. This will also be realized when there is evidence of functioning human resource processes. In Adrian (2009), the writer also discusses human process interventions which is closely related to group dynamics and interpersonal relation. They will incorporate the following areas: Process consultation: this type of intervention will usually look at the social dynamics and interpersonal relations that will happen within a group. T-group: this is one of the oldest intervention processes. The process is designed in a manner that it can provide members with an opportunity to learn from experience about leadership, group dynamics and other forms of interpersonal relations. Team Building: This is another type of intervention that concentrates on helping organization working groups to be able to accomplish their tasks in a much more effective manner. The team building type of interventions is almost like process consultations, this is because It assists members to identify issues in their group and find ways if solving them. Third Party intervention: This type of intervention will look at dormant interpersonal relations in the organization, at this, an expert will be called to take the group through the intervention process. Define and Discuss Learning Organisations. According to Akpoyomare, et al. (2012), learning organization is a term that is given to an organization which facilitated the learning of is employees from time to time in an effort to transform the whole organization. The term was discovered by the research of Peter Senge and his colleagues due to the pressure that was facing modern organisations, to assist them remain competitive in the business environment. During learning organisations, the following areas are usually of paramount importance. Systems Thinking: This is where the idea of learning organisations was derived. According to Baker Anderson (2010), this involves a conceptual framework which allows groups of people in the organization to study areas that are business bound. In learning organisations, individuals will use this type of thinking during the time they are assessing their company to have information systems which measure performance in the organization as part of its various components. According to Harzing Pinnington (2011), system thinking will look at all organizational characteristics as being apparent at once in the organization so that it can qualify as a learning organization. There also need to be commitment by individuals in the organization during the learning processes. This is known as personal mastery. In any industry, there will be competitive advantage for the organization that has a workforce which learns a lot in a short time than that which does not. In addition, each individual learning will be acquired by conscious self-improvement, development and staff training. In addition, learning will not just be forced on an individual which is not open to learning. According to Armson Whiteley (2010), a lot of learning in the when at workplace is usually objective. It does little to do with the individuals formal training. In this regard, it becomes important for organisations to develop a culture that personal mastery is the order of the day. In addition, organisations need to have a shared vision. This is important as organisations are able to come up with a common identity which is important in creating energy and vision for learning. According to Akpoyomare, et al. (2012) the most successful organisations are built on a vision that is shared am ong individuals at all levels of the organization. In this regard, traditional structures should be done away with and introduce new decentralized structures with long term goals for the company. In addition, Akpoyomare, et al. ( 2012) adds that there must be team learning as it allows for the staff to grow and learn more quickly than individual learning. In also problem solving within the organization becomes easier in a team that when done at the individual levels. If all the above steps are observed, then organisations will benefits as it will improve the quality of outputs at all organizational levels. There will be increased levels of innovation and organisations will be able to remain competitive. Organisations will also be in a better place to respond to external pressures. The companys corporate image will also improve at different organizational levels, lastly, learning pace in the organization will be increased brining about change(Armson Whiteley, 2010). If these processes are implemented in step by step processes then organisations are bound to have competitive advantage over the rest. Describe Performance Management and Appraisal from Both Individual and Group Perspectives. According to Ibbs, et al. (2011), performance management in organization is usually goal oriented. It will be aimed at making sure the organization process is in the place to maximize employee productivity, that of the team and the organization as a whole. Performance management thus plays are major part in the creation and fulfilment of the organizational strategy as it looks at ways of measuring and improving workforce value for the individual and the organization. At the individual perspective, performance management will look at the way incentives are provided and other areas like annual leave and working hours. Bozarth Handfield (2012) adds that there is a close relationship between performance and salary scale. In this regard, performance management systems thus becomes one of the major focus for modern businesses. In addition, even though different functions of human resource will contribute to training, performance appraisal and performance management will play a major role in all the functions. In addition, when one looks at performance appraisal, it will usually occur at a specific time in the organization, performance management. On the other hand will be ongoing and dynamic all the way. As an individual, one becomes the part of performance management systems(Best, 2008). This is because areas such as appraisal, training, rewards are all integrated and linked about continuing the effectiveness of the organization. According to Ibbs, et al. (2011), performance management ensures that efforts of each worker is directed at achieving particular strategic goals. In addition, when the skills of a worker needs to be improved, performance management will recommend that the individual undergo training in the area. This is because through training, organizational goals are also achieved. On the other hand, performance appraisal is a formal system of evaluation and review of the individual and team task performance. The main areas to look at is the word formal, this is because in a normal setting, it is the manager who reviews individual performance and recommend for appraisal. At organizational level, performance appraisal will highly be responsible for the success of the organization. Even though performance appraisal is one component when looking and performance management, it is important and it will directly be controlled by the companys strategic plan. Best (2008) adds that although organizational performance evaluation is important when team exist in organisations, the focus when it comes to performance management in organisations will remain to be on this side of an individual employee. Even without the emphasis, the most effective appraisal system will usually evaluate organization performance and come up with plans to develop goals, and objectives in the organization. Hackman Katz (2010) also argues that performance appraisal is mostly a negative activity that is disliked by employees since it eludes mastery. In addition, most managers refrain from giving them and employees may not like receiving them, especially when lower rated. In addition, some managers may provide appraisal of employees, which cannot be centered on the employee, but on the ways that they love the employee. Best (2008) however says that performance appraisal should be used to encourage performance and improvement. It can also be nice criteria for justifyin g terminations or improving results in the organization. Describe Both Downsizing and Re-engineering, then Compare and Contrast them. Downsizing in organization is used in the reduction of the size of employees or other aspects of the organization in an effort to improve financial performance. According to Heller Darling (2012), an organization will use different techniques during downsizing. The most common is laying off employees; in doing so, organisations will provide incentives as a ways to request them to take early retirement and transfer to other equal companies. However, the most common ways of doing this is simply terminating employment of a particular number of people, especially from a department that simply is not performing. In addition, organization downsizing will also take place as part of the companys restructuring program. Even though this is thought of as being a strategy which companies can use to become smaller, organization downsizing is can also come up during mergers, takeovers and acquisitions. According to Giannakis, et al. (2015), organization downsizing is usually common ways of laying off employees and reducing the cost of payroll for the company. This will also involve shuttering dormant operations and offering theses employees early retirement packages. Organization downsizing is also seen during downturns of economy of a country to improve organization efficiency and maintain profitability in the organization. However, in the event that several companies cut off their payrolls, then it may downturn because of higher unemployment. One example of downsizing happened with Mobil ink in 2009 where the companys employees were shocked and stunned inn a manner which they were terminated. There were total of 60 employees in the hit list that included on director, specialists and managers and associates. Also in 2014, the Pakistan international airlines laid off extra employees where the federal government in the same effect introduced a voluntary handshake plan for them(Jacobs Chase, 2014). Organization re-engineering on the other hand is the process of improving the organization. Just like organizational downsizing, re-engineering is usually focused on increasing the companys profits, reducing costs and improving the companys competitive advantage in the marketplace. As it does this, organization re-engineering will also look at ways to enhance the companys public image. Through re-engineering companies are required to look closely at the strengths and weaknesses, they need to understand the difficult questions so as to known where it may be vital for them to make changes for the betterment of the organization. There are several important elements at are looked at during organization re-engineering(Baker Anderson, 2010). For example, re-engineering does not take place when there is no full support of the upper management of the company. When there is clear approval of the management, then people responsible for re-engineering will be called upon to develop a clear plan that will review the organizations mission and vision and decide on the new strategic direction. Just like downsizing, re-engineering in organisations offers several benefits for the overall productivity of the company. First, it identifies elements of the organization that will create costs with few benefits and come up with necessary adjustments. These adjustments are at times changes in the way the department is conducting its business. What are the Advantages and Disadvantages of Alliances? Give Examples where Appropriate. According to Cameron (2004), a strategic alliance happens where there is an agreement between two or more companies in an effort to realize the set objectives which are required by the partnership while at the same time maintaining the independence of the organisations. Heneman Judge (2006) adds that a strategic alliance usually falls short of any form of legal agency, entity or corporate affiliation kind of relationship. Usually strategic alliance exists among to companies which come together to form a strategic alliance. In doing so, there must be a shared interest in what each side possesses. This can be in form of expertise, or assets that if incorporated will help the other partners grow or develop in their business. Also Dowling, et al. (2013) argues that strategic alliance are used in outsourcing the relationship in situations here the two companies a looking to have a long term growth and innovation on the basis of mutually desired outcomes. Usually this kind of corporation is acquired when companies merge or corporate among each other. In this regard, strategic alliance are important to maintaining mutual benefits among organisations. During such alliances partners will provide different types of strategic alliance resources. This main include distribution channels, products, project funding, manufacturing workforce, capital equipment, expertise, knowledge and intellectual property. Dowling, et al. (2013) adds that a strategic alliance should also be looked at in terms of a collaboration or cooperation that is geared towards some form of a synergy where each of these partners hopes that they are going to benefit from the alliance. Each of then hopes to find something greater than individual efforts in the alliance. In most cases, strategic alliances involve the transfer of technology including access to expertise and knowledge, shared expenses, economic specialization and sharing of risks involved. This shows that strategic alliance have a lot of advantages to individual companies. Armstrong (2012) affirms that strategic alliances have often been used to solve emerging problems in organisation and increase collaboration and innovation among them. There are however some advantages in strategic alliances, one of them is lack of control for the company. When a company aligns with another, they tend to lose some degree of control in the way they run the business or how it is perceived by the public. For example, if one is running a hotel business and forms an alliance with the meat processing company a few blocks away, one may not be responsible for hiring and training meat producers meaning they may not be responsible on how they do their jobs(Blake, et al., 2012). This means that if the meant producer delivers stale meat and is processed in to a hamburger by your company, you may not control this. The other disadvantage is that it provides unequal benefits for the company. This calls for a lot of care when vetting the contractual agreement. In most cases, businesses are not assured that the alliance will be beneficial to both of the companies. 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