Groups suggested that culture is a major

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groups suggested that ‘culture is a major consideration in most international organiza-tions and the fact that its not premier in our organization must not be assumed to be asimilar case in other businesses as far as change is taken into account.’ The study thusconcludes that the data collected is strictly due to the size of our respondents whichwould likely change in any case a larger size of contact group were to be included.It came out clear from the study that employees and most of the decisions made in re-spect to change arise from business leaders. An interview with project implementoridentified that change decisions come from the top ranked personnel. Most of his sen-iors are in a totally different location and as such decisions are usually made with lim-ited consultation andhe has zero chances of contributing in idea generation. He onlyimplements the changes that come from the heads. ‘Many at times,I get calls from Hel-sinki about certain decisions that I need to implement in our store here in Vaasa. I thinkthis is a failure on my seniors since not even a single individual is usual sent to give ori-entations on the change and how it should be undertaken.’ Although none of the pro-jects ever failed, the study identified that this is an action contrary to the theory byKotter (1996) where individuals have to be given education on change.To the contrary, employees in the other company applaud the management for walkingwith them in each phases of change implementation. They both cumulatively agree thatonly changes that have been so urgent and of great importance have always beenpressed to succeed within those organizations.Question C: Role of ManagementTo determine the responsibility of the management in effecting a successful change pol-icy, this question narrowed it down to communication, coaching and managers aschange agents. The respondents jointly agreed that management and leadership withinthose organizations have always communicated their agenda in a free and open mannerto their subordinates although in varied medias. A team from one organization submit-ted that information on such issues was on a face-face basis between employees and themanagement. The other business, on the other hand, informed that most communicationwas done between management and immediate juniors and usually held over Skype,mails and teleconferencing. In this case, employees had no chance of participating in the
45birth of a new policy but are considered key players in the implementation phase. Mostof the decisions within this company were made outside.In both response teams, managements have not played any significant roles in identify-ing the strengths and weaknesses of their employees with respect to policy implementa-tion. The role of managers as coaches is thus absent within these organizations. Man-gers have failed to realize that changes occur at the bottom and as such must workclosely with their employees by assigning specific duties to individual(s) based on com-

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