Managing Strategic Change Assignment Sample

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Introduction to Managing Strategic Change Assignment

Organisational change refers to the actions in which the business or company alter the key component of the organisation. This includes the underlying infrastructure or technologies, culture of company, utilises to internal processes and operation. This is important factor of business adaptability and growth. The essay showcases major organisational change which has been experienced within the CHEP, solutions of the global supply chain organisation renowned for the container pooling and pallet services (CHEP, 2024). The change included the application of the novel systems based on the digital inventory management aimed at decreasing the operational costs and developing effectiveness.

The change in the strategic promoted the major advantages; this effective success relies on the attitude, behaviour and culture of organisation of the workers at different levels. The main aim of the reflection is based on how the organisational culture of CHEP shaped the individual behaviours and attitudes at the time of transformation. In order to gain it, the essay focuses on the reflective approach based on personal observations and experiences in the organisation during the change procedure. The essay will shed light on personal experiences and identification of behaviours and attitudes. Moreover, it will emphasise offering a critical evaluation of how the culture of the organisation influenced the entire change procedure. Furthermore, it will demonstrate a balanced discussion related to potential contradictions and multiple viewpoints, while academic assistance such as Online Assignment Help in UK can support deeper analysis of organisational behaviour concepts.

Managing Strategic Change Assignment Sample

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Main Body

Depth of reflection

The organisational change majorly based on the litmus test for adaptability and resilience of workers, strengths of the culture within organisation. My experience within the CHEP at the time of digital inventory management application revealed divisive and unifying factors of organisational culture. The collaborative and innovative ethos initially developed the change with the engagement.

Critical self-reflection:

Personally, the change to novel system obtained effective mix of apprehension and optimism. My effective role developed the maintaining workflows in team and mainly welcomed the achievements. On the other hand, steep learning which is associated with the effective technology increased the doubt related to the competence and felt frustrated. In context to emotions, I understood that these are developed form the different cultural expectations within the CHEP. The workers were motivated to boost the innovation for the new processes. The mentality based on the Sink and swim, developing the resilience, developed the resistance and stress in others.

Identification of behaviours and attitudes:

The colleagues offered different responses; these are mainly ranging from the effective proactive engagement related to the major resistance. The quick adopters were mainly enthusiast related to the potential of systems. This is aligning with the innovative focus of CHEP. The major behaviour involved taking the responsibilities to offer training to colleagues, this is mainly contributing to the collaborative culture. On the other hand, some of the workers within the operational roles come up with the frustration and scepticism. I saw resistance works as the unwillingness to join different training sessions (Warner and Wäger, 2019). These different behaviours were rooted with the culture of CHEP. Along with the culture based on the problem solving and prized collaboration, this majorly neglected the significance to resolving individual concerns and clear communication (Hitt et al, 2020). The gap `made the divide among who felt disturbed and who accepted the change.

Connection to organisation culture:

The culture of CHEP, developed on the teamwork, sustainability and innovation value, shaped the different behaviours. The organisation majorly motivated the autonomy, these mainly motivated workers to adopt the change procedure. On the other hand, similar autonomy structured guidance lack, leaving the feelings of others related to the unsupported. The organisational culture model related to the Schein offers the dynamic understanding the lens (Edgar Schein: Organizational Culture Model, 2024). The artefacts of the visibility, this includes the collaboration of cross departmental and suggested effective and supportive environment. This is underlying the different assumptions like as those workers can adapt the shift naturally

Understanding the interplay:

The main interplay among the behaviour and culture became changed progressed. The adopters easily thrived due to alignment with the value of self reliance and innovation of the organisation. The proactive approach made the networks of the informal support; this can reduce the different challenges (Johnson et al, 2020). On other hand communication channels lacks formalized and developed resistance workers support showcase the blind spot of the culture. These weaknesses slowed interpersonal relationships and strained the overall adoption. This is underscoring the significant of lining up practical application strategies with the cultural values. Within the retrospect, change’s success focused on the resolving the different behavioural divides. The culture of CHEP had the effective potential to develop values and offers the support.

Critical analysis

The challenge and success of the change in organisation are mainly entwined with the current organisational culture. Within the CHEP, the system application of the digital inventory management was mainly influenced via the framework of the organisational culture.

Evaluation of organisational culture: The organisational culture of CHEP is underpinned the focus on the collaboration, sustainability and innovation. These different major values are supported the whole process of change via motivating the new ideas and collaboration to resolve the challenges. On the other hand, similar culture showcased the major limitations. For example, at the time of change the collaboration was developed. The CHEP lacked of mechanism within the structured to resolve the different workers need at the time of transition. The key focus on the innovation mainly overshadowed the significance of the decreasing uncertainity and developing trust. These were significant at the time of whole change procedure. It reflects major tension at the time of practices realities and cultural values of the company. This mainly identified within the organisation culture model of Schein (Edgar Schein: Organizational Culture Model, 2024).

Impact assessment: The different behaviours developed via the culture which needs to offer the dual impact. However, CHEP focuses on the effective collaboration which mainly inspired the adopters to have the different initiative, make the sessions of informal training and develop the novel system. The different behaviours rushed major transition for the colleagues and developed the sense of community within the team member who were seeking for change. However, the lack in support systems and structured communication left the colleagues feel resistant and disconnected.

The change model of Kotter’s 8 Step showcases the significance of communication the vision and sense of urgency in areas in which the organisation faltered (Kotter’s 8-Step Change Model, 2024). The strategy of the inconsistent communication made the confusion; this is resulting within the procedure of fragmented adoption. The resistance behaviours, like as training sessions disengagement and old methods reverting, boost the impeded process. The different behaviours majorly were not reflection on the weaknesses of culture. The implicit assumption of the culture which workers will adapt practical challenges and emotions overlooked developed with the change. The model of Lewin’s change management demonstrates how the old behaviours unfreezing play a major role within the change initiatives success. Within the CHEP, the stage of unfreezing was managed in the inadequate manner, as the workers were not effectively encouraged to remove the familiar procedures.

Use of theory: Implementing the theory of Hofstede’s cultural dimensions to organisation culture of CHP showcases the uncertainty avoidance and individualism (Hofstede’s Cultural Dimensions Theory, 2024). The individualism mainly developed the ownership and initiative among the workers. The moderate tolerance culture for the ambiguity results in resistance of other team member. The robust support evidence developed the issues.

Balance of perspectives: From the viewpoint of leadership, the major shift was seen as the key concept of step towards the managing competitive benefits and operational effectiveness. On the other hand, workers at the different levels worked in the different manner. The early adopters lined up with the vision of organisation and autonomy thrived (Kobrin, 2022). However, these less effective with the perceived process of change as poorly managed and overwhelming. The divergence showcases the cultural influence complexity, in this the similar values might alienate and empower.

Evidence and examples

The digital inventory management system application at the CHEP offers the effective illustration of how culture of organisation can influence the outcomes, behaviours and attitudes of change procedure.

Real life examples: The major instance of influenced culture occurred at the time of initiate phase of training. The collaborative and open ethos of the CHEP motivated workers to form groups of peer led training. These were majorly efficient for the different early adopters. My colleague, Elena, she a senior manager of logistics has been took the major initiative to boost understanding the weekly training organise to guides the workers with less experience. Her behaviour based on the proactive, lined up with the culture of teamwork and innovation within the CHEP. This mainly contributed in the effective or smooth transitions within the team. On the other hand, the approach was not effective worked or mirrored within the company, as the different teams weak in the leadership. The resistance behaviour developed among the staff of warehouse who mainly felt excluded in the process of decision making. For instance, workers group expressed the major dissatisfaction at the time of meeting in town hall, faced lack in communication related to the system benefits.

Integration of literature: The change model of Kotter’s 8 steps offers a effective framework for evaluate challenges of CHEP. The success of organisation made the short term wins and guiding coalition via visible successes. I majorly failed to change anchor within the culture (He et al, 2020). The feedback mechanisms and robust communication absence, critical within model of Kotter, it is focusing on the initiative of success. Similarly, theory of Hofstede’s cultural dimensions focuses on the employee responses divergence. The focus of the CHEP on the empowered individualism like as Elena.

Relevance of evidence: The theoretical insights and aforementioned examples demonstrated on how aspects of culture within the CHEP developed the behaviours and attitudes of workers (Grant, 2024). This is influencing the challenges and success of the overall change procedure. Via focusing on the relevant theories of the real life scenarios integrations, the analysis showcases the major requirements for the alignment among the change management and organisational culture practices.

Conclusion

The experience of organisation change at the CHEP at the time of application of the system of digital inventory management showcased the key role of the culture within the organisation. This plays a major role in developing the behaviours and attitudes at the time of transitions. Effectively reflecting on the experience showcased culture of collaboration and innovation within the CHEP developed the engagement. This mainly lacks within the communication mechanisms and structured support made the different challenges. The influenced success of cultural dynamics related to the whole change producer via developing proactive behaviours. The analysis focused on that the culture of organisation operates as barriers and enablers at the time of change.

The early adopters’ proactive attitudes, this is mainly supported by the focus on CHEP on the small scaled successes and collaboration. This includes the peer led training and also informal training as well. On the other hand, developed support strategies and consistent communication lack exposed the different vulnerabilities within framework of culture. The theoretical framework such as schein model and kotter’s 8 step change model, focused on the effective requirement for the employee engagement, cultural values and strategies of change management. The experience offered the different lessons related to the practices in future. Initially, efficient change within the organisation offers the effective understand employee behaviours and cultural nuances. Secondly, inclusive and clear communication strategies are important for developing the trust and decreasing the resistance. Lastly, the mechanisms based on the structured support like as feedback loops and formal training, these are important to complement the different initiatives developed through the collaborative culture.

References

Books and journals

• Grant, R.M., 2024. Contemporary strategy analysis. John Wiley & Sons.
• He, H., Quan, S., Sun, F. and Wang, Y.X., 2020. Model predictive control with lifetime constraints based energy management strategy for proton exchange membrane fuel cell hybrid power systems. IEEE Transactions on Industrial Electronics, 67(10), pp.9012-9023.
• Hitt, M.A., Arregle, J.L. and Holmes Jr, R.M., 2020. Strategic management theory in a post‐pandemic and non‐ergodic world. Journal of management studies, 58(1), p.259.
• Johnson, J., Whittington, R., Regnér, P., Angwin, D., Johnson, G. and Scholes, K., 2020. Exploring strategy. Pearson UK.
• Kobrin, S.J., 2022. Managing political risk assessment: Strategic response to environmental change. Univ of California Press.
• Warner, K.S. and Wäger, M., 2019. Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long range planning, 52(3), pp.326-349.

Online

• CHEP, 2024. Online. Available through https://www.chep.com/us/en/services-solutions
• Edgar Schein: Organizational Culture Model, 2024. Online. Available through https://www.businessballs.com/organisational-culture/edgar-schein-model/#:~:text=Ultimately%2C%20Schein%20stressed%20that%20cultures,external%20environment%20and%20solving%20problems.
• Hofstede’s Cultural Dimensions Theory, 2024. Online. Available through <https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/>
• Kotter’s 8-Step Change Model, 2024. Online. Available through https://whatfix.com/blog/kotters-8-step-change-model/