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Organizational Change Management: From Northern Support Services (NSS) to genU
It is important to note that any form of major organizational change, especially in regards to shifts in management, mergers, or buyouts, can create a significant degree of impact on both parties, which can either be positive or negative. The given analysis and assessment will primarily focus on the case of Northern Support Services being taken over by genU. The emphasis will be put on the role of transformational change management within the organization of genU through means of transformational leadership and strategic planning.
Any form of organizational change is prone to face a certain degree of resistance from a number of groups, such as employees, customers, and even managers themselves, which is why it is of paramount importance to ensure that the effects of a transition or alteration have minimal negative impacts on organizational performance in short-term and improvements over longer periods of time. Research is indicative of the fact that organizational culture, employee competence, and management are key factors to consider when implementing changes in an organization, and the effects are strongest among public sector units, but similar forces are present in private sector institutions as well (Napier et al., 2017). In other words, both NSS and genU saw an opportunity for change in regards to the acquisition of the former by the latter, but I would also like to enable transformational change to take place since the mission of both organizations are aligned, and they serve the same group people, who are people with disabilities.
I would develop change management strategies by incorporating approaches in management style as well as technological adoption of more novel methods in order to reach a wider range of target groups within the nation. It should be noted that NSS, for the last few years, had a weak online presence, whereas genUs presence is significantly stronger, which is why it is critical to ensure that NSS is able to widen its vision and goals to be more in alignment with another party. As a manager, I would follow three steps to successfully implement major organizational changes. Firstly, I would change NSSs strictly transactional leadership style to a transformational one in order to create a more supporting and relaxed work environment to harness creativity and proactivity. Secondly, I would propose employee rotations between two organizations in order to dismantle the currently stagnant organizational culture in NSS. Thirdly, I would advocate for more social media and online presence since many individuals with disabilities can receive services from the organization without being in close proximity to it.
I would implement the given changes not by forcing employees through negative reinforcement but rather by the alternative, which would be an integral part of my transformation leadership approach. By supporting, connecting, giving more freedom, and openly communicating with employees, it will be possible to ensure a smoother transition to the proposed measures. The main barrier of organizational culture will be overcome by implementing employee training for ones who require it and job rotations for all employees with the purpose of exposing them to cultural differences between NSS and genU.
In conclusion, the change will be implemented with transformational leadership, job rotations, and enhancing online presence, and thus, the shift will be transformative for both workers and customers. Stakeholders would be communicated through transparency and openness, where the training alongside rotations would remove the cultural barriers and anchor the improvements of the organizational changes.
References
Napier, G. S., Amborski, D. J., & Pesek, V. (2017). Preparing for transformational change: A framework for assessing organisational change readiness. International Journal of Human Resources Development and Management, 17(1/2), 129-142. Web.
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