Organization: process are;Applied Theories: Equity Theory, Reinforcement
Organization: HSD TechnologyNature of Change: Plan a Change ProcessThe socialization process at my past job was ineffective. The culture when I arrived was unstable due to the fact that my first day in the department we were attending a team building conflict resolution session. The department was made up of 20 employees 19 had been there 15+ years and I was the youngest in the department. The PO fit attempt was trial by fire and with little to training or guidance. Once l learned the roles and culture of the department I began to make adjustments and adopt their processes. Once I mastered the process, I began to bring new ideas to the table but the culture was set and change was met with opposition. I believe the process failed because I became unsatisfied with the outdated processes and the way things were being managed so I resigned. Wasteful spending and outdated technology not only affected the staff members but also the students. Management was somewhat unapproachable which led to losing good employees and leaving others very frustrated. Lack of trust in management was another issue that led to division within the department because employees were becoming dissatisfied with the performance of management staff. The change process goal is to address and correct these issues that are damaging to the department and the organization as whole. At very least get the technology department moving in a direction that reduces spending, increases employee morale and provide students with updated learning tools that will be beneficial to their future.Some the theories that will be applied throughout this process are;Applied Theories: Equity Theory, Reinforcement Theory, Attribution Theory, Expectancy TheoryDefinitions: (OB&M – Ivanceich, Konopaske, Matteson)? Equity theory is based in the idea that individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity.(OB&M)? Win-win negotiations or positive-sum in which an agreement has been achieved that leaves all parties better off than they were before the agreement. (OB&M)? Expectancy theory of motivation suggests employees are more likely to be motivated when they perceive their efforts will result in successful performance and, ultimately, desired rewards and outcomes. (OB&M)? Attribution theory views the process by which individuals interpret events around them as being attributed to a relatively stable portion of their environment. A process by which individuals attempt to explain the reasons for events.(OB&M)Step 1: Increase Urgency (Equity Theory applied)Setup a meeting, in which the leader would meet with co-workers, listen to the complaints and strategize how the group should bring awareness to those issues to the superiors. Leadership will present new ideas and technology to co-workers that will help improve upon the processes and issues in the department. In the meeting the group will begin to dissect the current technology what works well and what does not. Then, breakdown into specific needs and changes that could be implemented to increase morale as well as productivity such as unfair workloads, role expansion and training, more involvement in decision processes that directly affects employees. Make it a point to reiterate to the team that things will stay the same or get worse if issues in the department is not addressed immediately and begin to paint pictures of different scenarios of what the department will turn into if this direction continues. Using examples of the past and bringing them full circle to the present highlighting the inequities of the technology department against other departments as well as other organizations. Leadership should also share the data with the rest of the organization to show support of change. Recommend that upper management speak with directly with employees to better understand their concerns and instruct the team to have clear and honest communication to help create that sense of urgency. Step 2: Build the Guiding Team Analyze in the meeting who are on board and who is not. Then, gather those for a strategic plan of action. The committee will be designed based on a grouping strategy. The team will be formed by those employees who are engaged and feel a vested connection with the department as well directors, team leads and cabinet members who ultimately have the power to move plans forward. The team should have people with the appropriate skills, the leadership and credibility within the organization based on track record that can efficiently handle the change that’s being introduced to the board. This is the group that will drive innovation and push the organization forward. The team will highlight the benefits of the proposal and the committee will present those changes to superiors. The success of the change effort will depend on the strength of the guiding team and their ability to effectively articulate their ideas. Finally, making sure the guiding team are on the same page with the same vision and have an understanding of the expected benefits of those proposed changes. Step 3: Get the Vision Right (Attribution Theory applied)Leadership will begin to present a plan of action based on the vision of the group in a way that would capture the attention those in power to make the change. This plan of action will present a clear vision, realistic and attainable goals. For example, one objective could be providing a technology architecture which will support the development or automation of processes and be able to show a positive return on the investment over a set period of time. The guiding team will be the leaders in creating the change vision and strategy moving for moving forward. The team will need to develop a vision that will convey to managers and employees that the future is where success is found and it will be also necessary to formalize that vision where it is customized to the organization and the change initiative. Development of the change vision should be focused on proven approaches and provide the proper tools for success. The team will speak to organizational stakeholders on why they should move on from the past and follow leadership into the future. Focus will be on creating practical and realistic vision as well as provide guidance for decision-making processes. The technology initiatives will align people, processes and technology to help meet organizational goals. Strategic system changes will ultimately change the way processes work, develop new skill sets and roles among staff. Implementing system changes must include key people from the cabinet to participate in creating this plan as well. Step 4: Communicate for Buy-In (Win-win Negotiation applied)The team should send a clear messages about the direction of change, by presenting new technologies and methods, then demonstrating how they can be effective. For example, implement methods to get the change message across by using different outlets to communicate the vision such as team meetings, one on one communication, feedback from surveys, demonstrating new technologies all will provide a greater chance of being heard and remembered. Also, be prepared to address concerns as to why certain initiatives are better and being pushed before others. The initiatives should be strong and data-driven to justify these priorities to board members. Also, use specific examples to communicate how these initiatives will benefit all stakeholders in the organization staff, students and the community. For example, new processes that will save the organization money, the benefits students will receive from the implementation of new technologies in the classroom being and present data to support these claims. Step 5: Empower Action Employee involvement is a positive way to convey empowerment. This will enable employees to have some control their work and apply their skills and abilities to benefit the organization. For example, giving system admin rights to those who are directly dealing with staff with access issues. The manager of the IT department takes weeks to address system admin request due to having too many thing on their plate therefore tickets are getting backed up to the point that may take a week to address basic issue. This can be solved by trusting your employees with limited admin level access so that these minor issues can be resolved quickly and efficiently. This will empower those employees that can now take action instead of sitting on their hands. This will also give employees more incentive to buy in to the change since they are more involved in the process and feel that they play a role in making a difference. There are employees with plenty of untapped potential within the department that’s being overlooked or ignored. Employees don’t have the freedom to explore problems or issues because information and access is being withheld only to have repeated mistakes by those who hold this power. This leads to creating an open a platform to discuss employee training, finding out what the staff is interested in learning and what opportunities may be available in the future. This will allow employees to take charge of their career by creating a sense of empowerment by developing a career path plan, meeting with upper management to assist with their goals. This will boost morale within the organizations, save money outsourcing skills that are in the department or can be developed within the department that can create positive change. All of which goes a long way in empowering staff to take action and develop new skills so that their roles are expanded and they feel that there is a future in the organization.Step 6: Create Short-Term Wins (Expectancy Theory applied)The team will start to build momentum making sure that progress is seen by the staff and it reflects what the issues are. Organizational improvement will be implemented in six to twelve months and it must be visible throughout the organization and clearly define in relation to the change effort. Leaders and the guiding team will identify change efforts that meet all of the criteria such as cost savings of newly implemented technologies such as moving to cloud servers cloud servers instead of traditional servers in which resource can be scaled up or scaled down accordingly, making it more flexible and, therefore, more cost-effective, efficient processes, well defined procedures and more effective use of existing technologies. For example, moving to cloud services where resources can be scaled up or scaled down accordingly, making it more flexible and cost effective than traditional servers. Also, bringing in additional help to lighten the workload of those employees who becoming stressed because of the extreme task of managing too much at one time. Upper management and members of the cabinet will need to support the allocation of resources to accomplish these short-term wins. These resources will include the allocation of managers and staff aligned with the guiding team who are able to plan, organize, and execute these short-term wins effectively. The results from these short term wins will build confidence of employees and the department as a whole that positive change is taking place and better things are to come the organization continues this direction. Change takes time and become challenging but when people begin to see their effort come to fruition it will revitalize the movement and give the attitude and confidence that the right thing is being done.Step 7: Don’t Let Up The team will continue to push those short term wins as motivation to finish the ultimate goal. After a few wins the team may become complacent their actions so the goal now would be to keep up the sense of urgency. The team may have accomplished a few goals such as approval of extra manpower or new software implementation but the vision is still not complete. The team must continue to build on these wins to have sustainable change. In step two, a team was formed to help build a case for change, present why it was an urgent matter and get people to buy-in. After some short term wins, this group may be feeling accomplished and being to let their foot off the gas but this is no place to slow down or stop. Some additional minds may need to join the team. For example, contractors who report to work once a week for specific task that are outsourced may need to give input on new database software and or methods that are critical to the next stage of streamlining processes and workloads. Working with external partners may be beneficial when moving into project delivery methods in which the interests of the guiding team are aligned in a way that the members can be collaborative in delivering desirable results to the organization. Also, bringing in new people with new ideas for the change effort will be a good way to rebuild excitement throughout the organization. Encouraging solutions developed by those employees who on the frontlines such as network administrators, technicians and teachers for example will ensure that expert’s opinions and ideas are being heard throughout implementation. Step 8: Make Change StickThe team has to make sure that all employees adopt new ways, despite tradition and begin to embrace the new group norms and shared values. Permanent change will only take place when leadership and the guiding team implement the norms and values that support those changes. Leadership must make certain that staffing and promotions are based on the new norms and values. Also, there must be an effort to reshape reward programs such as flex time or raises to reflect those norms and values. Implementing training and development opportunities that will focus on employee skills and abilities must relate to the change. Also, adjusting or removing organizational processes and procedures that don’t support the changes. For example, continuing to use older technology because that’s what people are comfortable with. Employees must embrace the new processes even if that means professional development or training classes to learn new techniques. Finally, to have sustainable change, these new processes and values must become part of the new culture throughout the organization. The values behind the guiding teams vision will be present daily in the management of the organization and change will be seen throughout the department. It will be necessary that cabinet members and other leaders continue to support the change so this movement want be temporary. Also, moving forward every new hire to the organization and department will be introduced to this new culture as a norms of behavior and these new practices will be deeply rooted in the attitudes and shared values.Conclusion:In order to change the department and organizational culture the first step would be to develop a shared vision, strategy and convincing argument that will justify the need for change. Engaging and aligning leaders from the department, cabinet members and outside contractors to form a guiding team will be necessary to gather support for change. After the guiding team is in place, start laying the groundwork of mobilizing stakeholders who will support and buy in to the change movement will be imperative to have success. Next, begin to align the organization and processes with the new changes and come to agreement at every level of the organization to make all is moving in the same direction supporting the same vision. Also, alignment of various skills and competencies that the employees bring to the table will be necessary so that they are put into a position to be successful at their roles whether new or old. Last but not least, immediately address any and all negative behavior and culture push back that may surface as a result of the new change initiatives being implemented that may hinder progress.