unit 4 HRMT620-2304B-01
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Jan 9, 2024
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Change Management Progress at AGC: A Comprehensive Analysis
HRMT620-2304B
Payton D. Stanford
Dr. Bias
10/29/2023
Abstract:
This research paper aims to provide a detailed analysis of the change management process at Atlantis Global Corporation (AGC) and evaluate the progress made in resolving global human capital management challenges. AGC, is a multinational organization that specializes in electronic circuit board development. Upon recent outlook ACG has faced various issues that are
impacting the organization’s financial performance. The paper’s goal is to explore the diagnosis of AGC's problems, the intervention strategies recommended, to be implemented, as well as the subsequent evaluation of the change management plan. The objective from this work is to assess the effectiveness of these strategies in aligning human capital goals with AGC's organizational objectives.
Introduction:
“Human capital involves the personal investment that improves individualistic economic productivity” (Olaniyan & Okemakinde, 2008). The 21st-century global economy has placed tremendous demands on organizations to adapt and excel, requiring robust human capital management strategies. Atlantis Global Corporation (AGC) is no exception, as it faces complex challenges impacting its financial performance. This paper dives into the comprehensive analysis
of AGC's continuous change management process, while examining the diagnosis of critical issues, the strategies implemented for intervention, and the evaluation of these strategies. The aim is to gauge the effectiveness of these measures in aligning AGC's human capital goals with the company’s broader organizational objectives.
Diagnosis:
Summary
: Through the thorough diagnosis phase many critical issues arose from AGC, including intercultural communication problems hindering teamwork and complex political and regulatory challenges, which are affecting the company’s due diligence for being compliant.
For organizations competing in global business, effective intercultural communication is an indispensable tool. “Ethnocentrism is a belief in the centrality of one’s own culture. It often involves judging aspects of another culture by the standards of one’s own” (Jones and Draper 2012). For AGC, this dimension had become a source of concern. Through the Diagnosis or the organization, it revealed that intercultural communication problems were pervasive within the
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organization. Employees from diverse cultural backgrounds faced challenges in understanding each other and some showing examples of expressing Ethnocentrism showing unreasonably abrasive concern from people of different cultural backgrounds. This ultimately will lead to misunderstandings as well as potential for employee conflicts. The results of continuous structuring of these bad habits will impact units or leadership to develop teamwork and productivity, raising the questions of AGC's ability to harness its human capital efficiently.
Additionally, AGC is grappling with complex political and regulatory challenges in the host countries where its subsidiaries are located. The shifting and often baffling regulatory landscape pose risks and uncertainties for AGC's operations. Failure to comply with local regulations can not only jeopardized compliance but also will create continued relationship barriers with host country authorities.
Intervention:
Summary:
Through review AGC has worked towards implementing strategic interventions, to includes fundamental intercultural communication training for the organization to bridge any cultural gaps and regulatory compliance. The strategy is put into action to also ensure ACG is adhering to local laws within the host countries where the company’s business dealings reside.
ACG had to take the proper processes of Recognizing the urgency to address these issues.
AGC embarked on a series of strategic interventions. “With the world shrinking into a global
village, nations, businesses, schools, organizations, and our societies at large are becoming culturally diverse” (Spring, 2016). To overcome intercultural communication challenges, AGC will need to aim to introduce multiple chains of comprehensive training programs that are aimed at enhancing cross-cultural understanding. “
When employees understand the impact their work has on the business, they feel that they are valued. They are even more motivated to reach further
to meet (and exceed) expectations” (Herman 2023). The implementation of these cultural trainings can help guide employees through educational study to be equipped with the necessary tools to bridge the entire organization’s cultural gap effectively. These programs primarily will focus on language skills, cultural awareness, and communicative exercises establishing teamwork, enabling employees to collaborate more cohesively.
In response to the complex political and regulatory landscape, AGC along with its training efforts will launch regulatory compliance initiatives, Involving the establishment of dedicated regulatory compliance teams who will be responsible for objectives such as monitoring
and ensuring adherence to local laws and standards. Open lines of communication with regulatory bodies to create a more secure and compliant operating environment. This approach aims to not only align with local regulations but also foster positive relationships with host country’s leadership.
4. Evaluation:
Summary:
“Participation: Participation is generally regarded as a key success factor during organizational change. Communication can break down when employees are not involved
in the change process” (Reza and Yazdanifard 2012). The evaluation phase involves measuring progress through KPIs and metrics, including reduced intercultural conflicts and increased compliance, and taking an important role in gathering employee feedback to assess the effectiveness of the change management plan.
The success of any change management process hinges on effective evaluation. AGC adopted a multifaceted approach to assess the impact of its interventions. ACG implementing employee feedback surveys encourages employees to seek their ability to ask questions as well as give their opinions related to what is happening in the company, especially for implemented strategies like this one. According to mr. Herman, “Insight often comes from unexpected places, so connecting frontline workers and others can yield outsized benefits in other areas of an organization like customer support, product and more” (Herman 2023). Key performance indicators (KPIs) and other metrics are carefully selected to track the strategy’s progress in critical areas. Reductions in intercultural conflicts and an uptick in compliance rates are the resulting factors to be observed. These factors allow tracking of the positive effect of the strategies being implemented. The success also can reflect improved diversity ratios and enhanced employee retention. Positive feedback and a shift in cultural changes can show the organization the goals are tracking towards a healthy company cultural shift.
In addition to quantitative measures, AGC now has recognized the importance of qualitative feedback. Regular surveys and feedback mechanisms will provide employees with a platform to voice their experiences, suggestions, and concerns. This not only ensures that employees can become active participants in the change management process but also offers
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valuable insights into the effectiveness of the implemented strategies for the organization’s leaders.
Conclusion:
In conclusion, AGC's ongoing change management process is making significant strides in addressing its human capital management challenges. The strategic interventions aim to be well-received by staff and show early signs of effectiveness. While the full financial impact may require additional time to materialize, the preliminary indications can suggest promising growth. With healthy internal communication, even across multiple teams of different ethnic backgrounds, AGC's market performance has the potential to continue displaying positive signs of stabilization and growth.
As ACG moves forward, it is imperative to maintain the momentum, gather further data, and adapt strategies as necessary to ensure AGC's long-term success. The commitment to aligning human capital goals with organizational objectives remains continuously improving, offering a promising outlook for AGC's future.
References: Herman, M. (2023). 10 metrics and Kpis for internal communications
. LumApps. https://www.lumapps.com/internal-communication/metrics-kpis-for-internal-
communications/
Reza, M. (2012, January). IRACST- International Journal of Research in Management & Technology ...
Communication as a Crucial Lever in Change Management. https://www.researchgate.net/profile/Assoc-Prof-Dr-Rashad-Yazdanifard/publication/
260220013_Communication_as_a_Crucial_Lever_in_Change_Management/links/
00b7d5303327274740000000/Communication-as-a-Crucial-Lever-in-Change-
Management.pdf
Spring, J. H. (2016). American education. Routledge. October 29, 2023, https://www.routledge.com/rsc/downloads/Spring_FreeChapterDownload.pdf
Jones , A., & Draper, S. (2005). Intercultural Communication 2 - Library
. library.unimelb. https://library.unimelb.edu.au/__data/assets/pdf_file/0003/1924095/
Intercultural_Communication2.pdf
Olaniyan , D. A., & Okemakinde, T. (2008). Human capital theory: Implications for educational
development
. Human Capital Theory: Implications for Educational Development | University of Warwick. https://warwick.rl.talis.com/resources/45F7B845-322A-F0E2-
2C3D-51E68D01B41D
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