Unit 3 Case Study

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Unit 3: Case Study Department of Healthcare Administration, Park University HRM636: Change Management and Conflict Resolution Professor. Sheriley Smith November 5, 2023 Case Study 7.1: Site Security and Secure Escorts

Introduction Based in the Netherlands and registered as a security services provider in the UK, Site Security and Secure Escorts (SSSE) recently brought on a new CEO in an effort to expand the company and increase profitability. Following his appointment, the CEO chooses to perform a SWOT (strength, weakness, opportunities, and threats) analysis to determine areas that need to be addressed in order to complete the duties at hand. The CEO, SSSE management, and outside consultants collaborate to create a reform plan that will keep the company afloat and inspire its staff, based on input from frontline personnel. The CEO brought with him prior experience, which he will utilize to make strategic management choices that will guarantee the success of SSSE. The main steps in diagnosis and involved at each stage. The CEO examined the organization's present threats and gave them special attention during the diagnosis phase (Hayes, 2018) this is a crucial step in Kotter's integrative model of organizational dynamics, which is the information gathering stage. The model consists of three stages that need to be taken into account. Each stage builds upon the others; for instance, the organization needs to consistently accomplish short- and medium-term success in order to attain long-term success. The CEO gave this material to his top management team and asked them to review it after the "whole review" was finished. After that, the management team determined that there were further concerns that needed to be investigated. Members of the operations team—the site supervisor and site director—facilitated this process. In addition, after the supplementary inquiry was finished, the management team hired an outside consultant to handle important problems that necessitated redesigning some positions. After these modifications were proposed

and later rejected by the organization's staff, the diagnostic had to proceed through an additional phase (Sabino, Reis Neto, Morais & Santos, 2021). Using his prior management experience, the CEO engaged the workforce to gather information that might have gone unnoticed by the team. He also redirected his focus from the "whole" diagnosis to a more focused approach of identifying the underlying cause of the unsatisfactory employee feedback. Eventually resulting in the diagnosis being "re-ignited" inside a certain department of the organization in order to bring it into line with the rest of the organization. When making decisions that will have a big effect on the workforce, managers should take those impacted by the changes into account. In this instance, when making decisions that will significantly affect the workforce, the CEO was (at first) ignorant of the bad culture, low job satisfaction, and changes. In this instance, the CEO was not aware of the subpar work environment, low job satisfaction, or the employee's perception of low pay at SSSE. Anything that influenced the CEO paid attention There were consequences for poor performance and a top-down management style at SSSE. Once the new CEO realized that the process had failed and that underpayment and dissatisfaction among the staff were contributing factors, their performance at work suffered. With years of expertise under his belt when he took over, the CEO was able to shape the sector he concentrated on. Taking into account his prior knowledge and the necessity of condensing information in order to make decisions, this may be viewed as his own implicit theory or conceptual model (Hayes, 2018). In addition to the intrinsic ideas he developed, the CEO's primary areas of focus were impacted by the conclusions of the top management team, the operations director/supervisors, and the employees.

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The main sources of information that informed the diagnosis Kotter's integrative model of organizational dynamics is the one that, in my opinion, most closely matches this situation and will equip the CEO to identify, obtain, evaluate, and carry out change. Six features of this model need to be taken into account, and they are as follows:  External environment.  Employees and other tangible assets.  Formal structures.  Social system.  Technology.  Social System.  Dominant Coalition. So far, the only areas that have been studied and examined are the social structure, the external environment, and employees and other tangible assets. All information needs to be gathered and understood before it can be analyzed. The CEO's primary sources of information have been his prior experiences, his senior management group, outside factors including the environment, and internal employee feedback. In addition to conducting two focus groups to gather information about job duties, employee satisfaction, and performance factors as well as giving them a platform to voice concerns, the relevant information was gathered through observations, an inconspicuous method of data collection, interviews, and feedback sessions with the management team. The CEO was extremely specific and methodical in his efforts since he saw a number of concerning factors that could eventually cause further harm to the company, such as decreased

profits, a greater need for workers, and subpar operations. Through the use of the case study, I am able to see the necessity of approaching change management from a holistic perspective, looking beyond the obvious requirements to identify the interconnected elements that affect work processes. This will better equip you for managing change, making decisions, obtaining knowledge, and, in the end, seeing things from a broader perspective when making decisions. Case Study: Exercise 7.1: Raising awareness of your implicit model of organizational functioning There are several factors that affect interactions and the direction of each influence, making it difficult to assess how well an organization performs (Hayes, 2018). To put it briefly, a sample of the pool made up of people who finished the activity is represented by the relationships and variables below.  Key areas: Management Relationships, Supporting System, Operational Processes  Management Relationships:  Management to management relationships.  Management to employee relationships.  Union and Company relationships.  Conflict resolution.  Quality of communication.  Supporting Systems  Effective IT system  Business Growth Plans.  Coordinating mechanisms.

 Operational Processes  Supply System  Attitudes of Quality Assurance.  Training and Staff Development.  Lean Six Sigma/Operations Processes. Certainly, these three crucial domains collaborate to accomplish objectives defined by the business, management group, and employees. Although there is interdependence across all sectors, some linkages and variables have a bigger overall impact than minor procedural effects. Union representation, supporting systems, operational procedures, and manager-employee connections are all impacted by management relationships, particularly those pertaining to quality systems (Simoes & Esposito, 2014). The manner in which beneficial work connections are upheld from management all the way down to janitorial services, as well as the style of communication employed, can have a favorable or negative impact on change management. Unexpectedly, there are some factors that indirectly have a significant impact on the organization's success. The impacts altered the direction of their impact and unearthed unexpected correlations in my particular organization. For instance, attitude toward quality assurance and lean six sigma processes is significantly impacted by inadequate manager-to-manager communication (duty day turnover of events). Since quality assurance is more of an afterthought than a priority, rushed work is the result of poor prioritization at the top level. Furthermore, steps are missed and procedures are abandoned in order to achieve short-term objectives that emerged from bad management relationships, making the Six Sigma procedures that third-party consultants put in place—a significant investment to streamline line maintenance processes—no longer a priority.

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Reference Hayes, J. (2014). The theory and practice of change management (4 th ed). New York, NY: Palgrave Macmillan.

Matos Marques Simoes, P., & Esposito, M. (2014). Improving Change management: How Communication Nature Influences Resistance to Change. Journal of Management Development, 33(4), 324–341. https://doi.org/10.1108/jmd-05-2012-0058 . Sabino, L. R., Reis Neto, M. T., Morais, G. M., & Santos, V. F. dos. (2021). Leadership, Communication, and Resistance Influence Organizational Performance. Latin American Business Review, 22(3), 1–22. https://doi.org/10.1080/10978526.2021.1897469 .

Unit 3 Case Study

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