Managing Dynamic Environment discussion (1)

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Nov 24, 2024

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1 Managing Dynamic Environment discussion Learner Institution Course Tutor
2 Vision Checklist for DANA Group's Change Scenario Introduction: The talk will center on the hypothetical Middle Eastern company DANA Group as a way to examine the ideas of organizational vision and change vision. We will define a potential change scenario for DANA Group using a five-step "checklist for change" and then offer a change vision to support this scenario. We will also discuss the advantages and disadvantages of the transformative visions that classmates presented. Difference Between an Organization Vision and a Change Vision: The long-term goals and core purpose of an organization are represented by its organizational vision. It outlines the expected future state of the organization and acts as a compass to guide all stakeholders toward shared objectives (Madsen & Ulhøi, 2021). It reflects the organization's fundamental principles and ideas and is timeless and enduring. A change vision, on the other hand, is a subset of the organizational vision that is concentrated on a particular change or shift inside the organization. It is transient and dynamic, intended to lead and inspire participants during a time of change (Drori & Landau, 2022). A change vision should take into account the particular possibilities and difficulties presented by the change endeavor while being consistent with the overarching company vision. The 5-Step "Checklist for Change" for DANA Steel: Step 1: Establish a Sense of Urgency: Due to worries about climate change, DANA Steel has noticed an increase in the demand for environmentally friendly roofing solutions across
3 the Middle East and GCC. The company now needs to switch to sustainable roofing materials immediately. Step 2: Form a Powerful Coalition: Top management, specialists in R&D, marketing, and important personnel come together to establish the DANA Steel coalition. Step 3: Create a Vision for Change: Change Vision: "DANA Steel wants to top the list of Middle Eastern and GCC suppliers of environmentally friendly roofing options. Our roofing materials will be renowned for their affordability, toughness, and environmental friendliness, creating new benchmarks for the sector. Step 4: Communicate the Vision: Through town hall meetings, internal newsletters, and training sessions, DANA Steel shares the change vision. Step 5: Remove Obstacles and Support the Change: DANA Steel offers its staff training to help them develop the new skills needed for producing sustainable roofing. Change Vision for Dana Steel's Sustainability Initiative: "Dana Steel aims to dominate Middle Eastern roofing with eco-friendly, high-quality solutions, prioritizing sustainability, green production, and energy conservation." Strengths of the Change Vision: The change's goals are precise, well-defined, and in line with both consumer desires and environmental concerns. Employees find it relevant since it places a strong emphasis on alignment with the company's values.
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4 A wide range of stakeholders are involved in the alliance, improving its chances of success. Weaknesses of the Change Vision: Lack of a timetable for goal completion in the transformation vision may impact accountability. It is difficult to determine whether or how the change will be successful because there is no discussion of how progress will be gauged or tracked. In conclusion, DANA Steel's change vision places a heavy emphasis on alignment with the organization's values as it focuses on moving to sustainable roofing solutions to suit market demands and environmental concerns. However, it would be advantageous to provide a schedule and specific success measures. Reply 1 Regarding the distinctions between organizational vision and transformation vision, I appreciate your thorough discussion. You obviously comprehend the distinctions and how important a function they play in directing an organization's long-term and short-term aims. Your hypothetical change scenario, in which an oil and gas corporation becomes a provider of renewable energy, is well-planned and adheres to the change checklist. The checklist offers a methodical way to guarantee the success of such a substantial change. I particularly like the proactive way in which you have addressed potential employees' worries about job security and the necessity for retraining.
5 Your ambitious and motivating change ambition is to position the business as the leading supplier of renewable energy in the Middle East. It not only describes the desired outcome but also underlines how it is in accordance with stakeholder expectations and global trends, which is crucial for winning support. Giving more detail about the exact plans the business has to make this transformation could be one area for improvement. The clarity of the transformation vision might be improved by providing more information about the action plan. Overall, your response successfully identifies the positive aspects of the change vision and the change checklist while addressing any potential negative aspects in advance. Reply 2 Your explanation of how organizational vision and change vision differ is well-written and gives the reader a clear knowledge of these ideas. You clearly understand how crucial these visions are for leading an organization through transformation. Your hypothetical shift scenario, in which ABC Industries switches to a more flexible and decentralized organization, is both pertinent and plausible. The detailed five-step change management checklist you've provided fits perfectly with Kotter and Cameron & Green's change management models. It is obvious that you have given important factors, such as establishing urgency and long-term reinforcement of the change, careful thought. Your recommended transformation strategy for ABC Industries is intriguing and aligns with the objectives of a decentralized organization. It makes the advantages of the move and the company's dedication to innovation and customer-centricity crystal evident.
6 One idea for improvement is to mention any potential difficulties or roadblocks that ABC Industries might encounter throughout this shift. While the checklist covers the essentials, noting potential obstacles and suggesting ways to overcome them would give the situation more dimension. Finally, your response offers a thorough change scenario with a carefully designed change vision, clearly demonstrating a solid understanding of change management ideas. Resistance to change can manifest in various ways within DANA Steel as they embark on their sustainability initiative. Here are some potential areas where resistance might occur: Employees may be wary of the new environmentally friendly roofing materials and procedures out of a sense of fear of the unknown. They could be concerned that they won't be able to adjust to the changes or that their job functions would become obsolete. Lack of Perceived Benefits: The sustainability project may not be providing all employees with immediate personal benefits. They might ask how it impacts their day-to- day activities and whether it offers concrete benefits like job security or professional advancement. Attachment to Current Practices: People who have worked for the organization for a long time or who are firmly rooted in the way things are done now may be resistant to change because of their attachment to current procedures and practices. They can be opposed to change because they think the current procedures are working. Employees may be concerned about their job security if the transition to sustainability involves automation or changes to employment functions. They can believe that their livelihoods are at jeopardy, which can cause opposition.
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7 Lack of Clear Communication: Employees may resist change if the change vision is not effectively conveyed or if there is doubt about the transition process because they are unsure of what is expected of them. Middle management may oppose the change if they believe it would undermine their authority or if they are not completely convinced of its advantages. To address these potential areas of resistance, DANA Steel can take several measures: Clear and Transparent Communication: Ensure that the transformation vision is conveyed at all organizational levels in a clear and transparent manner. Describe the advantages for the business, the staff, and the environment. Employee Engagement: Include staff members in the planning and decision-making processes for the sustainability effort. This may foster a sense of ownership in them and lessen resistance. Offer training programs to assist staff in acquiring the abilities required for the new sustainable roofing solutions. This can help them feel more confident about the move and less worried about their job security. Addressing issues: Pay attention to and respond to employee issues. To understand and lessen resistance, create platforms for open conversation and encourage criticism. Establish definite milestones and timetables for the sustainability program to solve the problem of lacking a timetable for objective achievement. Employees will be held more accountable and be able to monitor their progress. Develop key performance indicators (KPIs) to gauge the success of the initiative, and periodically update staff members on your progress. They will be able to witness the practical outcomes of their work as a result.
8 Addressing these possible points of resistance and capitalizing on the benefits of the change vision will help DANA Steel minimize employee opposition while increasing the likelihood of a smooth transition to sustainable roofing solutions.
9 Reference Drori, I., & Landau, D. (2022). Vision and change in institutional entrepreneurship. In Berghahn Books . https://www.degruyter.com/document/doi/10.1515/9781845459840/html Madsen, H. L., & Ulhøi, J. P. (2021). Sustainable visioning: Re-framing strategic vision to enable a sustainable corporate transformation. Journal of Cleaner Production , 288 , 125602. https://www.sciencedirect.com/science/article/pii/S0959652620356481
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