CASELETS Analysis

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1 CASELETS Analysis: Improving Performance through Change Management Student’s Name Institutional Affiliation Course Date

2 CASELETS Analysis: Improving Performance through Change Management CASELET 1 Q1. Change management can be defined as techniques and ways a business or a company describes and executes change within its processes wholesomely. Change management is vital for every business to ensure the sustainability of change by leading to the successful assumption and use of change in the enterprise. Additionally, it enables employees to comprehend and commit to the change and work productively during it (Waddel et al., 2019). With no productive organizational change management, the transitions can be challenging and relatively expensive in terms of resources and time spent. In the Instance of symphony technologies, the company implemented change and ensured that it was well managed to ensure a positive impact on the company. The company leadership had solutions at hand that would significantly change the company's productivity, all obtained from the feedback meeting of all employees. In return, the organizational procedures had undergone a noticeable change. Symphony's profits increased dramatically due to its revolutionary changes, and due to Vaidya's bold decisions, Symphony quickly became the market leader in several industries. Q2 Firstly, the most crucial role played by the management and staff of Symphony technologies was consulting a feedback meeting to identify the problems that were facing the company. The top and middle-level employees had first-hand information regarding the problems that were bringing the company down since they were within

3 the productivity processes each day. Planned change is best achieved when there is a concise and accurate plan, which is what Symphony company started with. Vaidya also changed the company's bureaucratic management style to promote faster and simpler decision-making. As a result, a lean and effective organizational structure was established, increasing employee engagement and productivity. Symphony employees were required to regularly participate in training programs to keep up with the most recent changes in the outside environment. CASELET 2 OD interventions used by change agents were applied by Global company. Some of the interventions used by Global were: diagnostic activity and process consultation. The diagnostic activity entails gathering all pertinent information about the organization's current situation (Marshak and Bushe, 2018). This can be done using the company's operations records, task activity observation, meetings with subordinates, or employee interviews. This could determine the current state of health of the organization. An "opinion survey questionnaire" was distributed by Global to each employee, focusing on the salespeople in each office. Employee opinions on the working environment within the company were sought after by the questionnaire. The managers shared the data with their salespeople, and they came up with solutions to pinpoint performance issues and boost sales personnel efficiency. In process consultation, a third-party OD consultant will provide process consultation to help management "perceive, understand, and act on process events within the organization." The consultant acts as a mentor or coach, providing members and groups with guidance on improving communication patterns, leadership

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4 styles, cooperative working techniques, and conflict-resolution strategies. In Global, corporate management visited each franchise and spoke with the staff, explaining how changing market conditions rendered old beliefs and attitudes obsolete and irrelevant and emphasizing the importance of staff adopting new beliefs and attitudes. External consultants were hired to assist in bringing about this change in the workers. One of the objectives of the change program was to obtain a positive change in employee behavior and this can be achieved by using the following strategies: 1. Top management should lead by example in portraying change in behaviour 2. Support and reward good habits 3. Develop support networks among the employees 4. Provide continuous coaching for the employees and obtaining feedback on the progress 5. Get rid of negative triggers Q2. Positive workplace behaviour improved team performance and productivity. Global was able to assist its franchises in increasing employee productivity. Because of their positive behaviour, people who act more professionally and effectively at work eventually become irreplaceable employees. Global employees must collaborate with the change agent to implement change programs through active orientation and participation. One of the most important roles is active orientation and participation during change. Second, they had to persevere until the end. Employees fulfill the role of active orientation and participation when they provide insightful advice that facilitates change and improves process efficiency. This could include explaining complex corporate systems to new managers or assisting them in adjusting to their new roles.

5 CASELET 3 Murthy set up three departments – Corporate Clients Group (CCG), Individual Clients Group (ICG) and Non-Performing Assets Group (NPAG). Employees in these groups helped the client get his job done without having to visit different departments. This decision was inspired by the fact that, customers were gpoing a rough time when they had issues. if a client had three different requirements from BOH, he had to approach the relevant departments separately. Making this decision was right for providing good customer service. Later, Murthy merged BOH with a small financial services provider, Akhira Finances (Akhira). This decision was also right so as to help customer who came from rutal areas, this would support Murthy dreams of BOH being the biggest financial institution in the country. The apprehensions of the employees during the merger was totally justified. They feared for their jobs since mergers have a reputation of leading to the retrenchment of employees. Murthy could have assured his employees that their jobs were secure before going into the the merger to eradicate any form of apprehension. To eradicate the resistance BOH ought to: a. Communicate often and early b. Give education to employees regarding the importance of change c. Top management should learn to listen to the employees d. Provide continuous and full support during change process e. Introducing new change when previous change has stabilized

6 References Marshak, R. J., & Bushe, G. R. (2018). Planned and generative change in organization development. OD practitioner , 50 (4), 9-15. Sridevi, C., Aarathy, M., & Madhubala, B. (2004). Improving performance through change management. IBS Center for Management Research. Waddell, D., Creed, A., Cummings, T. G., & Worley, C. G. (2019). Organisational change: Development and transformation . Cengage AU.

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