Case Analysis

MGMT6206

Case Study Analysis

Table of Contents

Introduction                                                                            Page 1

Case Analysis

        Results                                                Page 2-3

        Issues Identified                                                     Page 4

        Actions taken                                         Page 5- 6

Recommendations                                                 Page 7

Lessons Learned                                                 Page 8

Conclusion                                                                               Page 9

References                                                                                Page 10

Appendix I                                                                        

                        Periodic Report Form                                Page 11

INTRODUCTION

An organization’s ability to teach and prepare employees for change may also influence the success or failure of the organization’s change process. Several traditional psychological theories have sought to provide an explanation of organizational change in the work environment and how management can influence positive work attitudes. Kurt Lewin’s Change Model (1951) identified change a three-fold sequential process consisting of the Unfreezing stage, the Movement stage and the Refreezing stage. At the unfreezing stage of change, he conveyed that employees begin to take cognizance of a genuine need for change and therefore desist from resisting change efforts. This is the beginning of the mindset transformation. The second stage (the movement stage) can be depicted as the delta state, as it represents the point where the change process is actually taking place, through the use of various interventions and change mechanisms. According to Lewin, the final stage of this model (the refreezing stage) involves the reinforcement of the newly altered state so as to ensure stability.

Another theory on change is John Kotter (1995) who developed an eight measure change design for competent change. The eight footprint in the change issue are as follows: ‘establishing a sense of change; creating the guiding coalition; developing a vision and strategy; communicate the change vision; empowering employees for ample supported action; cause short-term wins; consolidating gains and produce  more change; and anchoring new approaches in the culture’. Kotter (1995) claimed that most major change efforts consist of a variety of small and medium-sized diversify outshoot. He also pronounced that the emergent change is an issue of the supposition that ‘change is a continuous, obvious disposed and unpredictable process of aligning and realigning organizations to the changing environment’. As a result of this, the urgent approach to change has metamorphose among organizations in the present-day world because it has distinguished the fact that organizations must adjust their intrinsic practices and behaviors to meet the changing external conditions (Burnes, 2001)

CASE ANALYSIS

Results

Change needs to be sustainable in order to become institutionalized in the Tobago House of Assembly. It is essential for checks to be made periodically to assess whether the changes have been effectual.  Employee progress and performance must be continuously monitored. Monitoring of day-to-day performance; checking with the administration and human resource departments to ensure that the change protocol agreements are adhered to.  However, this is regarded as an imperative measure and not micromanaging.   It also requires checking to guarantee that the staff review forms are updated to include the three (3) or four (4 ) yearly reviews that have been conducted and to reflect the period they are to cover , that is, three (3) to six (6) to nine (9) to twelve (12) months (Robbins et al., 2013).  This practice would also ascertain whether supervisors or managers have been conducting reviews as they should and it would assist the change monitor and assessor to decipher whether assigned and agreed upon changes and duties are being adhered to.  Checks are therefore designed to ensure that everyone within the Tobago House of Assembly is on the same page and that everything is flowing systematically.   Once this has been achieved, the attention can then be directed on achieving optimal results (Jex et al, 2008).  

Supervisors or managers need to convene frequently to assess any mistakes and to determine whether there is need for modifications towards performance objectives.  It is also important that they identify any existing or potential obstacles or dangers that could hinder the employee from fulfilling performance objectives and what needs to be done to conquer them.  Feedback on progress relevant to the organizational goals should be shared; along with identifying possible changes  that may be necessary to the work plan as a result of a shift in organizations priorities or if the employees are required to take on new responsibilities.  

Supervisors or managers need to determine if any extra support will be required for conducting reviews at the divisions and to aid the employee in achieving his or her objectives.  Consideration must be given to all aspects of the employees’ performance by the supervisor or manager.  This includes the comparative significance of each of the objectives, which creates a report that most precisely depicts the overall performance of the employees throughout the appraisal period.  

The employee personality traits are not the focal point but the job performance.  Based on how well the employee performed in relation to the competencies and performance objectives a statement is developed.   A relative influence is given to each objective, and any other relevant accomplishments.  The member of staff that obtains less than a satisfactory appraisal, the supervisor/manager will get together with the employee within thirty (30) days of the evaluation to review, in detail, the alleged deficiencies.  If appropriate, the supervisor will contact the Human Resources Department to initiate an improvement plan.