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Managing Change in Organization

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Advanced Professional Diploma in Management Studies (APDMS) Session: OCT 2008 ASSESMENT SCENARIO ONE & TWO UNIT17: Managing Change In Organizations Lecturer: T. S. Sandhya Issued Date: 05th December 2008 Submission Date: 23rd January 2008 Student Name: Nabeel Tariq Khan Student ID: 8010011 Signature: MANAGING CHANGE IN ORGANIZATIONS ASSESSMENT SCENARIO ONE Task 1:- a) Reflect upon the nature of change happening at McDonald's & other restaurants in general. Reply: Change Management:- Change refers to a significant difference in what was before. This could mean doing things in a new way, following a new path, adapting new technology, installing a new system, following new management procedures, merging, reorganizing, or any other highly significant disruptive event. Writing in Industrial Management (May/June 1997), authors Lisa Kudray & Brian Kleiner define change management as "Continuous process of aligning an organization with its marketplace - and doing it more responsibly & effectively than competitors". For an organization to be aligned say the authors, "the key management levers - strategy, operations, culture & reward - must be synchronized continuously". They observe that, "managers need to remember that they are changing, manipulating & rearranging a variety of both human & non human elements". Perhaps, every organisation wants to initiate a management system and strategy that could maintain the organization's capability, strength and competitiveness. It is important that the management team and the organization per se should always open their mind for changes that they might encounter in order to cope and adapt to the latest development that are happening within and outside their environment. With the constant changes in this world and with the tremendous growth of technologies, many people especially those in the organization find themselves normally adapting. This is because change can bring many improvement and development in certain aspects. In many ways, change can make work easier, pave the way for future innovations or generally improve people's lives. ...read more.


Thus, an important element of engagement for McDonald's was active involvement in company's trade associations, voluntary self-regulatory organizations and other business and industry groups. McDonald's also worked with producer trade associations, served on government advisory committees and participated in a variety of consultations, conferences and workshops during its change process. For example, in the U.S., McDonald's represented on the Boards of Directors of the National Restaurant Association, the National Council of Chain Restaurants and the Children's Advertising Review Committee. In Europe, McDonald's were a founding member of the European Advisory Councils. (Own Analysis in Lieu of my discussion Held with Mr. Ryth Jones (McDonald's Restaurant Manager), Queens Street Branch - Cardiff, Wales - UK) b) Explain the advantages & limitations of participative methods of change management. Reply: Overview of the McDonald's:- Vision Statement:- "McDonald's vision is to be the best restaurant experience.... by far, to be people focused & customer driven.... passionately, & to inspire people with our can do attitude..... always!" Mr. Steve Easter Brook (President & CEO) in its 2009 New Year Message to all McDonald's Restaurants summarized the vision statement as "Vision of becoming a progressive burger company". McDonald's has a rich history that started out in 1954. The company was put to the spotlight by Ray Kroc. Throughout the years, marketing ideas have poured through and helped the company become one of the most renowned fast food brands globally. The trademark design for the fast food was carefully studied and it came with a happy clown character known as Ronald MacDonald (McDonald Corporation Press Release 2006). The Big Mac and the Egg Muffin have been some of McDonald's most innovative products. In terms of marketing, the happy meal approach was also a creative as it entices children to eat at MacDonald's because of the toys they can get. Today, McDonald's is also on the Internet bandwagon, providing information to people all over the world with a click of a mouse (McDonald's Corporation Press Release, 2007). ...read more.


It is appreciated that these minor issues probably represent 80% of all problems & that while they may only account for 20% of problem-related costs, there is a tremendous spin-off benefits in terms of employee morale & motivation achieved by facilitating their involvement. Quality Circles policies adapted by IBS, in which small groups debated ideas for improvement & progressed their implementation (once approved at higher level) provided the forum & were often regarded as the power house of company's TQ change process. Management:- The TQ environment must be stimulated by the values, attitudes & actions of management at the highest levels within the organization. Line managers at Integrated Business Services (IBS) were expected to believe in & demonstrate commitment to maintaining the TQ culture of empowerment, involvement & continuous improvement. At board level, this involved: Vision & Mission: Setting & communicating, in terms comprehensible through out the company, a vision for the future & a series of stepping stones to that vision towards the achievement of which all were contributed. Critical Success Factor (CSF); The 'Mission Statement' of IBS facilitated the establishment of CSF's. These were goals or targets, the achievement of which indicated a step towards the achievement of the overall vision of the IBS. These goals or targets provided a frame work & direction within which continuous improvement activities were progressed. Organization for Quality: Providing through facilitative steering groups or a Quality Council, a structure adapted by IBS which allowed Quality Circles to flourish & proposed improvement activities to be implemented in a co-ordinated manner which accords with the previously defined CSF's. At all Managerial Levels in IBS, Maintenance of TQ & TQ Culture involved:- Project Identification: Taking responsibility both for identifying & for facilitating the identification by subordinates of improvement projects & being prepared to 'own' them. Championing: Demonstrating commitment to the corporate vision & actively promoting improvement projects. Empowerment: Developing power & authority to staff & providing coaching in order that, in due course, they become able to manage their own daily activities. Recognition & Celebration: Recognising & celebrating contribution & success. ...read more.

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