Sie sind auf Seite 1von 7

I.

What is organizational change?

Organizational Change is he process by which organizations move from their present state to
some desired future state to increase their effectiveness. The goal of planned organizational
change is to find new or improved ways of using resources and capabilities in order to increase
an organizations ability to create value and improve returns to its stakeholders.
Targets of change

Human resources Are organizations most important assets, their skills and abilities give
an organization a competitive advantage.
Functional resources As environment changes, organizations often have to adapt their
functional structure, so that the most value ca be created.
Technological capabilities Translate technological competencies into value for the
stakeholders by redesigning the organizational activities.
Organizational capabilities Changing the relationship between people and functions
through the (re)design of organizational structure and culture to increase their ability to
create value.

These four levels of change management are obviously interdependent, and often the change
of one of it doesnt go without changing another or more ones.
The organizational environment is constantly changing, and an organization must adapt to these
changes in order to survive. One of the most important tasks of a manager is to recognize the
impact of such forces on the organization and to lead the necessary measures for the change.
However, many forces inside an organization make it difficult for the organization to change.
They resist.

Figure 1: Lewin's Force

Field Theory of Change

Forces for Change


Competitive Forces
Economic Forces
Political Forces
Global Forces
Demographic Forces
Social Forces
Ethical Forces

Resistances for Change


Organizational Level
o Structure
o Culture
o Strategy
Functional Level
o Power and Conflict
o Differences in Subunit Orientation
Group Level
o Norms
o Cohesiveness
o Groupthink
Individual Level
o Cognitive Biases
o Uncertainty and Insecurity
o Selective Perception and Retention
o Habit

Figure 2: Forces for & Resistances to Change

Deep reorganization of the management >>> considerable lightening of the executive


ranks (14 people, severance costs 3,8M) and reorganization of functions and
responsibilities, New management style

Figure 4: New Flagship brand of Simmons

Main priorities of the top management should be

to make Simmons attractive both for employees and for other companies,
to focus on customers,
to reorganize the firms structure, and so
to Foster Growth and Development

The Great Game of Life

The Great Game of Life is an excellent change program that main objective is to foster individual
growth to help people make better choices in order to live a better life through choosing growth
over fear. The program wants to teach the employees how to reach their full potential on an
individual level first and then they will be able to reach their full potential collectively as a team.
This program encourages team building exercises and group problem solving in the work
environment.
In implementing the Game of Life to all plants Charlie Eitel is trying to roll out his new strategy to
make Simmons profitable and lucrative for their investors. And therefore to convince Fenway
that his soft unconventional, untested and expensive approach constitutes the better way to
get a positive return on their investment.

Before implementing the Great Game of Life for all leadership and staff, the managers have to
experience the changes on themselves: first, you understand that as a leader youre not just
responsible for the professional growth of the people you work with but also their personal
growth, because you cant have one without the other if you want to optimize whatever potential
the person has. So thats number one, [] thats the toughest.

Happy employees and happy customers will pay off in the long run
A company's success starts at the bottom line
There is a clear, well-structured plan: changing people and company culture constitutes a
sustainable foundation of the companys success in the long run. The new members of the
company work together and make use of their full potential. They are customer-focused and
creative and they foster growth and development for the organization. The firm became
successful and competitive. Thats how it assumingly helps and effect the future of the company.
Implementation of the great game of life

Like any other program, they must be effective ways of implementing the program successfully
into the organization.

Create a sense of urgency... In order to create a change in a work environment, it must


be wanted by the majority of the company. Communication with all members of the
organization about the necessity of the change and their participation for leading it,
changer manager can get backup for their program from most employees and therefore
reduce resistance against the change project. Stakeholders and customers are also a good
source to strengthen the arguments for change and the sense of urgency.
Create a vision for change... A good vision is essential to selling a change to any person or
organization. A vision simply allows everyone to understand why you are asking them to
do something and how you expect it to be completed. A vision gives a short insight into
the future and what the end will look like after implementing the change. And finally the
strategy to complete the vision form the initial stages to the final stages.
Remove obstacles In order to successfully implement any change, resistances and
obstacles must be identified that may hinder to deny successful program completion. Any
people or guidelines that will hurt the program implantation must be removed or
corrected quickly. Programs can be revamped and people can be counseled about why
the implantation is needed in the workplace. There is a possibility of leadership change if
the leaders are against the change but if they are supporting the change they should be
openly rewarded.

Recommendations

The implementation of the great game of life may cost a lot of money and the roll out of Eitels
strategy make take time, but we think Fenway should adopt this change program for Simmons.
The result would be a sustainable, creative organization that foster growth and development for
the company and big return for the investors.

In conclusion, change will never be an easy thing to sell in any organization, so they must be
effective programs to make change easier in the workplace. The Great Game of Life is such a
program because it focuses on the individual change first and then spread towards the entire
working environment. They must be effective implementation measures in place and ways to
deal with emotional distress during the change. GGOL is a great program that if used correctly,
can change a poor working environment into a champion organization.