Rayat London College

University of Wales
MBA Program

Module Name : Managing Organizational Change

Assignment title : Public Welfare agency

Module Tutor : Dr.Michael Wilkinson

Semester : 2nd semester

Submitted by : Chitanya kumari Gumpu Subba Reddy

Student Id : INFEB10MBA8227

Word count : 2,881

 Table of contents:

1. Summary……………………………………………………………1

2. Introduction…………………………………………………………2

3. Question 1………………………………………………………….3-4

4. Question 2………………………………………………….………5

5. Question 3……………………………………………………..……6-7

6. Reference…………………………………………………………….8
Summary:

The public welfare agency believes in trusts as well as the social equality. This
welfare programmes believes that everyone have the right to dignity, security’s,
happiness and the right for everyone. The developmental project run by the public
welfare agencies aims in help to tackle the poverty, illiteracy as well as diseases and
also offering the people that supports and provide the confidence for participating in
development and in security programs.

The study is about the analysing the underpinnings in the management change, which
helps the director in understanding the colleague’s, employee as well as the co-
workers. It also explains about the planning approaches to the management for having
better and profitable solutions instead of developing approach.

This study also evaluates the role of saul becker for improving corporative operation.
His idea is about approaching each and every director and knows his or her opinion to
resolve the issue. Still the approach is direct approach. Instead of the individual
meetings or making a committee helps in achieving the requirements.

In concluding the problems where the public welfare agency is suffering just not
because of the approach that is made for the changes in the organization. A better
approach as well as planned approach will help.
Introduction:

The management change in any organization will play a very important role as the
task in not so easy. The change in management is based on the planning as well as the
systematically way. The change in organization can be started inside the organization
or outside of the organization.

The independent consultant who is expert in that area can do this management
change, the area of the change in management need a good attention in an areas like
model, method, technique, as well as the tools, which are used in change which are
necessary in the organization.

The management change is the total process in which the current process is stopped
and the new process starts. Stopping a process is a big fatal issue in an organization.
Therefore the process of change management is made in steps that have the minimum
effect in the total process. If the change took the long duration may also effect the
organization. The staff involvements are also a very important for making the change
management easy. This management change is considered as the problem solving
situations. This change is made when the problem in a situation occurred. Change in
the management in the organizations requires the wide skills, which makes the better
change in the agents. The skills like the political, analytical, people, system as well as
the business skill. By having the better analytical skill helps to be a better change
agent.Brunes, B. (2010)

To implement the strategies is very easy but not every strategy can be implemented.
The management change consultant is good in implementing these tasks. The
employees in an organization an also get trained hence the change in management
will be under control. So the change management work is to be done by the
consultants and the organization must be focused on the experts. Brunes, B. (2010)
1 Question:

The main thing that is constant is the change. The management change that is very
essential for every organization in succeeding as well as moving ahead. There are
many ways for the changing the management for better leaders as well as the manager
have to give the message and reason for the change management for all their
colleagues helps in achieving together.

The management change provides the plan as well as the sensitive implementing with
the involvement of the persons who are facing the change. The force of change in the
people arises a problems the changes must be real, achievable, and also measured.
Carnall, C. (1991)

The theoretical underpinnings of the management change for which the Joan
Armstrong should adopt are as follows:

The main challenges of Joan Armstrong are capturing the theoretical foundation in
change of management by not staying far as well as clarity. The three main
approaches for the management change are:

a. For one person perception school:

The supports in this school are divided in to two main camps.

1. The behaviourist seeks in achieving the organization changes individually

with the modification of the external stimulated acts on every individual.

2. The gestalt field psychology seeks in helping the individuals in an

organizations change in knowing about themselves as well as the situational
questions, for which they believe leads to the change in the behaviour. (Smith
1982).
This two groups mentioned above proved the influence in the change management.

b. The group dynamic school:

This school has the history and is established with the works of kurt lewin. It
emphasis is by bringing the change in organization with the term of group works
instead of the individual Bernstein 1968. Joan Armstrong must start the teamwork
instead of individual approaches. If one task is presented in a group then every
individual in a group can be given with the different tasks. This is nothing but the
duties as well as the responsibilities. Every individual are set with the goal leads to
the group goal as well as the organizational goals.

c. The open system school:

The open system schools are the organizations which are composed of the number of
the inter connection sub system. This nothing but the any slight change in the system
in organizations should have an impact on the other part of the system as well as the
value. This leads to the political, resilience as well as the fear in loss of control.

Joan Armstrong has to adopt the plan of approaching for the change in organization.
The name itself suggests the plan in approaching is the behaviour like the proactive
managers instead of the reactive manager behaviour. The planning in the advice
reduces the problems up to 90 percentages.

This planned change is first introduce by Kurt Lewin, he distinguished the changes
that are continuous in the plan of the organizational change, this changes may occur
by the impulse or by forcing the organizations. Marrow 1969.

As mentioned particularly in the case Joan Armstrong complains on the workers in

the field who don’t have the jobs in the correct manner. The employee takes the
support of the supervisor and presents careless approaches leads to the lack of the
information. The proper planning budget is not given and the organization is not in a
clear idea of implementation, as they don not have the better budget plan. The
approaches with the plan in management change are considered of all the above
scenarios.
The underpinning is the group of values assumptions as well as the moral ethic which
emphasise the human orientation and the commitments to the effective organizations.

Management change model by Kurt Lewin:

For making the success in the management change process the main option is by
knowing why the changes must be made? The motivation for the change in the
management must help in re examining the change in assumptions about one or the
relation with the other. The main changes start from the unfreezing stage, The three
steps are unfreezing, change, refreeze

Lewin explain the change model, which is very simple as well as easy to understand
the framework for the change management. By identifying the above three different
stages in change management Joan can plan in implementing the changes that are
required. Joan must start by the creation of the motivation of the change. Joan must
prove the process of change by the promotion of the effective communication as well
as the empowering people for implementing the new way of woks. This process ends
with the return in the organization to the stable, which helps in creating the
confidence in the change.

Evaluation critically:

Cumming and Huse 1989 criticises the Lewins approach in the organization exist in
the different state at the different time as well as the plan movement may occur from
one state to another state.

The plan of change approaches are based on the assuming with the usual agreements
can be reach as well as all the parties are involves in an particular changes in the
projects will have the willingness as well as the interest for doing.

2 Question: evaluation of SaulBecker role:

Managing the changes in an organization requires a broad set of skills like political
skills, analytical skills, people skills, system skills, and business skills. Having good
analytical skills will make you a good change agent. You should evaluate the
financial and political impacts of the changes that can take place. You should know
that following a particular process at that instant would fetch you immediate financial
effects and start that process so that the management notes the change process. The
workflow has to be changed in such a manner to reflect the financial changes that are
taking place. Operations and systems in the organization should be reconfigured in
such a manner that you get the desired financial impact.Paul K, Mark. C. (1995).
Human Resource (HR) is emerging as the key concept in assessing the competitive
assets of organizations. HR managers and professionals, by virtue of their knowledge
of human performance, are well positioned to exercise strategic leadership and
contribute significantly to a firm’s competitive advantage. This paradigm shift
concerning the value of human resources will therefore create opportunities for the
HR function to develop a more strategic role in a firm’s operation (Lawler &
Mohrman, 2003).

The model for this research is link with the 4 role models first which is present by the
Conner as well as Ulrich. This study consists of the concepts framework for the role
model consists of the 2 important dimensions. Ulrich state that human resource helps
in delivering the organization excellences for the means of the 4 methods. The first
human resource becomes the partners with the managing department for helping the
strategy of execution. The second human resource is contributes with the experts in
the efficiency and effectively performances of work. The third HR is represented with
the concern of employee to the senior managements and also the work with the
employee in increasing the ability of contribution in the organization. Ulrich, D.
(1997).

Saul Becker has the categories in the changes in the agents of the public welfare
agencies. The strategies are implemented UN overcoming the mistake or the approach
has undertaken by the co-worker Joan Armstrong. Saul concentrates in helping the
area director identifying the support, as well as the key activity in the role. He had
gathered the information from one to one process for undertaking each individuals of
area director opinion in what is going wrong in the organization.

Saul is from outside gives the unbiased views in the organization as well as the
problem. He can also get the creative as well as the innovation idea in the
organization. He can also implement the change management in the organization
within.

Evaluation critically:

Even Saul is considering as the changes in the agency of public welfare. Welfare
agency’s there are the critics like the Lionel edgily who didn’t like in approaching the
changes. His bases are from the New York and his co-worker feels that the approach
in the changes cannot work in United Kingdom when compared with the United
States of America.

Saul has not promoted the culture in the collaborations that are very essential in the
multi hirereacheal organizations. The one 2 one approaches is adopted with the group
of approach which could have been adopt with the committee. Explain about the
change necessities as well as arrive in the consensus.

The implementation before imposes of changes, the agent of the change allocated
need to be educated as well as trained with the co-worker. The main key role with
saul should undertake before asking. The area director is what had gone wrong with
the and within the organization.

Saul backer has the changes in the external agents as well as that might not had the
similar knowledge in flexibility among the employees. The workers in the
organizations may also cannot be trusted becker he is from outside. saul becker who is
from the external change agents may leak the secret in the organization.

3 Questions:

Joan who had the appointments which is introduced dramatically change in the
structures of the organizations can also be recognized with the role in the employee
but she cannot do as that do not have communicate with the changes like to be take
place clearly highlighted with the lack in the communications with the organizations.
This made a wide range of disconfirms in the organizations as well as the result she
had lost the respect as well as the credit. For overcoming that resentment it is advised
to follow the steps, which are identified by hurley 1992.

1. Making the open communication:

This is lagging with the problem in communicating with the different level in the
organization. Joan wants the introduction change but not introduced the change to the
assistant director, area director or employee who might have been effected with the
changes further, must have bought with the consents in the employee as well as the
manager but she fail to communicates like changes that result with the resilient. She
must identify the problem that the manager faces daily as well as that employee in the
filed or in the office. This is only done with the effectiveness in the communications.

2. Empowering employee for act:

Joan introduces decentralizations as well as create another geographical area, however

this is again made with the consults with manager or the employee, the people who
did the jobs as well as this understands as well the manages in to the daily basis. She
is increased with the no of change of employee of their job but she cannot make it.
She might had the empowerment of the manager to meet the employee as well as the
confronts with the present situations for seeing who are willing for accepting the
challenges. This may benefits the employee might had better motivation as well as
might will to work as well as proving them selves hence brings more productive and
the manager may be better inform the change by enabling the best managing
operation.

2. Facilitate the ownership in the change process and outcome:

Joan must had ideal consult with the manager as well as the problem and issues they
are facing, thus should had the propose change for them. This might her first by
informing the problems the organizations are facing with as well as a better planning
of actions which are to be mentioned with the change in planning’s which might
improve the outcomes.

3. Culture collaborations in promoting:

The organizations are very beurataratic also has many level in managements in the
different levels. Joan wants the change which is effective in reducing the level of the
managements as well as the reorganizing the staff members with the better ways by
having he people for losing the job with that could had been done for beneficing the
organization as well as the experiences that would have inform for further
communications to the staff, thus that would enhances the credit of Joan and would
earn her with much respects in the organization.

4. Promotions in continuous learning:

For any organizations this is very important continuously analysing itself for aiding
agility with the imperatives for the survival. Thus the employees in the
organizationmust have a pre conceived nations which change might be requires in any
level and they are needed to be educated better as well as trained for the management
change.

References

• Brunes, B. (2010), ‘Managing Change’, Pearson Education Limited, Fifth

Edition, Essex, England

• Carnall, C. (1991), ‘Managing Change’, Routledge, London

• McCalman, J. & Paton, R. (2008), ‘Change Management A Guide to Effective

Implementation’, Sage Publications Limited, Third Edition, London

• Lawler, E. E. & Mohrman ,A.M. (2003). Creating a strategic human resource

organization: An assessment of trends and new directions. Stanford, CA:
Stanford University Press.
 • Ulrich, D., & Eichinger, R. (1998). Delivering HR with an attitude. HR
Magazine.

• Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding
Value and Delivery Results. Harvard Business School Press. Retrieved July
23, 2007. from World Wide Web:
www.gowerpub.com/pdf/HR_Business_Partners_Ch1.pdf

• Conner, J & Ulrich, D. (1996). Human resource roles: Creating value, not
rhetoric. HR. HumanResource Planning: Tempe. 19(3), pg 38.

• John. P. Kotter. (2006). Leading Change. Harvard Business School Press.

• Dexter. D&Doug. S. (1993). Human Relations August 1993 vol. 46no. 8 905-
920

Tidd Joe (2005). Managing innovation : integrating technological, market and

organizational change (3rd Ed.). Japan.

Paul K, Mark. C. (1995).The capability maturity model : guidelines for improving the
software process, NY.

Wright, P. M., McMahan, G., Gerhart, B. & Snell, S. A. (1997). Strategic human
resource management: Building human capital and organizational capability.
Technical report, Cornell University.