Managing Change in Organisations
Date for Submission: 24 October 2011
Richard Morris (stu29915)
Word Count – 4363
Page 3 - Briefly describe a significant organizational change that has occurred within the last 5 years. Discuss the main internal and external drivers that made the change necessary and outline the key management objectives in making the change.
Page 4 - Drawing upon material from the online module and/or relevant wider reading, demonstrate how managers planned the actions required to achieve their objectives. Demonstrate what additional techniques might have been used.
Page 9 - Evaluate how effectively the process of implementing the change was managed. Include an assessment of how appropriately was any resistance to change managed?
Page 11 - Assess to what extent the change was successful in meeting its objectives. Identify and justify the need for any further related changes.
Page 13 - Bibliography
1. Briefly describe a significant organizational change that has occurred within the last 5 years. Discuss the main internal and external drivers that made the change necessary and outline the key management objectives in making the change.
Kondor is a UK Based distributor. Established in 1994, Kondor are the UK’s premier supplier of mobile and consumer electronics accessories. Kondor has enjoyed consistent year on year growth over the last decade and expanded its employment base from 55 people in 2004 to over 120 in 2011. (Kondor,2010)
The Chairman of Kondor decided in late 2008 that the business was outgrowing the facilities and that a dramatic Planned change through innovation was needed (RDI,2011D). It was decided that an investment in new premises, new systems and new technologies would help Kondor compete in a rapidly changing business environment (RDI,2011). This Change would promote longevity amongst suppliers, customers and employees. It was seen as a revolutionary change (RDI,2011S)
Kondor operates in a market with a high level of environmental turbulence (RDI,2011C). The constant introduction of new devices initiates the need for more accessories. Customers demand an innovative and fresh approach. The new premises would mark the introduction of a new culture that will adapt more effectively to Kondors business environment (RDI,2011BT)
The Kondor change was viewed as Organizational Development as the project involved many different change activities to reach the overall goal. (RDI,2011F)
The new Kondor HQ would help bring each department of the business closer together by centralizing the operation, as opposed to spreading across numerous buildings. This would help improve communication and help evolve culture. (RDI,2011BU)
Although the restructuring of the business utilized advances in technology, it was key for kondor to not use this technology to speed up current processes, but to use it to leverage a new organizational culture and an improved way of thinking. (RDI,2011K)
Kondor is a high performance Company. The Business Re-engineering project was seen as a chance to further the lead over competitors and help promote a new business culture. The change was not as a result of any negative impacts. (RDI,2011L and RDI,2011BF)
Business Objectives from Change Project
For Kondor to rationalize the need for change it was important to understand where the business was, where the business should be going, and how this would be achieved (RDI,2011H). The change project was put in place in order to achieve the following objectives -
Improved business efficiency through new systems utilizing technological advancements –
The chairman felt that developing a...