Change management

Organization some time faces unexpected management change requirement, mainly affected by external environment driven by new regulation or political pressure etc…(Kaplan 2018)

As for in this case Brexit uncertainty causing many organizations to face change, particularly the multinational and other EU company, (BBC 2017) Brexit become major concern of many organization future of weather to continue in UK or leave. This bring the question of the needed changes an organization implement to cope with the situation, from which management change is the crucial part, (Jams O 2009). In selecting an approach to management change, most organization struggle with the question of how bold they should be. In one hand to fundamentally transform the organization, a break with the current position is needed, (Kaplan 2018). On other hand the value of continuity which was builded in past experiences should be recognized, this could be environment adaptation, team spirit, etc…. ( Antoine, P 2004) . To achieve lasting change of management, people in the organization will need time to learn, adapt and grow into new organizational reality.

BMW is one of company that affected by Brexit uncertainty and had to shutdown some of its operation “We have scheduled next year’s annual maintenance period at MINI Plant Oxford to start on 1 April, when the UK exits the EU, to minimise the risk of any possible short-term parts-supply disruption in the event of a no-deal Brexit,” BMW said. It employs about 4,500 people, the concern is that in the event of the UK leaving the EU without a deal on 29 March, there could be disruption at the management and shortages of employee. As we can see from this BMW need to make some change in its management to adjust with the Brexit no-deal, ( BMW 2019)

However, any change in an organizational management has potential to come up against level of resistance from staff, staff who have lot of power from their current organizational role, for example maybe very reluctant to give this power. A change leader need to examine how this resistance might be overcome.

According to kotter and Schlesinger (1979) there are four reasons that may make organizations management difficult to change.

Solution to the problem

Kurt Lewin 1951 developed a simple model for achieving successful change and overcoming resistance in three steps:

Staff need to have the right skills and motivation to curry out the tasks. They need to understand task and their roles within the organization. Staff need to develop to support management changes and resistance to change has to be managed and overcome. This will involve understanding and sometimes shifting the organization culture to cope with the new management structure (Mujkic, A 2014).

Action

BMW should first convince its employee of the current situation that is no longer desirable and need to be changed, this can be achieved through persuasion and motivation. Then there should be a clear communication of the required change, position, role, task and concept being adapted. Some change need to be supported by additional training and resources. Lastly to overcome anxiety about job security, BMW should introduce fresh challenge in job, improved reward and increase job discretion. BMW should be organized, job roles need to be clearly defined and understood, line of command and communication need to be effective, the management structure need to support the organizational strategy, there need to be flexible in changing environments and bureaucracy needs to be kept at minimum.

Learning outcome

The resulted outcome achieved through this change management is that every organization should be always prepared to adapt any management change needed in the future, this could be achieved through having flexible changing environment, effective structure. In addition there is always been resistant from staff but as Kotter suggested, participation of staff in the decision, continuous training and clear outline communication can play a major role in time of change management.

Reference:

Kotter & Schlesinger four causes of resistance to change [online] available from <https://www.tutor2u.net/&gt; [11 february 2019].

Laurie J. Mullins (1985) Management change, Pearson eleven edition financial time pitman publishing (2016), pp. 475-477

Burns, J. M. (1978). Management change and conlfict. New York: Harper and Row.

Mujkic, Alisa, 2014 management change  AND EMPLOYEE SATISFACTION, proquest [online] available from <https://search.proquest.com/abicomplete/docview/1645743058/fulltextPDF/8374E40E55D04F19PQ/1?accountid=10286 > (12 March 2019).

James O. McDowelle, 2009, Journal of Curriculum and Instruction, A Contemporary Consideration of management change, Volume 3, Number 2, (November 2009).

Antoine, P. (2004) Lewin’s theory of management change [online] available from < http://www.stfrancis.edu/ba/ghkickul/stuwebs/btopics/works/fied.htm> (12 March 2019)