LEADERSHIP AND CHANGE MANAGEMENT: A CASE STUDY OF PEMANCAR

LEADERSHIP AND CHANGE MANAGEMENT: A CASE STUDY OF PEMANCAR

Introduction

Force Field Analysis Model

Force Field Analysis diagnostic model is the best strategy to apply in the Pemancar case to change the organizational structure and culture for the increased performance. Force field analysis is one of the best tools in managing the workplace environment and the changes that influence organizational performance. It could use different software and diagrams in the implementation process to increase its effectiveness. The model is functional and has various strengths, which include; the ability to summarize all the forces against and for the organizational problem to ensure it is it also helps in identifying all the obstacles to the performance and forecast the future production of the company.  It also enhances perfect communication in the organization, which could improve resource allocation and feedbacks.  Lastly, the model can transform the organizational structure by influencing the members towards a common goal and objective of the company (Seppälä et al., 20180.  Some of the weaknesses of the model include; it requires all the departments to cooperate and becomes ineffective if all members fail to take up their roles. Besides, the force field could harm the team members. In summary, the strengths of the model seem to match the challenges facing the company hence the best model to employ when transforming the organizational culture and structure of the Pemancarcompany for a sustainable future.

The Performance Company Overview

The Pemancar case study has described times of success and time of underperformances with two different management systems in place. Initially, the company is headed by KLCorp, who seems to use a different organizational management strategy and become successful. Later, the company is forced to bring in the partnership of NOVA due to the economic changes in the region (Abdullah and Siti-Nabiha, 2012). The new partner brings with it new management strategies, and the performances of the company become compromised. The two management strategies have different mechanisms, such as the supervision of the work, the work schedule, employee treatment s, and another issue that described the organizational culture during their times. According to the management theory and models of diagnosis, the organizational structure determines the performance of any company through the changed production efficiency, the employment workforce, and job satisfaction. Notably, consumers do play a significant part in the sustainability and effectiveness of the company. However, the Pemancar case does not take into consideration the consumers due to the merging of two companies, which improves the product value.

The Company Analysis under KLCorp

The management underKLCorp is described as successful, having achieved some of the set goals. The management pattern is different, and the organizational structure is also different. According to employee feedback, there is job satisfaction, and the members are pleased with their jobs. The financing departments are at peace, and every problem is solved based on the cause. For example, any deviation in the financial outcomes is traced from the course before holding any responsibility for the mess.

To begin with, the organizational structure is made up of 1700 employees divided into different departments region (Abdullah and Siti-Nabiha, 2012). Each department has its roles to play towards achieving the company goals. It is normal to see challenges in any workplace, and KLCorp management cannot be an exclusion case. However, how the problems have handled the matter as it determines the spirits of the working employees and the chances of a sustainable solution to the issue. KLCorp aimed at becoming the best automobile company in the region, and indeed Pemancar had an excellent production profile in the area. However, the change in the management system even changed the mission of the company hence nothing to work towards.

The Company Analysis under NOVA

The mission of the company changed to the creation of value products. The employees in the company are now expected to work towards value addition, as explained by the accounting manager. Looking at the difference from the initial mission, the focus shifted from the company to the consumer. The KLCorp mission of enlarging the company did not incorporate the tastes and preferences of the consumers. However, NOVA Corporation has changed to manufacture goods that meet the expectations of the consumers.

The organizational structure and culture are different from the initial management. In as much as the company is working in a departmental structure, there are critical people held responsible for any mess in the company (Purohit, 2017). We have seen a case where the business manager is forced to disclose the change in the company’s net sales, which, in the real sense, should be explained by the marketing department.

The NOVA responsibility is delegated in a downward structure, which is different. The job description under NOVA is also particular. For example, one person working under a department is given specific roles that they look and explain in the case of any mess. One manager under the sign off is responsible for the organizational behaviour in all the departments.

`NOVA management is more concerned about the corporate culture and the competency of the workers. According to the reports, the employees at the company are expected to take full responsibility for their actions. There is an exchange of information and skills in the company internally and externally, depending on the call of the work. Accountability in the company is strict, and all the members need to explain the details for their operations. There is an internal job promotion schedule in the company characterized by the promotion of the financial manager to the plant manager.

However, the employee in the NOVA reign proves unsatisfied. The manager once spotted some employees trying to file applications to secure new employment in other companies. The interview and feedback of the employees describe the nature of unhappiness and how they are uncomfortable with the management system. Besides, the company employees have reduced working motivation, as seen by the reduced company productivity.

Concerns from the two management cases

Despite the various breaches and mistakes seen in the initial management under KLCorp, the performance of the company is still high, and the productivity is good. The employee seems satisfied with the KLCorp management system. On the other hand, the management of the NIOVA Corporation is strict, value addition focused, and also sensitive to the organizational culture. Yet, it turns out to be an unsuccessful region (Abdullah and Siti-Nabiha, 2012). The employees are not happy with the management system area looking for their ways out of the company to get better employment elsewhere. NOVA management has also embraced the sharing of skills and expertise among the working members, which is not reflected in the company working outcomes.

The summary describes the impacts of the organizational structure on company performance. It opens the chance for the force field analysis model to identify the specific problems facing the production system and come up with a sustainable change. Within the working unit, there are specific departmental issues that transform into the larger picture of the company performance. Therefore, the force field application model is justified.

Elements of the force field model and its implication in the challenges facing the company

The force field model has four major components that form the basis for the categorisation of the company problems as well as the solution strategies. The features include; forces for the change, the effects that rest the change, the company driving forces, and the restraining forces. All these elements must be maintained at any given time toe sure a balance in the company operations (VELEZ-MONTOYA, et al., 2016). For example, the driving forces should always be more than the restraining forces to ensure the company is on the profitability end. However, the company seems to be unable to manage the internal structure and organizational culture.

Forces for change are forces that make an organization react towards change. They move to the direction of change. For business, the internal factors to change may be the need to reorganize the production system for efficiency, need to make more profit, and the urge to be the best (Boulton, and Cole, 2016). The external forces may be the need to survive the competition, increased cost of inputs, and technological change. Forces resting change are the forces that make a business or organization act against change.

The challenges (Restraining Forces)

Integration of the company without the combination of the workforce. According to the model, the management patterns define the organizational culture, which in turn influences the activities of the workforce to result in changed management (SmarttCasey and Ferreira, 2018). The challenges facing the company, such as the poor performances and sales, started at the time when the company were merged and took over the NOVA management without consideration of the existing employee’s interests.

The company also has poor management skills that do not empower the workforce to produce highly. The company has a new administrative team that organizes the company activities such as budgeting and evaluation but does not include the participation of the employees.

Employee job satisfaction is also another major challenge that faces the company at the moment. All the employees at the lower level want to work with minimal supervision to allow them the time to lazy. Employees do not want the designation of roles by the manager because it binds them to some specific responsibilities.

The company, under the management of the NOVA, has not come close to solving some of these problems, which is why the company performance has gone down. Therefore, the intervention model has to incorporate the interest of the employees for a better chance.

The company opportunities (forces for the change)

The introduction of new product specifications by NOVA management is an excellent opportunity because it aims at changing the workforce culture and the organizational structure, which is the major challenge facing the company (Cheishvili, Zarnadze, and Zarnadze, 2017). Even though the change has created a lot of stress in the employees, the future of the company is likely to be built from these specifications.

Merging of the two companies with others has also contributed to better working capital. The company assets have been doubles, and therefore the financial problems have been solved. The company is expected to double its force rate and profitability in the market due to the combined working force

Increases consumers to the company is also another opportunity that merging of the companies has created. The company has now incorporated the NOVA Company with Pemancar, and therefore the demand for the products is likely to go high. The high demand is also expected to increase company sales by increasing the selling prices and the profit margin. Therefore, the company has a better working environment

Threats to the company efficiency (forces that rest the change)

The company has been threatened by the significant internal challenges in the workforce and the management. The company in the last four years has not been able to meet its profit set standards and has no intention of doing the same soon. The company has reduced the employees, which signifies the change in the reduction in production capacity (Al-Ali et al., 2017). When the company turns out to produce less in the market, the level of profit scale is reduced hence the change in the sales. The efficiency in the production process has also been compromised, as seen by various breaches such as financial deviation in the sectors of management.

One method for accomplishing a more elevated level of efficiency is through expanding yield (for example, the volume of creation) or diminishing data sources, for example, the quantity of the workforce. In this manner, as a significant aspect of their target to accomplish a necessary profitability level, the nonperforming workforce was approached to leave the organization.

Management is the only force that is needed to effect change and manage the situation at hand. The employees in the workplace are having issues with the administration under NOVA, and this has dramatically reduced their commitment to the workplace as well as production. The employees are working with divided attention, which can be characterized by the filling of new applications to secure new jobs in the market. Therefore, management has to be changed to ensure the company’s performance is maintained.

The key issue identified by the model (The company driving forces)

The model has been useful in identifying the forces that impact the development and sustainability of the company. Some of the critical issues include; The workforce weakness where the employees do not want to be responsible for filling their documents for updates. The employee wants to work without any plan yet expects the NOVA management to corporate with their needs. Even though employees should be given time to file their documents, the issue should not be assumed as it helps in the auditing of the company’s progress. Therefore, the employee feels frustrated by the move by the NOVA management in pushing for the updates of the documents.

Recommended Intervention Strategy

Communicating change vision and anchoring the new approaches in the culture are the best intervention strategies that could affect change management in the company. There is already established change in the company sector, such as the management team and strategy though the employees cannot implement the change. The effectiveness of the change can only be realized when all the sectors are transformed. Therefore, the change has to take a three-dimensional approach to ensure a changing organizational culture. The company performance is likely to improve as a result of this.

Communicating the Change

The employees in the company under the management of KLCorp did things differently. I agree with the fact that every manager has its strategies for running its operations. Some of the strategies of KLCorp were to allow the company employee to lazy around (Alexander, T., 2017). The company was not keen on profiling, and the members we happy with that.  The production state was higher as compared to NOVA management. However, the change in the new administration has not been perceived by the employees hence the issues faced in the management.

The new change in the company does not incorporate the initial values of the company. The employees have reduced. The new manager has brought new job roles without the consent of the employees (Williams et al., 2018). Even though some of the new rules governing the company seem good and could improve the working efficiency, they are not owned by the employees.  The employees ought to have been consulted before the change in management strategies. Again, the new management needs to communicate its goals and vision to the members to help them perceive the difference and implement them. Although some of the new rules are tight, the employees will apply them if they are approached in the right way. Therefore, communicating the change to the employees is important

Diagnosing the Change

The NOVA management should consider discussing with the employees some of the changes to the company. Employees need to understand why such changes have been established in the company and their roles in implementing those changes. The employees need to understand the importance of some aspects such as evaluation, which has been introduced by the new manager (Attah, Obera, and Isaac, 2017). Even though some of these changes could be beneficial to the employees, they would not implement them unless they are aware of its details. Besides, the company cannot blame the employees for refusing change when the employees have not discussed the change. Therefore, the management also needs to collect the views of the employees on the perceived change management and some of the areas of disagreement to ensure the company implementation process of the new ideas is made easy.

The management breaches have led to the poor performance of the company. NOVA believes that the corporation should function in the same way as other plants in the environment. For example, all the commercial recordings and calculations should match what other firms are doing. The same happens in the perception of organizational behaviours, which seems to influence company efficiency. However, the employees at the company want to do things in their way. The employees do not need a work plan which is strict in the supervisory. All the members want to do something when they feel it is necessary or when they need some favours (Fromm et al., 2016). However, the ethical practices that govern the management of organizations must be maintained. Working integrity must be supported by all means and therefore making the employees responsible for their duties.

The model has also established the problems facing the employees with the focus on their interests. According to the analysis from the restraining forces in the company, the model has termed the management pattern as a significant issue that has caused employee satisfaction in their workplace (Choromides, 2018.) There are principles of the model, as described in the analysis tool, and each strategy has to be appropriately implemented. The company is working in a less competitive environment with many opportunities but has recorded poor performance in the workforce. Few employees have been spotted filling their applications to acquire jobs in other firms because they feel the company does not incorporate their values.  Quarreling of the employees in the workplace has reduced their working spirit. Some employees fee harassed when held responsible for some of the issues they did not take part it. For example, the financial manager is forced to explain all the economic deviations despite some of the variations coming from the sales department. Through the identified issues, the model comes up with proper interventions that will help in fixing the challenges as it explores the current opportunities.

The control of extra time and the different changes to creation additionally affect the nature of administrators. The creation administrators were moreover debilitated since a few of the current issues couldn’t be comprehended. Again when the proceeding with the problems ruined them from accomplishing their yield targets, which denied them of their excellent appraisals, therefore, their related exhibition motivators (Hussain et al., 2018). In dissatisfaction and to show their dissent as the issues identified with their work were not unraveled and influenced their motivations. A portion of the creation administrators who proved unable to exist with their unrivaled gave pardons for not delivering, for example, being wiped out, going on leave, or reasons, for instance, blemished supplies, machines not working or essentially not performing their roles to the required limits (Aviral, 2017). The functionality of the system has, however, been impacted by the change in the workforce is the primary factor in the company threats. Therefore, the change has to be inclusive and start from the bottom with the employees as it goes to the top. Usually, the companies assume that management can never have challenges and instead throw all the challenges to the company employees. The tool has, however, identified most of the problems to be related to the company governances. Therefore, the change has to target both the two sectors for sustainability—besides, the tool advocates for the difference in the whole system and not only the departments. In summary, the tool looks for inclusive change where all sectors are transformed for a better and productive company.

Conclusion

Existing management patterns and strategies have dramatically threatened the company’s sustainability. There is a lack of job satisfaction among the members, which forecasts a significant production challenge shortly. This impacted the between departmental correspondence stream inside the affiliation, especially the base up correspondence stream. The company, therefore, has to change its management strategies or change the employment workforce to guarantee a change in the system. The company needs to work with employees who know the value of the company as well as the consumer. The mission of the company is transparent, and therefore employees have the challenge to ensure the achievement of its purposes.

According to the force field analysis, the company’s future is at risk if the management pattern is not changed. The employees in the company are likely to move out of the company and get other jobs that will blow the company production. The specifications in the production sector could also influence the quality of productions hence change in consumer attention. Notably, the company employment workforce has been maintained despite the change in the management sector. Most importantly, employees have the power to affect the difference in the production sector.

Various forces are affecting the working of the company. The force field model has identified some of the effects that need to change. However, the change has to follow the correct intervention procedure for efficiency and sustainability (Mak and Chang, 2019). There are principles of change, as described in the model, and each strategy has to be appropriately implemented. The company is working in a less competitive environment with many opportunities but has recorded poor performance in the workforce The Company over the last three years has not been able to meet its profit set standards and has no intention of doing the same soon. The company has reduced the employees, which signifies the change in the reduction in production capacity. Therefore is the management of the company is critical. Otherwise, the company is bound to change, and the described tool is the application considering the analysis and the current issue in the company.

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