CHANGE IMPLEMENTATION
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It is always an expectation by managers that their companies or firms might encounter some challenges or pressures in their existence. The pressure takes two forms of Organizational and environmental pressures. In the previous paper, the types of pressures discussed are competition (organizational pressure) and environmental pollution (environmental pressure). In this subsequent paper, the focus is on addressing the aspect of competition as a form of organizational pressure in the General Motors Company. Competition is an example of organizational pressure that cuts across all industries in general. The level of competition in the current economy is directly proportional to the level of technology that is in place (Helper & Henderson, 2014). In this case, the General Motors Company is not an exemption from the blade of competition. The world has learned to use alternative means of transportation systems that do not require people to own personal transport carriages. The contributing factor here is the introduction of e-commerce, where customers purchase products online, and they have them delivered to their doorsteps (Frye, 2017). The overall effect of this is that people travel less as compared to before. When one had to travel, make their purchase, and organize how to ferry their products back home. IN other cases, competing companies are busy trying to come up with newer and better products in the line of motor vehicles. This means that if General Motors Company does not cope with technology and competition to produce better products, the competitors will outdo the company. It will be hard to chase after them to match their position in the market. If not well addressed, this could be a limiting factor for the General Motors Company. In the first place, the company is bound to have a reduction in the number of their sales because only a few people recognize the need to own personal carriages from the company. If the company does not make enough sales to sustain its operations, then it is to say that the company will have to exit the market.
Due to the above organizational pressure of competition, the General Motors Company should not be ready to lose to the competitors. In that case, the company must develop a change vision that is to guide the company to overcome the organizational pressure. As discussed in the previous section of the paper, the pressure due to competition is fueled by rapidly advancing technology. In this case, the change plan recommended to the company must consider and apply the concepts of the newest technology that is applicable in the field of motor vehicle manufacturing. With this in mind, technology is accompanied by security issues. More so, technological advancements are associated with comfort and luxury and efficiency. In that case, the General Motors Company should endorse a change vision that requires the company to abandon the old technology and endorse the newest technology. More so, the vision should include enhancing security and safety measures in their new product as well as enhancing efficiency, comfort, and luxury per modern technology (Frye, 2017). The company must understand that the vision cannot be without the contribution of the stakeholders. GMC should create some programs that are to educate the stakeholders on the need for the change. This will involve citing competitors and their progress so that the stakeholders understand the need for the change. It is important to have all the stakeholders given a chance so that they can contribute and provide their opinions concerning the change vision. Where necessary, the change vision could be adjusted to reflect some of the opinions of the stakeholders. By doing so, the stakeholders feel appreciated and valued, and in the long run, they are motivated to undertake the process of the change with passion and devotion. This is also important because the company will experience little resistance as most of the stakeholders will have gotten onto the board.
Change implementation is not an instance, and therefore, it does not take place in a day. It takes some time, and hence, there should be some predefined phases to roll out the change into the company. Below is a discussion of the steps that should be involved by the company to implement the change vision (Lewis, 2019).
- Identification of the problem
This is the first step. There could be no change if there is no problem associated with the current system. A problem is identified by studying progress and financial reports. There could also be comparisons with close competitors to study the nature of variations. The management could also consider hiring experts to help research and project the future of the business.
- Announce the problem to the stakeholders
This stage is characterized by shock. Employees and other stakeholders tend to panic because the news is usually unexpected and not pleasing at all. The management should handle this stage by encouraging multi-level communication. Immediate feedback is also advised to help the stakeholders settle their doubts and uncertainties early. This provides information to the stakeholders, and thus they understand the problem.
- Elimination of fear
After learning of the problem, the stakeholders develop fear. Some might think they are about to lose their jobs or positions. The management should listen to and understand the various emotions that result.
- Acceptance of the Problem
After the stakeholders calm down, encourage them to accept the challenges. This is the best time to train the stakeholders on how to handle the challenge. The reason is that people have exhausted their worries, fears, and panic. They are more productive and focused.
- Roll out the actual change plan
At this point, there are no worries, fear, or panic. More so, all stakeholders have been trained to engage the change plan. Everyone is assigned their role to achieve a common goal.
Despite the measure taken above, there are always some elements of resistance from some of the employees or stakeholders. Some employees are expected to reject the proposal for the change Lewis, L. (2019). As discussed earlier in the paper, the change is due to the advancement in technology. In this case, the resistance is due to the fear that endorsing technology will render some employees jobless. In other cases, technology deprives the employees of an opportunity for laxity.
For this reason, not everyone will be pleased, and hence, some resistance will be experienced. Resistance is mostly encountered in the second stage when the problem is disclosed to the stakeholders. The reason is that the stakeholders have no adequate information about the issue and the need for the change. An excellent way to maintain this situation is to encourage communication, listen to each other, and provide immediate feedback. This helps to provide all the necessary information so that everyone understands the problem and the need for change.
Work Cited
Lewis, L. (2019). Organizational change. John Wiley & Sons, Incorporated.
Frye, J. R. (2017). Organizational pressures driving the growth of contingent faculty
Helper, S., & Henderson, R. (2014). Management practices, relational contracts, and the decline of General Motors. Journal of Economic Perspectives, 28(1), 49-72.
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