The imaginary change management model: Why this is the basic framework for executing key opportunities at Mammoth Equipment & Exhausts Human Resources ( HR Systems Risk Management Processes Change Management in a Cross-Cultural Context National Culture Organizational Culture Individual/Group Dynamics Communication: The Change Message Participation Organizational Learning Conclusion Introduction This paper presents a conceptual change management model that could be used as a basic framework to implement planned fundamental change at Mammoth Equipment & Exhausts (MEE) or a similar organization operating globally Key organizational change and development (OCD) theories/models, business principles, global leadership principles and cross-cultural issues were taken into consideration and during model development. A wide range of relevant peer-reviewed literature was consulted. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Context Globalization of markets, advances in information technology, deregulation, and intensifying competition have seen many organizations set up operations in multiple countries. This trend requires organizations to develop capabilities to coordinate business activities across cultural boundaries, which has seen change management become increasingly important (Cao and McHugh 2005). However, given the high failure rate of change initiatives, the effectiveness of current change management theories/models and processes in solving the challenges facing the 21st century organization has been questioned. Mammoth Equipment and ExhaustsMammoth Equipment & Exhausts (MEE) is a rapidly growing family-owned and operated Australian company operating in more than 12 countries across Europe, North and South America and the Asia-Pacific region. The company specializes in the development and production of heavy-duty diesel exhaust systems. MEE's current vision is "To become the South Pacific region's leading manufacturer of complete exhaust and emission systems for the highway and off-road diesel markets." (Mammoth Equipment and Exhausts 2015). However, the company has since established operations beyond Asia-Pacific. The values in use at MEE include respect, tolerance for diversity, freedom of expression, honesty, high performance, collaboration, innovation and quality customer service. The company has a very flat and informal, process-oriented structure, made up of “fluid” and self-managed teams. This structure facilitates flexibility, frequent interaction between organizational members, collaboration and agility. As the company continues to grow and diversify its products and markets, leadership found it necessary to redefine and implement a new business strategy. Strategic change interventions Strategic change interventions aim to change the relationship between the organization and its “higher order” environment. They involve senior leadership in making decisions about what products and services to offer, which markets to compete in, and how resources will be allocated. Such interventions influence organizational-level outcomes. Systems approach to change management The model proposes a systematic, people-centred and value-driven approach, in which change is seen as an evolutionary process, rather thanas a time-limited program. As illustrated in the model, and consistent with both systems theory and complexity theories (Burnes 2004), an organization is considered an "open" complex system comprising various interdependent subsystems (e.g. units, functions, departments) that they continuously interact with the environment. The organization has a purpose in the "higher order" system (global environment), from which inputs such as raw materials and information flow. In turn, the organization releases outputs (products and services) into the higher-level system. There is a feedback loop that influences future input decisions. Therefore, the organization is a dynamic and non-linear entity that continuously self-organises, adapts and evolves. Therefore, it is important that the change leader/OD practitioner develops a comprehensive understanding of how the system works and the nature of both internal and external relationships. This can be achieved by taking a broader consultative approach. Furthermore, the model must be taught to organizational members so as to improve their understanding of the environment in which the organization operates, the interdependencies and the driving force behind the change. Vision, mission and core values These form the strategic platform on which change can be developed. and implemented. The success of change depends on organizational members developing a clear understanding of why the proposed change is necessary (context), what needs to change (content), and how the change will occur (process). Such understanding promotes value alignment and commitment to implementing change (Walker, Armenakis, and Bernerth 2007; Hamilton and McDonald 1999; Domm 2001). It is critical that organizational members perceive the vision as bold but realistic and that the entire organization embraces the proposed change (Kotter 1995). As indicated in the model, a change context is intimately linked to leadership, organizational structures, management systems and culture. Emotional Intelligence Emotional intelligence (Mammoth Equipment and Exhausts) are attributes that determine how a person perceives value and is able to manage one's emotions and relationships (Sivanathan and Fekken 2002; Bourey and Miller). Daniel Goleman (2000) states that emotionally intelligent leaders stimulate higher results by creating a climate of emotional intelligence. Its EQ competency framework proposes self-awareness, self-management, social awareness and social skills as key dimensions. Human Resource Management (HRM) Systems HRM systems concern how an organization attracts, selects, evaluates, rewards and develops its employees. "Fit" with other components. of the model and perception of procedural justice proved fundamental to the success of the change. To improve the achievement of desired behavioral outcomes, the organization must recruit the right people. This could be achieved by incorporating the MBTI personality test into the recruitment process. Progress towards displaying desirable behaviors during change could then be monitored using a behavioral test such as the Circumplex. Risk Management Establishing business operations in a new country can involve significant economic, political, commercial, socio-cultural and regulatory risks. Therefore, risk management (RM) is an integral part of the proposed change model. Figure 4 shows the RM AS/NZ ISO 31000: 2009 framework, which would be compatible with the change model as it takes into account both the profile and context of the organisation. The framework facilitates the integration of RM for alllevels of the organization. However, its effectiveness depends on the ongoing commitment of senior management. Processes This element of organizational architecture concerns how work gets done. It includes the generation, storage and communication of knowledge, goal setting, decision making, resource allocation, team functioning and conflict resolution. Managing Change in a Cross-Cultural Context As MEE continues to grow globally, employees from different cultural backgrounds will need to work and communicate with each other. If differences in values and beliefs are not reconciled and aligned with strategic intent, they can serve as a barrier to change and a source of conflict (Branson 2008). Therefore, demonstrating intercultural awareness and sensitivity is critical and consistent with social learning theory (Black and Mendenhall 1990). Figure 6presents some of the cultural differences that managers may encounter when managing business across cultures. National Culture Hofstede's widely cited framework of cultural values identifies five cultural dimensions that distinguish one national culture from another. This has significant implications for the leadership style and change methods adopted. National culture is believed to be so deeply rooted that it prevails over organizational culture, yet traditional theories/models of OCD tend to assume Western values. Furthermore, OD practices such as action research inherently presuppose a systematic approach to problem solving, based on cognition and reflection. Such an approach may be ineffective in cultures where people tend to function based on intuitions and emotions. Therefore, the proposed change management model incorporates the awareness that people from different cultures interpret and react to the same information differently. Such awareness would facilitate the adoption of “context-based” approaches. However, Hofstede's work has been criticized for its methodological "flaws" (Schwartz 1999), the assumption of cultural homogeneity, and the assumption that distinct cultures are bounded by national boundaries. Others argue that conclusions based on a single company study cannot be considered representative of a country's entire cultural system. Considering the internationalization and convergence of today's cultures, it can be argued that these cultural stereotypes are now outdated. Organizational Culture Organizational culture (Figure 7) is embedded in the organization's vision and mission statements, values (both espoused and in use), communication, leadership style, policies, procedures, recognition and reward system, politics internal and decision-making processes. It governs individual/group consciousness, dynamics and behavior. An effective diagnosis should reveal the values in use as these guide behavior. In some cases, implementing a new vision may require changes in organizational culture. This can be very challenging and costly as it involves altering deeply held values. Leadership behaviors and implementation of HR practices that reinforce values and desired behaviors can facilitate culture change. Individual/group dynamics Readiness/Resistance to change. The proposed change model recognizes the fact that when faced with fundamental change, people react on both a cognitive and emotional level. Brenner (2008) and Lines (2005) argue that organizational change is more about changing human systems; therefore the factors that determine the.

Topic > The imaginary change management model: Why this is the basic framework for executing key opportunities at Mammoth Equipment & Exhausts Human Resources ( HR Systems Risk Management Processes Change Management in a Cross-Cultural Context National Culture Organizational Culture Individual/Group Dynamics Communication: The Change Message Participation Organizational Learning Conclusion Introduction This paper presents a conceptual change management model that could be used as a basic framework to implement planned fundamental change at Mammoth Equipment & Exhausts (MEE) or a similar organization operating globally Key organizational change and development (OCD) theories/models, business principles, global leadership principles and cross-cultural issues were taken into consideration and during model development. A wide range of relevant peer-reviewed literature was consulted. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Context Globalization of markets, advances in information technology, deregulation, and intensifying competition have seen many organizations set up operations in multiple countries. This trend requires organizations to develop capabilities to coordinate business activities across cultural boundaries, which has seen change management become increasingly important (Cao and McHugh 2005). However, given the high failure rate of change initiatives, the effectiveness of current change management theories/models and processes in solving the challenges facing the 21st century organization has been questioned. Mammoth Equipment and ExhaustsMammoth Equipment & Exhausts (MEE) is a rapidly growing family-owned and operated Australian company operating in more than 12 countries across Europe, North and South America and the Asia-Pacific region. The company specializes in the development and production of heavy-duty diesel exhaust systems. MEE's current vision is "To become the South Pacific region's leading manufacturer of complete exhaust and emission systems for the highway and off-road diesel markets." (Mammoth Equipment and Exhausts 2015). However, the company has since established operations beyond Asia-Pacific. The values in use at MEE include respect, tolerance for diversity, freedom of expression, honesty, high performance, collaboration, innovation and quality customer service. The company has a very flat and informal, process-oriented structure, made up of “fluid” and self-managed teams. This structure facilitates flexibility, frequent interaction between organizational members, collaboration and agility. As the company continues to grow and diversify its products and markets, leadership found it necessary to redefine and implement a new business strategy. Strategic change interventions Strategic change interventions aim to change the relationship between the organization and its “higher order” environment. They involve senior leadership in making decisions about what products and services to offer, which markets to compete in, and how resources will be allocated. Such interventions influence organizational-level outcomes. Systems approach to change management The model proposes a systematic, people-centred and value-driven approach, in which change is seen as an evolutionary process, rather thanas a time-limited program. As illustrated in the model, and consistent with both systems theory and complexity theories (Burnes 2004), an organization is considered an "open" complex system comprising various interdependent subsystems (e.g. units, functions, departments) that they continuously interact with the environment. The organization has a purpose in the "higher order" system (global environment), from which inputs such as raw materials and information flow. In turn, the organization releases outputs (products and services) into the higher-level system. There is a feedback loop that influences future input decisions. Therefore, the organization is a dynamic and non-linear entity that continuously self-organises, adapts and evolves. Therefore, it is important that the change leader/OD practitioner develops a comprehensive understanding of how the system works and the nature of both internal and external relationships. This can be achieved by taking a broader consultative approach. Furthermore, the model must be taught to organizational members so as to improve their understanding of the environment in which the organization operates, the interdependencies and the driving force behind the change. Vision, mission and core values These form the strategic platform on which change can be developed. and implemented. The success of change depends on organizational members developing a clear understanding of why the proposed change is necessary (context), what needs to change (content), and how the change will occur (process). Such understanding promotes value alignment and commitment to implementing change (Walker, Armenakis, and Bernerth 2007; Hamilton and McDonald 1999; Domm 2001). It is critical that organizational members perceive the vision as bold but realistic and that the entire organization embraces the proposed change (Kotter 1995). As indicated in the model, a change context is intimately linked to leadership, organizational structures, management systems and culture. Emotional Intelligence Emotional intelligence (Mammoth Equipment and Exhausts) are attributes that determine how a person perceives value and is able to manage one's emotions and relationships (Sivanathan and Fekken 2002; Bourey and Miller). Daniel Goleman (2000) states that emotionally intelligent leaders stimulate higher results by creating a climate of emotional intelligence. Its EQ competency framework proposes self-awareness, self-management, social awareness and social skills as key dimensions. Human Resource Management (HRM) Systems HRM systems concern how an organization attracts, selects, evaluates, rewards and develops its employees. "Fit" with other components. of the model and perception of procedural justice proved fundamental to the success of the change. To improve the achievement of desired behavioral outcomes, the organization must recruit the right people. This could be achieved by incorporating the MBTI personality test into the recruitment process. Progress towards displaying desirable behaviors during change could then be monitored using a behavioral test such as the Circumplex. Risk Management Establishing business operations in a new country can involve significant economic, political, commercial, socio-cultural and regulatory risks. Therefore, risk management (RM) is an integral part of the proposed change model. Figure 4 shows the RM AS/NZ ISO 31000: 2009 framework, which would be compatible with the change model as it takes into account both the profile and context of the organisation. The framework facilitates the integration of RM for alllevels of the organization. However, its effectiveness depends on the ongoing commitment of senior management. Processes This element of organizational architecture concerns how work gets done. It includes the generation, storage and communication of knowledge, goal setting, decision making, resource allocation, team functioning and conflict resolution. Managing Change in a Cross-Cultural Context As MEE continues to grow globally, employees from different cultural backgrounds will need to work and communicate with each other. If differences in values and beliefs are not reconciled and aligned with strategic intent, they can serve as a barrier to change and a source of conflict (Branson 2008). Therefore, demonstrating intercultural awareness and sensitivity is critical and consistent with social learning theory (Black and Mendenhall 1990). Figure 6presents some of the cultural differences that managers may encounter when managing business across cultures. National Culture Hofstede's widely cited framework of cultural values identifies five cultural dimensions that distinguish one national culture from another. This has significant implications for the leadership style and change methods adopted. National culture is believed to be so deeply rooted that it prevails over organizational culture, yet traditional theories/models of OCD tend to assume Western values. Furthermore, OD practices such as action research inherently presuppose a systematic approach to problem solving, based on cognition and reflection. Such an approach may be ineffective in cultures where people tend to function based on intuitions and emotions. Therefore, the proposed change management model incorporates the awareness that people from different cultures interpret and react to the same information differently. Such awareness would facilitate the adoption of “context-based” approaches. However, Hofstede's work has been criticized for its methodological "flaws" (Schwartz 1999), the assumption of cultural homogeneity, and the assumption that distinct cultures are bounded by national boundaries. Others argue that conclusions based on a single company study cannot be considered representative of a country's entire cultural system. Considering the internationalization and convergence of today's cultures, it can be argued that these cultural stereotypes are now outdated. Organizational Culture Organizational culture (Figure 7) is embedded in the organization's vision and mission statements, values (both espoused and in use), communication, leadership style, policies, procedures, recognition and reward system, politics internal and decision-making processes. It governs individual/group consciousness, dynamics and behavior. An effective diagnosis should reveal the values in use as these guide behavior. In some cases, implementing a new vision may require changes in organizational culture. This can be very challenging and costly as it involves altering deeply held values. Leadership behaviors and implementation of HR practices that reinforce values and desired behaviors can facilitate culture change. Individual/group dynamics Readiness/Resistance to change. The proposed change model recognizes the fact that when faced with fundamental change, people react on both a cognitive and emotional level. Brenner (2008) and Lines (2005) argue that organizational change is more about changing human systems; therefore the factors that determine the.