Pemancar Company’s Change Management Plan

This paper examines the situation at Pemancar, an automotive part production company, along with implementing the change management plan. In order to perform a successful change management plan, it seems necessary for a leader to have some components that play a crucial role in the company’s change initiative management.

Reading the suggested case study Leadership and change management: a case study of Pemancar, one might note the following situation at Pemancar:

  • pyramidal, hierarchical, and bureaucratic type of structure of the company;
  • delay in report submission;
  • poor communication system;
  • if 90 % is achieved, it is a good performance;
  • accuracy is not emphasized.

Speaking of the theory of punctuated equilibrium and connecting with Pemancar, it is necessary to note cultural differences between KLCorp (Japanese quality culture) and Nova (European based culture), parent companies, particularly, changes of the information system (budgeting, costing, and reporting) and competency of technical and supervisory skills (Abdullah & Siti-Nabiha 2012). Change management is a key factor in the successful implementation of the quality system and organization development as a whole. As a rule, the impetus for change is a crisis (the same is observed at Pemancar). The importance of change and innovation is defined by the need to adapt the organization to the requirements of the internal and external environment, to learn new knowledge and technology, which is principally significant in a market economy.

In this company, innovation as certain changes in the labor process was inevitable, as they were primarily caused by objective factors. However, it must be emphasized that the reorganization is not an end in itself, but a means to implement new tasks and activities (Nasim & Sushil 2011).

The priority objective of change is achieving better results, namely the development of advanced techniques, the elimination of routine operations, the implementation of progressive changes in the management system. In this case, the organizational development is determined as a long-term, thorough, and comprehensive process of change and development of the organization and employees (Holloway 2014). The process is based on the training of all employees through direct interaction and transmission of practical experience. The purpose of the changes is to improve the performance of the organization and quality of work at the same time.

Based on the foregoing, Daniel, the manager, might face some problems and even conflicts in performing his task. First of all, communicating information should be provided to the employees as changes in the management could frighten them (Stoltzfus, Stohl, & Seibold 2011).

The change is never easy and supported by several complications. Second, Daniel might have a need to create training guidance in order to make restructuring and summaries strength and weaknesses of team building (Riwo-Abudho, Njanja, & Ochieng 2012). Third, some problems night appear with the effectiveness of the working process. Therefore, it is of a great significance to keep a check on employees, in particular, their time management and effective resources utilization (Franklin 2014). Moreover, Daniel has to realize that he might face incomprehension of the employees as sometimes a new leader is not the same, and his style might be different.

In conclusion, nowadays incredibly accelerated pace of life dramatically increases the need for effective changes management in organizations. It should be stressed that implementing the change management plan at Pemancar should be systematic and structured, the communication process between the manager and employees should be on a high level, and the effectiveness of the change management largely depends on the manager.

References

Abdullah, Z & Siti-Nabiha, K 2012, ‘Leadership and change management: a case study of Pemancar’, Asian Case Research Journal, vol. 16, no. 1, pp.115-132.

Franklin, M 2014, Agile Change Management: A Practical Framework for Successful Change, CPI Group, London.

Holloway, G 2014, Change Management: New Words for Old Ideas, Xlibris Corp, New York.

Nasim, S & Sushil, B 2011, ‘Exploring the Paradox of Managing Continuity and Change’, Journal of Change Management, vol. 11, no. 2, pp. 185-206.

Riwo-Abudho, M, Njanja, L & Ochieng, I 2012, ‘The role of strategic leadership during change’, Kenya Journal of Business Management, vol. 4, no. 1, pp. 48-61.

Stoltzfus, K, Stohl, C & Seibold, D R 2011, ‘Managing organizational change: paradoxical problems, solutions, and consequences’, Journal of Organizational Change Management, vol. 24, no. 3, pp. 349-367.