Making Collaboration Forum Work

Making Collaboration Forum Work Making it work The discussions that were posted to the Week 5 Collaboration Forum began to examine the process of implementing a major change in the way that an organisation works.

Making Collaboration Forum Work
Making Collaboration Forum Work

The Pemancar case study suggested that change agents will inevitably be more concerned with individual and organisational behaviour patterns than with the mobilising of tangible resources. Initial posts to this week’s Key Concept Exercise will have translated this thinking into a range of different environments with which students are already familiar, and thus will have begun the process of applying academic theory to practical workplace situations.

In this week’s Collaboration, your task is to compare the key features of your own organisation’s practice with those described by your classmates in an effort to identify aspects of that practice that could be targeted for improvement.

To prepare for this Collaboration:

•Review the Required Learning Resources from Week 6.

•Review the Collaboration Forum discussion from Week 5.

Making Collaboration Forum Work Sample Answer

Like my organisation’s practice and those described by my classmates, there are a number of key features. For instance, there is an aspect of the bureaucratic standpoint of the executive management, which is visualizing not only a rapid but also a remarkable effect on the firm. For that reason, while it may seem conflicting for those in charge of the firm, strategic leadership is imperative for the senior management in the current environment. This is to say, it requires visionary leadership for workers to meet the set goals.  Such goals present open and clear communication regarding the objective of organisational change (Savolainen 2013).

Whereas strategic leadership is important for the attainment of the firm’s mission and vision, Daniel’s goal of implementing change will be crucial in recognising accountability, efficiency and challenges related to equipment. Daniel must be visionary, and acknowledge others, encourage the realization of the company’s goals, confidence, and courage. Building workers’ confidence makes them believe that they are appreciated and part of the company’s future prospects. Apparently, the organisation is in need of revolutionary change. Though it may be conflicting with employees’ interests, it must be executed due to intense competition in the sector.

Another key feature is the disruptive and demotivating environment.  In this case, such an environment does not give employees the freedom to be creative (Agbim 2013). In addition, it does not strike a balance between change and continuity. Experts demonstrate change must be viewed as a transition from a given practice or even a reaction to internal factors rather than moving from one point to another (Abdullah & Siti-Nabiha 2012).  Again, it is clear that NOVA failed to take into account the environmental factors and simply benchmarked Penmancar with its branches, overlooking the importance of change that gives room for practices. On the other hand, NOVA was keen on searching for a comprehensive strategy to tackle changes at Penmancar while failing to recognise its workplace practices.

In this respect, Daniel should come up with a strategy for defining the organisational goals while aligning them with tasks and expectations during the first stages of change. This is of great importance it terms of enhancing positive attitude as well as behaviour in realizing the organisation’s goals. Nonetheless, job security and social networks at my organisation’s and those described by my classmates are extremely low, and hierarchies are not based on proficiency. Stoltzfus et al. 2011 believe that this is likely to reveal incompatibility and put pressure on the process. However, Daniel will find it challenging to convince the employees to accept the change process. For example, it is may be hard to persuade employees to recognise the importance of change to the firm. Undeniably, for several years Pemancar was making huge profits and realizing its objectives. As such, there is need to ensure that employees understand and accept the change process (Nasim & Sushil 2011).

Furthermore, there is the possibility of abolishing overtime duties, which will enhance the search for extra opportunities. In turn, this will be challenging as the firm will inefficient.

It is also clear that inadequate training as well as competency since there is an issue of incapacity to repair and maintain equipment, which hinders their efficiency. Additionally, the common removal of employees from NOVA can hamper diversity that is regarded as its main tactic of doing things. Without a doubt, there are attempts to implement change as a procedure to meet the organisation’s objectives. Nevertheless, for the company to remain competitive, implementing change is sustainable.

Making Collaboration Forum Work Bibliography

Abdullah, Z. and Siti-Nabiha, A.K., 2012. Leadership and Change Management: A Case Study   of Pemancar. Asian Case Research Journal, 16(01), pp.115-132.

Agbim, K.C., 2013. The impact of organizational structure and leadership styles on innovation.   IOSR Journal of Business and Management, 6 (6), 56, 63.

Nasim, S. and Sushil, 2011. Revisiting organizational change: exploring the paradox of     managing continuity and change. Journal of Change Management, 11(2), pp.185-206.

Savolainen, T., 2013. Change Implementation in Intercultural Context: A Case Study of Creating             Readiness to Change. Journal of Global Business Issues, 7(2), p.51.

Stoltzfus, K., Stohl, C. and Seibold, D.R., 2011. Managing organizational change: Paradoxical    problems, solutions, and consequences. Journal of organizational change management,          24(3), pp.349-367.



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