The Transformation of MECK Insurance
Order Instructions:
The Transformation of MECK Insurance
Purpose of the Case:
1. To define organizational development tools as they relate to the process of altering, accelerating, and sustaining changes in corporate culture.
2. To illustrate through multiple examples the importance of active and enthusiastic involvement of leadership through out the cultural shift.
Placement in the Course:
This case has multiple teaching objectives: (1) to convey the lengthy processes involved in shifting a corporate culture, especially a company segmented into large and independent business units like MECK Insurance, (2) to impress upon the reader the key factors of success involved in organizational change: leader participation, defining a common and clear purpose for your organization, setting clearly defined goals based on your defined and shared vision, (3) to highlight the importance of genuinely involving employees from every level of the organization in the transformation.
Provide a 2 pages analysis on the case and be sure to address all questions fully.
SAMPLE ANSWER
The Transformation of MECK Insurance
Organizational transformation involves changing an organization into a very proactive institution. This reduces costs and does away with duplication and non-value adding processes, hence, improving product and service delivery (Anderson & Ackerman-Anderson, 2010). In this regard, organization development tools enable an entity to adopt better to the fast changing external environment of new markets, regulations, and technologies. This could be done through altering, accelerating, and sustaining changes in corporate culture (Tate, 2009).
Changing the culture of a corporate is a slow and tricky process since it entails convincing the employees about the reason behind alteration of the current culture. The employees have to be cognizant with the way the changes are being proposed. The resources have to be moved from one activity to the other for the sake of change. In addition, the employees have to be motivated in order to make them buy into the reforms. The management, afterwards, needs to deal with the organizational politics by getting the people on board especially those with greatest influence (Klewes, & Langen, 2008).
Corporate culture change can be accelerated through carrying out culture survey. This survey’s main goal is to reveal cultural strengths, dangers, and any opportunities. This enables the leadership to know how to align the strategy, leadership and culture. The road map ought to be very clear to ensure that resources are allocated promptly to leadership and the goals of the culture. In addition, there should be support from the leaders to ensure cohesion, conviction and capability from all the employees (Dawson, 2010).
Ensuring that the change stands the test of time is very important in any organization. This is simply because, this approach improves the organization’s brand image, the company gains upper hand in competiveness, the employees get more satisfied, the risks are easily managed, and there is enhanced stakeholder relations (Anderson & Ackerman-Anderson, 2010). Apparently, these benefits can only be realized through sustainable management of change. The changes ought to be defined especially on how different they are from any other change, there should be a strategic plan on how to implement those changes, and the top management has to implement the changes through rewards and incentives. In addition, the corporate has to get seasonal employees and develop a system where employees get to embrace the culture. Moreover, the performance of those reforms has to be monitored always (Howard-Grenville, 2007).
To achieve all thsse reforms, the leadership has to be actively involved in cultural shift. However, the leader can only manage and bring change in an organization if he/she is competent. Leadership that can be relied upon is very relevant for the success of an institution. (Klewes, & Langen, 2008). The leaders always look for change through people towards the set down objectives. Kono & Clegg (1998) insisted that leadership was a procedure that not only influenced employees, but leaders as well, to accomplish the goals of the organization through change. Leadership revolves around the leaders and the employees, influence, organizational objectives, change, and people. Leadership involves giving people directions. In order to be a good leader, one must be a good servant (Anderson & Ackerman-Anderson, 2010). Active involvement of the leaders will ensure that increased technological advancement is incorporated in the organization. Also high expectation from clients and rapid change in the markets will be managed and controlled (Tate, 2009). The leaders, therefore, are able to examine their performance so that they can adopt and implement changes in an institution. Moreover, active involvement of the leadership ensures that the leadership always remains keen in the process of evolution of an organization in order to realize its desirable shape, hence, address the issues of organizational change appropriately.
References
Anderson, D., & Ackerman-Anderson, L. S. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. San Francisso: Pfeiffer.
Dawson, C. S. (2010). Leading culture change: What every CEO needs to know. Stanford, Calif: Stanford Business Books.
Howard-Grenville, J. A. (2007). Corporate culture and environmental practice: Making change at a high-technology manufacturer. Cheltenham, UK: Edward Elgar.
Klewes, J., & Langen, R. (2008). Change 2.0: Beyond organisational transformation. Berlin: Springer.
Kono, T., & Clegg, S. (1998). Transformations of corporate culture: Experiences of Japanese enterprises. Berlin ; New York: de Gruyter.
Tate, W. (2009). The search for leadership: An organisational perspective. Axminster: Triarchy P
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