IS YOUR ORGANISATION READY FOR A TRANSITION

By Brenald Chinyowa

In the current dynamic business environment constituted by economic elasticity and an ever changing technological climate, exacerbated by the trade globalization, a transition or change is inevitable in any organisations as they is a need to continually refocus your strategy or gain competitive advantage in the current environment, and this makes change a necessity. Transition or Change is largely viewed as an alteration from the current state to a desire state, introducing a new management system, change of machinery or strategy resembles change. Many organisations change interventions are associated with failure, and many are afraid to execute change in their organisations as a result of the possible negative outcomes which change is likely to bring. There are daunting statistics of failed change interventions in the industry but in the midst of such a record, some organisations has made it, therefore the fundamental linchpin of this discussion is to show how to assess or see if your organisation is read for change, that is readiness for change, as it is probable that organisational un readiness to execute change contribute largely to the failure of the change intervention.

The organisation has to undertake a Change Readiness Assessment (CRA) which is a process which allows the company to determine the potential commitment and acceptance to the effect of the success of the planned change. It will allow the organisation to understand how people will respond to the change. It also helps to identify, Who will own the change, how will they provide the leadership to effectively manage the change, What potential resistance to the change may be experienced, What potential barriers will affect the implementation of the change, What change strategy or methods will be used when implementing the change to promote ownership?.

Organizational readiness for change is a multi-level, multi-faceted construct. At organizational level, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how many organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior.

If we drawing from the social cognitive concept, I would like to propose that for an organisation to assess for its readiness for change they have to look at the change efficacy, that is a function of organizational members' cognitive appraisal of three determinants of change implementation capability: task demands, resource availability, and situational factors, efficacy is a 'comprehensive summary or judgment of perceived capability to perform a task.' In formulating change-efficacy judgments, organizational members acquire, share, assimilate, and integrate information bearing on three questions: do we know what it will take to implement this change effectively; do we have the resources to implement this change effectively; and can we implement this change effectively given the situation we currently face? Implementation capability depends in part on knowing what courses of action are necessary, what kinds of resources are needed, how much time is needed, and how activities should be sequenced.

In addition to gauging knowledge of task demands, organizational members also cognitively appraise the match between task demands and available resources. That is, they assess whether the organization has the human, financial, material, and informational resources necessary to implement the change well.

Finally, they consider situational factors such as, whether sufficient time exists to implement the change well or whether the internal political environment supports implementation. When organizational members share a common, favorable assessment of task demands, resource availability, and situational factors, they share a sense of confidence that collectively they can implement a complex organizational change. In other words, change efficacy is high

Before the introduction of any change you have to look at the Motivational readiness of the departmental leaders and staff members (defined by perceived need and pressure for change) combined with personal attributes (e.g., professional growth, efficacy, influence, and adaptability) in facilitation and implementation of the change. Departmental motivational state is quite important, because if the departmental head is not for the planned change, he might choose to act antagonistically hence leading to failure of the intervention.

You need also to look at Organizational climatic factors (e.g., clarity of mission and goals, staff cohesion, communication, and openness to change) along with institutional resources (physical resources, training levels, and technological usage) as additional components to consider before initiating any change and see if they can support the planned change, because these factors as well can help us gauge the change compatibility in the organisation

Also there is need to focus on the number and quality of staff members available to do the work including their skills and expertise. Managerial coping, professionalism and behavioral change converge on similar dimensions of attitude and functioning, which influence organizational change. That is we have to look at the nature and type of professionalism, or behavioural changes requisites’ of the planned change and compare with the current state and see if the employees will be able to adapt to it.

While some change readiness assessment tools focus on the organization but the majority are very heavily oriented towards individuals. Neither focus on the organisational nor individual will give you a comprehensive analysis of change readiness, but rather it requires you to have the eye of a chameleon which sees all angles, there is need to see beyond the blue sky. You need to go beyond looking at one specific level or point in the system so a ‘zoom in and zoom out’ to other levels and points in the organisation will give you better information.  Alongside the levels you will need to assess different dimensions of readiness: attitudes, conditions and resources.

Although it was beyond the scope of this discussion to discuss measurement issues in detail I will just give an outline on how the measuring instrument will be like, an instrument that would best fit the construct of readiness assessment as described above would have the following characteristics:

1. Some means of focusing respondents' attention on a specific impending organizational change, perhaps by including a brief description of the change in the survey instrument and by mentioning the change by name in the instructions for specific item sets.

2. Group-referenced rather than self-referenced items (e.g., items focusing on collective commitment and capabilities rather than personal commitment and capabilities).

3. Items that only capture change commitment or change efficacy, not related constructs, like the antecedent conditions discussed

4. Efficacy items that are tailored to the specific organizational change, yet not so tailored that that the instrument could be used in other circumstances without substantial modification.

If other has failed to do it, it’s not a measure that change is impossible it’s just an indication to take caution when doing it, it’s not a RED robot, but it’s just amber. In sports races they say being first off the starting line is no guarantee of winning, and some say time spend planning is worthy it. Take your time assess your organisation make adjustments in arrears which needs attention before you introduce the change. An Eskimo need a refrigerator to keep things from freezing. “Work hard to discover what makes a dog bark excitedly, not just yawn”

Brenald Chinyowa writes on his own capacity, for comments inbox to chinyowab@gmail.com (0777 897 586) 0715 764 862. Blog: profbrenald.blogspot.com or follow him on Facebook: Professor-Brenald Chinyowa. Feel free to contact him for free advice & consultation on any HR related issues in your Organisation, Also for strategic conferencing facilitation all free of charge.

“EMPOWERMENT IS THE WAY TO GO”

By Brenald Chinyowa.

Published in The Herald News Paper, Harare, Zimbabwe, Thursday 20 February 2014

Empowerment is a multi-dimensional social process that helps people gain control over their own lives that fosters power in people for use in their own lives. Employee empowerment is insuring employees have the authority to make judgments on how the problem is solved or the need is met. Empowerment does not mean unlimited license...”just do whatever you need to do.…” but rather it means responsible freedom. It means employees who balance the freedom to go the extra mile for the customer with the responsibility of taking care of the organization. It is thinking and acting more like an owner, and not like a brainless slave who simply “does what he or she is told to do.” Organizations operating in this current turbulent environment can no longer afford front-line employee who are reluctant to use their full capacity at work. I mean employees who say, “I just did what I was told,” or “Just tell me what to do”. In the broadest sense empowerment is the expansion of choice and action. It is increasing one’s authority and control over the resources and decisions that affect one’s life or organisational progress too. It is giving individuals and teams more responsibility for decision making and ensuring that they have training, support and guidance to exercise their responsibility properly. When encouraged with care, empowerment is a panacea for many organizational ills. All managers and employees say they want empowerment, as it is considered a strategy to develop employees and serve members, which in turn will serve the company. The simple fact is that truly empowered employees have more self-confidence, are more creative and innovative, understand the strategic direction of the organization and are able to act upon this strategy, which in turn is mutually beneficial to both the employee and the organization for which they work, employees, management and the organisation can benefit from empowerment as discussed below;

Reduced staff Turnover

It has become a well out spoken term and well understood maxim in the industry that people tend to leave their bosses, not their companies, being a result of micromanagers who focus on process over results. Employees should not feel handcuffed in their decisions or be afraid to make bold moves. The more employees feel their actions positively impact their organizations directly, the more connected these employees feel to their companies. This starts with management, serving as the face and voice of those organizations. The more freely a smart manager delegate’s important tasks and decisions to her staff, she can focus less on operations and more on strategy and business planning. In turn, employees feel they're steering the ship.

It can be used to manage Industrial Relations

Empowerment help the management in conflict resolution as everyone works towards same goals. Worker Empowerment will help the management to determine the Industrial relation atmosphere in the workplace, this is because empowerment is similarly participative management, and hence by empowering workers the employer will reduce the collective influence of the workers, in the form of actions like, Strikes, demonstration or just through question organisational governance. The resultant stable industrial relations will subsequently be achieved through the commitment that comes with empowerment; an empowered workforce is a committed workforce.

Help in managing change

Every organization goes through large and small changes, the way employees respond to those changes is key in maintaining their morale. By allowing employees to make critical decisions that affect the company even in small ways, changes are less likely to be seen as uncaring edicts from above. Once the culture of loyalty and employee concern is established, even large changes are accepted and often embraced. Staff has to feel management at all levels makes decisions with their concerns in mind, empowered personnel tend to be more proactive and willing to embrace change. A team full of workers feeling in control of their destinies is far more enthusiastic about their roles and passionate about achievement, which is all good for the company

Improved Communication

Employees dislike feeling as though they're the last to know about important changes within their organizations. To combat this, managers must be willing and able to communicate within the bounds of appropriateness with staff, keeping them honestly informed about their jobs and environment. Management must also be receptive to employee input, giving them a sense of control over important financial and strategic decisions. Once this culture of communication successfully takes root, employees will feel more comfortable sharing their ideas with management, improving not only workplace morale, but work processes as well. In turn, employees become more receptive to positive coaching from managers

Job satisfaction

By Empowering employees it increase their satisfaction and morale at the work place , since the activity of empowering the employees require a greater amount of communication than ever thought possible, and will also require management to invest in increased amounts of time communicating to employees and allowing for feedback. In addition, it will require that management honestly evaluate the communication styles and methods that are being used in the institution to ensure the most efficient processes possible. Communicating and sharing information accomplishes several objectives that are not only important for the empowerment process, but also for overall employee satisfaction with the organization

Employee development

Empowerment allows employees the added opportunity to build on their current skill set. Being empowered gives them the ability to use all the skills that they already possess as well as gain new skills and experiences. Being able to hone and exercise their creativity and innovation skills will benefit them as they progress to higher positions within the organization, and as they also tackle much more challenging tasks and greater involvement in problem solving processes.

Positive Impact on Profits

Not only can empowerment have positive returns for employees and customers, it significantly impacts an organization's bottom line. Empowered employees have autonomous decision making capabilities and act as partners in ensuring the firm earns profits. Employee empowerment can radically change operations and boost corporate performance and profits. New products, creative ways, and innovation often result because employees are stimulated to play an active role in the organization

Happier Clients

The better employees do their jobs and if those jobs are done with increased enthusiasm and attention to detail clients can only benefit. This is a key area where direct financial improvements are realized from empowering employees. Clients love communicating with friendly and attentive staff, regardless of the enterprise. Empowered personnel tend to take a more personal approach with clients, focusing on creative ways to solve problems that appear less tied to company policy. In turn, clients feel an increased level of personal concern, improving customer retention and loyalty, hence giving a bigger competitive leverage of the organisation in the industry.

Competitive advantage

Empowering employees’ leads to organizational encouragement of entrepreneurial traits and prompts employees to make decisions, take action, and foster their belief that they can take control of their own destinies. This belief leads to self-motivation and a sense of independence that is translated into greater loyalty and extra effort for the organization. Empowered employees come to believe that they control their own success through their efforts and hard work, which in turn benefits the success of the entire organisation.

Lastly it is an undeniable fact that among many fashionable management terms, empowerment refers to a change strategy with the objective of improving both the individual’s and the organizational ability to act. In the service sector for example empowerment is often seen as an avenue to gain competitive advantage however the true potential is broader. So why wait empower your employees today and

Article generated by Brenald Chinyowa \ for comments & feedback inbox to chinyowab@3rdeyeconsultancy.co.zw (0777 897 586) 0715 764 862. Blog: profbrenald.blogspot.com . Feel free to contact him for free advice & consultation on any HR related issues in your Organisation, Also for strategic conferencing facilitation all free of charge.