Organisational Change Case Study

Introduction This essay volition explore a case composition of line of credit aught to exemplify an organization that has undergone a adjustment. The boldnessal last onwards and after(prenominal)ward the form will be described, pointsing sorts at bottom the organisation will be analysed, the race in the midst of want and achievement will also be explored and in the longsighted run the sort prudence strategies utilise by the organisation will be discussed as puff up. Each of these sections will be explored to stick out the hypothesis that finis is an integral divorce of an organisation.Before the individualistic sections be discussed however, the essay will look at the background of blood actor. Background stemma dexterity is a leading energy provider at heart the Asia-Pacific region. It is twisting in finding sweet sources of energy, producing and retailing it. After the de-merger of strain get-up-and-go from Boral in 2000 it officially becam e an energy comp whatsoever. It began as a gas company that subsequently ventured into the electricity industry as wholesome. origin postcode has commence galore(postnominal) investments and undertaken many acquisitions of various businesses in both industries to tell its place on the commercialise.The environment that declension muscle trades on is ever ever-changing due the deregulating of the energy market in Australia (Waddell, cummings & Worley, 2007). Therefore, certain measures claim been undertaken by spring capacity to plus the aptitude of its work and provide breach service to its customers. arising zilch did not nurse the resources in the founding geezerhood of their business to manage the credit and mission sections of their business and at that placefore it outsourced these locks to a fiscal business named Wipro.After many years of this function being performed by Wipro and the constant refinement of simple eye ability it was decided in 2007 t hat to increase the proficiency of personal credit line facultys explosive charge and credit summonses the aggroups that were perform this function at Wipro were provided with the opportunity to be transitioned across to work indwellingly for simple eye susceptibility. disposalal Culture Culture is said to be the re perplexation of social talk all overs such as belief systems, attitudes, values, behaviour and norms that distinguish a society Wood et al. , 2010). This definition on burnish is closely matched to the definition of horti glossiness as the accumulation of human traditions and customs and that socialization is a social building (Berry & Sam, 2006). Culture exists on a superpatriotic direct, however it also exists within organisations (Wood et al. , 2010). Organisational goal washbasin often be derived from the study atomic number 18a polishs shargond out discourse (Wood et al. , 2010). It is also possible because organisations be sub-systems of a society (Wood et al. 2010). Although organisations share similarities to the host polish each organisation has their own individual grow ( film Knowledge, 2001). Organisational culture mountain be defined similarly to the definition of culture provided antecedently in that it is the shared discourses of the citizenry belonging to it (Bartol, 2008). It is through the process of interacting with others that a person learns culture and cultural discourses are transmitted (Schein, 1987).Organisational culture is echoed by the shared assumptions held in the organisation as well as in its rituals, policies, systems, and procedures which ferment the false craved behaviours that the organisation believes is part of their culture (Bartol, 2008). The culture of an organisation can be explained by using Hofstedes (1997) dimensions of values, which for the use of this essay will only embroil power distance and masculinity versus muliebrity.In examine stock certificate zilchs be culture within its bang team after their transition from Wipro, it has been suggested that graduation exercisely the culture before the transition was accomplished should be compared to the menstruation culture so that the current culture can be to a greater extent than clearly determine (Waddell, Cummings & Worley, 2007). The first dimension power distance describes the train at which power is distributed throughout the organisation, inwardness that an organisation might keep up levels of power for its employees or not (Hofstede, 1997).In terms of this relating to furrow Energys bang teams before their transition from Wipro is that their watch with rail line Energy has let them be less subject to a power hierarchy than they were at Wipro where the structure of power is to a greater extent uncompromising (Origin Energy, 2010). Origin uses a more(prenominal) cooperative approach to do decisions in that the managers notify with and value input and feedback from thei r employees (Origin Energy, 2010). Also employees withstand autonomy is handling complex issues, although the managers induce a position of power in aking the final decision and are involved in the maintenance of procedures and behaviours (Origin Energy, 2010). This was not their experience at Wipro where they had less autonomy, as they were boss-subordinate and this fashion that they bespeaked their managers citation to make decisions on issues (Waddell, Cummings & Worley, 2007). In the other dimension utilize to illustrate the culture before and after the bang teams were contracted to Origin is masculinity versus femininity (Hofstede, 1997).Masculinity refers to the emphasis on competition and assertiveness in an organisation and there is more attention placed on conquest (Hofstede, 1997). In regards to the billing team they gull experienced a stronger smell out of this reach for success with Origin Energy than they did with Wipro as the energy market that Origin Energy trades on is more competitive than the finance industry in light of the deregulation of gas and electricity which was mentioned previously (Origin Energy, 2010 Waddell, Cummings & Worley, 2007). Femininity refers to the emphasis on dealinghips and the grapheme of life (Hofstede, 1997).The billing team live with experienced higher value on the quality of life and the fostering of relationships with Origin Energy as they were more openly communicated to by their managers at Origin Energy as it has a more collaborative approach to involving staff connection in organisational processes than they had at Wipro where they experienced a more authoritarian approach to decision making from their managers and this is evident by the use of periodic meetings conducted by Origin Energys managers (Origin Energy, 2010).Origin also offers more flexible kickoff and finish times for employees as long as their hours are properly completed where Wipro was more rigid about their operative times (O rigin Energy, 2010). Throughout this comparison of culture various lead styles have briefly been mentioned, as they are part of organisational culture and help to hasten it (Hoffman, 2005). concentrate on and leaders Styles Two leading theories can be used to explain how Origin Energy has fostered this culture and explain their approach in managing their newly contracted billing team.These ii theories include Houses Path-Goal leadership Theory and the Transactional leaders Theory. Houses Path-Goal Theory gives insight into the reason for the identify culture of Origin Energy as it factors in that leaders pertain the pauperism of employees to accomplish tasks to receive rewards and the leaders style will influence the proceeding and satisfaction of their employees (Shriberg & Shriberg, 2006). The scheme states that a leader is responsible to motivate employees to achieve goals and the level of motivation of the employees is dependant of the clarification of expectations (Lussier & Achua, 2010).It can be used to identify and explain different leadership styles (Shriberg & Shriberg, 2006). As mentioned previously Origin Energy takes a more collaborative approach in the process of decision-making and is less power distant (Hofstede, 1997) with its employees than Wipro. concord to Houses Path-Goal Theory, Origins managers use a participative leadership style as the managers consult with and account for employees suggestions before a decision is made and provide employee with an come acrossing of the circumstances touch the decision (Landy & Conte, 2007). some other hypothesis that demonstrates Origin Energys approach to leadership is the Transactional leading Theory. Transactional leadership Theory involves the agreed expectations mingled with managers and employees that are ex variegated daily amid the two parties to ascertain routine tasks on action are completed successfully (Wood et al. , 2010). According to this surmise leaders are more task driven and make employees more compliant in tenor to achieve organisational goals (Martin, Cashel, Wagstaff & Breunig, 2006).Importance is placed on employees voice and responsibility regarding the organisation (Kakabadse, Bank & Vinnicombe, 2004). The transactional leadership perspective states that leaders will be involved with their employees when the employees require direction (Martin et al. , 2006). The focus is on the self-purpose of the employees and therefore the manager has lilliputian involvement with the employees (Kakabadse, Bank & Vinnicombe, 2004). This is evident in the organisational culture of Origin Energy as the billing teams employees have autonomy in their roles as discussed previously (Origin Energy, 2010).Like Houses Path-Goal Theory there are elements to leadership styles in Transactional Leadership Theory (Wood et al. , 2010). Transactional Leadership Theory may state that managers have little involvement with their employees however the theory appl ies to task-orientated leaders that are able to facilitate the achievement of goals (Martin et al. , 2006). The leadership styles of this theory reflect that and the style used by Origin Energys managers is the active way by exception approach (Wood et al. , 2010). This subject matter concentration is placed on the field of study of irregularities and mistakes of the employees activities (Wood et al. 2010). This is the case for Origin Energy as mentioned earlier the managers allow employees autonomy in their roles, although they are responsible for maintaining expected norms and standards of the organisation and therefore can correct any deviation from the organisations procedures and standards of behaviour (Wood et al. , 2010). Leaders have an impact on the motivation of their employees and motivation is also influenced by organisational culture, which in period of play has an influence on cognitive operation (Bartol, 2008). want and Performance Theories of motivation can be used to describe the relationship between performance and motivation.Maslows Hierarchy of unavoidably is one of the theories that can be used to demonstrate this. In this theory Maslow identified five basic human unavoidably (Maslow & Stephens, 2000). Namely these need Maslow identified, in state from the most fundamental, are physiological, safety, belongingness, esteem and self-actualisation (Pattanayak, 2005). physiological needs refer to the basic needs of eating, having shelter and wearing clothes (Hodgetts & Hegar, 2008). As Origin Energy has contracted the billing team from Wipro they aid employees in conform to this need. Safety needs involve credential and stability (Wood et al. 2010). Origin Energys managers openly communicates with their staff to ensure they are made aware of change and watch the reasons for it which allows the employees to feel more secure in their positions within the organisation (Wood et al. , 2010). Third is the need for affiliation and accep tance, which comes from a desire to belong, and as previously discussed Origin Energys culture is feminine (Hofstede, 1997) in the sense that the organisation fosters relationships between its staff and this can be seen through the use of their semiweekly meetings.The esteem need relates to self-esteem, respect, achievement and realisation of performance (Hodgetts & Hegar, 2008). Origin Energy acquired immune deficiency syndrome employees to satisfy this needs by allowing their participation in organisational processes. The highest need on the hierarchy is self-actualisation and this need is about realising ones own potential as well as the growth and development desired to fulfill that potential (Agarwal, 1982). Origin Energy allows their employees autonomy in their roles, dressing to be successful in them and there are opportunities for advancement (Origin Energy, 2010).Another Theory that helps to describe the relationship of motivation and performance is Herzberg Motivation- hygiene Theory. Herzbergs theory is based on the assumption that there are factors that add to employees satisfaction and dissatisfaction (Daft, 2005). Hygiene factors relate to factors in context to the calling such as organisational policies supervision, salaries, conversation and the conditions at work (Borkowski, 2010). Motivation factors are associated to factors connect to blood line content (Montana & Charnov, 2000).Motivators directly influence individuals attitudes and performance at work (Waiguchu, Tiagha & Mwaura, 1999) and consist of having recognition, achievement, responsibility, advancement and the work itself (Borkowski, 2010). When motivators are present they affect the satisfaction of the job for employees and in turn creates high motivation, which leads to job enrichment (Daft, 2005). air enrichment relates to the use of hygiene and motivators within the job roles (Sapru, 2006). Participative management is a product of this theory (Sapru, 2006).As Origin Ene rgy is seen to use participative management, mix the motivators and provides the hygiene factors specified by Herzberg into their roles to diminish job dissatisfaction, they have increased the performance of the billing teams and this is evident in their productivity and behaviour since they were contracted to work for Origin Energy (Origin Energy, 2010). The successful performance of the billing teams and their adaption to Origin Energys culture can also be attributed to the performance of effective change management strategies.Change anxiety Strategies Organisations are affected by the changes that die not only in their internal environment but also from the remote one in which they exist (Wood et al. , 2010). Therefore, from this ken organisations are required to respond to change (Anderson & Anderson, 2010). The reasons for change are crucial to understand as they provide the context for the change to occur in (Anderson & Anderson, 2007). As mentioned reviously Origin En ergy contracted the billing teams from Wipro in an move to improve operative efficiency to meet ongoing customer requirements (Origin Energy, 2010). Origin went about tooling certain strategies to successfully implement this change. Firstly, Origin Energy analysed the current and afterlife states of their business regarding the issue, which is essential to begin and misrepresent for the process of organisational change (Origin Energy, 2010 Anderson & Anderson, 2010).Secondly, Origin Energy and Wipro planned for the change in attempt to create communication with all stakeholders as well as evaluate and pre-empt the hazard involved and ensure that there was an operational course for the change to occur, which according to Oakland and chromatic (2007) is a measure for successful change management (Origin Energy, 2010). Origin Energy use the change by understanding communication was the key for the success of the transition (Anderson & Anderson, 2010 Origin Energy, 2010).The ma nagers of Origin Energy and the ones moving over from Wipro were engaged regularly by instruct meetings to inform them of the processes being undertaken to confirm the change flowed down and directed their teams, which is an effective way to implement change (Oakland & Tanner, 2007 Origin Energy, 2010). Another change management strategy used by Origin Energy was the training of each team as they locomote them over in stages (Origin Energy, 2010). This was performed by Origin Energy to align the billing teams with Origin Energys culture and processes (Oakland & Tanner, 2007).Origin Energys evaluation of the change indicated the documentary of increasing the proficiency of its credit and billing function was achieved (Origin Energy, 2010. ) Conclusion Earlier in the essay the background of Origin Energy was described. A definition of organisational culture as well as Origin Energys culture before and after it underwent the change was discussed. It explored the management and leade rship styles within the organisation, the relationship between motivation and performance and the change management strategies utilized by Origin Energy.Each of these sections was analysed to support the hypothesis that culture is an integral part of an organisation and this was proved through each discussion as culture influenced the process of Origin contract the billing teams to work internally for it. References Agarwal, R. D. (1982). nerve and management. modernistic Delhi, India Tata McGraw-Hill. Anderson D. , & Anderson, L. (2010). Beyond change management How to achieve breakthrough results through certified change leadership (2nd ed. ). San Francisco, CA Pfeiffer. Bartol, K. (2008). Management a Pacific Rim focus (5th ed. . NSW, Australia McGraw-Hill. Berry, J. , & Sam, D. (2006). 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