Ainnur Izzaty binti Dewa Safri

Marylin Michelle ak Dickson

Febric Igoh ak Garing

Celestine Guang Edison

How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

-          Internal client managers might feel happy with the service from HR department since they had changed their management and they can get new position in the organization that will help them to be more explore and gain a new experience in the organization.

Question 2

What has Susan done well in managing the changes to this point? What could she have done differently?

-          Organized teams to serve various internal departments, Susan had done differently when she try to understand the different types of work place of the team so it will get easier for her in order to implement the changes for the department. Susan's announcements of change were done in a proper order

-          She is also splitting up teams that have come close over time, which can mess up workplace productivity. She also created new, conflict-prone teams. 

 

Question 3

What intervention strategy and intervention activities would you recommended to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

-          There are several different intervention strategies and interventions activities that I would recommend to Susan. The problems is according to Susan, are team building, recruitment, and training. I assume the root issues are team divisions of team and goal conflict. Team division is a concern when it comes to compensation specialist roles, as there are only two, and not every team can have one. I think that a real-time strategic change would’ve been a great fit of the HR team, due to the fact that Susan wants the change to happen very quickly. I think this would also be a great fit for Susan, as she's already created the plan. Another team intervention that would need to be implemented is training for the former employee relations specialist, as they have not even done recruiting before. Nevertheless, Susan is willing to train them, but her problem is that she wants to see the change happen immediately, but she says she will allow time for training.

The management team may fell relief as they may not be effected by the reduction and they are settling into their new positions which can give them a better new experience. Besides that, this new structure and position may slightly reduced their job and responsibilities. 

On the other hand, employees may still fell anxiety because the old teams were a tight group of individuals in the niche. This is due to the fact that headcount reduction may risk their position in the company. However it is, there still have different acceptance between them. As the recruiter seem to be happy to try a new job and position but the employees relation for instance were reluctant to change and add new job and increase responsibility.

Besides that, Susan had making a good move by calling for meeting to briefly tell the current situation and providing knowledge on this new model. By making this meeting and providing sufficient information before implement, it will makes the employees more confident and eliminate frustration among them.

Susan should also ask for the opinion of others, especially as regards the new task, to make it better. This is because the management team and staff are the one that has been directly affected by these changes. Consequently, getting their input can reduce dissatisfaction.

In addition to that, I would recommend that Susan pursue a team building plan. This is an effort to gain a strong bond between the employees as some of them never had an opportunity to work together. This is particularly for the recruiter and compensation specialist team to get to know their new HR operations director, Steven. It also can build common values for the team and in the result may help crafting a vision and creating a new role of a team. 

Finally, as the new model required employees to do new jobs that have never been done before, I would suggest that Susan provide employees with a training program especially for employee relationship specialists. This exposure to new jobs will help staff adapt more quickly to changes. As a result, they may reduce the dissatisfaction among workers.

Every person within the team should play their own roles to ensure that the changes are possible. Susan, for one, is responsible for sustaining and implementing that the improvements she had created to operate smoothly. She need to ensure that all program done by plan and all employees take part with it. On the other hand, the management team should take an active part and adapt quickly with the changes. Reluctant to make a change may be the biggest risk of failure. Lastly, the consultant must help the team particularly Susan in guiding them and provide a better strategy to be applied. 

Other staff will not feel as appreciated as the management team.  She's also splitting up teams which have come remotely close over time, which can disrupt workers' productivity.  She has also set up new teams which could have a conflict. I also agree that although Susan's declarations of adjustment had been made in order, it seemed to have created a lot of complaints or speculation in the company.  Susan said, "The rumors have been  rampant for the past few weeks."  This could be avoided if she had announced the change that was closer to when she made them take place.  She was supposed to post a chart of new roles and tell the executive team of Steven's promotion that they might react to the news adequately. This could’ve changed the number of rumours. This might have reduced the type of speculations or rumours. Pretty much across the board, communication should have been improved when these changes were underway.

and also helped the people not feel attacked or back stabbed. Susan then made a chart and published it with names and positions. After that she planned to announce the final change, which is Steven’s promotion, to everyone in the organization. I think this was a great idea because it gave everyone else time to get used to what their own changes were before she dropped the bomb on Steven. 

Next, Susan comes out with a new organizational chart where the company will have organized teams to serve the various internal departments that run the ASP software business. Each of the managers will now support only their respective teams. This will allowed them to be more specific in handling and managing the position. 
Furthermore, Susan also had done a meeting with all the management and support teams to tell them about the changes that are going to happen in the company. This is a crucial step to be taken as employees need to be informed about the changes. This will help to minimize negative reactions and also get feedback or opinion from everyone in the organization.

-Nur Farahanny

Do these steps mean that the change that was made is the right or optimal change? Not necessarily. Susan must maintain an open line of communication throughout the organization to make sure that feedback reaches the ears of the employees leading the charge.

Changing details, continuous improvement, and tweaking is a natural and expected part of any organizational change. Most changes are not poured in concrete, but there must be a willingness to examine the improvement (plan, do, study, take additional action).

If Susan  implement the  change in an organizational environment that is employee-oriented, with transparent communication and a high level of trust, she have a huge advantage.

But, even in the most supportive environment, she must understand and respond to the range of human emotions and responses that are elicited during times of intense change. 

,structured HR department support teams, reduced total head count by four positions and work is equally distribute. this model look more efficient compare to the old model.

There are three things that Susan done well in managing the change. Firstly, Susan change their current organizational chart from functional structure to matrix structure where each of the manager of department has responsibilities other that their own current duty. Secondly, Susan called Nathan for consultation as to ask him about team building exercise that is suitable for the HR department and to help them guide through the process of new changes of the organizational structures. Thirdly, Susan held a meeting to inform the others that there are some changes that are going to occur generally, not specifically. 

We suggest on what could she have done differently is that Susan can apply the organization design and structure which is Mckinsey 7s Framework without changing the current organization structure. The framework will courage the HR management and each manager of the department to be aligned by support and shared values with each other. This will make them involved each others in strategic aspect. In addition, if Susan wants to change the organization structure she should have a meeting with them first because different people have different level of adaptability. To be fair it is important to gain their perspectives and opinions regarding the new changes of the organization.

Structured HR department

Support teams

Reduced total head count by four positions

Work is equally distributed

- Susan make a plan on reorganizing the human resources department at ASP Software. This change will affect the quality of service for each team as it will become better because they will learn new things and can meet the client expectations and it will make the client happy. While as for the management team, they need to adapt with the changes as they will work with the new person.

Question 2

What has Susan done well in managing the change to this point? What could she have done differently?

- Susan planned the new organizational chart perfectly and all of the managers get the new roles that suitable for them. She did well in managing the change as every manager get their support team. The managers will be focus on their specific job because before the change the customer complained that they need to handle things with different people and it might be miscommunication there.
- Susan can done things differently by slowly do the change in their team as i might make the other managers can't really adapt with the new change and become stress. Then, Susan should do every month meeting to follow-up with their team about the change as to make sure the team is doing well.

Question 3
What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

- Interventions are structured program designed to solve a problem, thus enabling an organization to achieve the goal. These intervention activities are designed to improve the organization's functioning and enable managers and leaders to better manage their team and organization cultures. 
- I would recommend real time strategic change to Susan as it will take the whole system in planning to change. It can be used to align a whole organisation, or large part of it, behind a vision and to plan all the things that need to be put in place to make the vision a reality
- As for the role Susan should maintain the changes and do follow-up with the managers in order to make sure that they can focus. The management team need to work efficiently and quickly adapt with the changes. For the consultant, they need to help in giving more suggestion of the strategies for the company to applied in their future plan.