Managing Organization Change for HCL Change - myassignmenthelp

Question: Discuss about theManaging Organization Changefor HCL Change. Answer: Introduction Change intervention is where the change is planned in a given organization in order to improve the performance of the organization (Boydell, Herasymowych and Senko, 2009). In order to achieve the desired change in performance organization need to set a given techniques which should be related directly or indirectly with the goal of the organization. Based on HCL technology which is Indian multinational IT Service Company headquartered India, which was started by eight entrepreneurs in 1976 change intervention occurs both internally and externally. The company has offices in thirty four counties and is one of leading global IT Service Company with high impact. Analysis of HCL Change Some of internal drives clearly expressed by Maverick CEO of HCL technology in pursuing the team leap for the future was by using the context of acknowledging point A and identify point B. By this he discussed the company current situation of HCL technology by making employees acknowledge the crisis. This was later codified mirror in which employees come before customer. He then traveled in different part of the world to meet customers as a potential point B in his external drives of change. He then used BODs in which he concentrated on small scale rather than massive or large scale technology initiative. He also introduced sharing of financial data by allowing employees access to financial information pertained in their project. He also came up with online planning process and smart online desk. Historically, the organization was using normal pyramid in which the senior managers in organization were accountable to junior employees which made it difficult for employee to add value to the organization. It was turned upside down so that the senior management could be accountable to the employees. Vineet Nayar, CEO HCL technology, also removed the gap that was there before between the executive and the employees by not marching in the podium with suit and tie. He also walked on stage giggled and dance taking people from their chairs to dance. The manager changed the focus from customers of talking of product and technology as it were before they started talking of employees. The company adopted a collaborative strategy development by calling all top managers of the company for their views all over the top offices. This did not only add value to the organization but also bring about the clarity and meaning to the structure. This also gave motivation to the soft staff in the organ ization (Dickinson, 2012). The rationality of the change was to boom the IT services market and the past success in which it was emergent since HCL technology was making a revenue of 30% compared to their competitors who were making about 50% revenue. The intent of the change was to improve the performance of the company by increasing revenue rate and gaining market share. Customers were not willing to work with companies with undifferentiated service provider so they had to ensure they are able to provide long term service to their partners (Massengale and Loughead, 2013). The process of attaining these objectives was by telling the truth and offering ideas that could lead to accomplishment of those objectives. Emotions Associated with Change The emotions associated with change are that most companys emphasis on concept of volume and people forgot concept of value. They then talk of rowing sills of unfit environment by claiming to wait until the environment settle down for growing The emission was expressed by some managers who feared by taking a major global players could forsake their position that they had built over decade and lose everything .Other thought that the analyst only favor established players in collaboration of which HCL was not one of them. The third group supported the proposed strategy and was exasperated with the status quo. The managers in this group all they wanted was to ignore the objection from others and work boldly HCL Perception and Assumptions to Change The organization underlying perspective was that senior managers were accountable to the employees in whom the managers were being rated with their strategic visions, problem solving skills, and their responsiveness. Based on these underlying perspective transformations can be imposed top downward where there is emphasis and practice of transparency in the organization. Power approach is where some of managers in HCL technology feared that by taking collaborative strategy with global players their position is going to be forsaken losing everything including the power Resistance to Change in HCL Nature of change resistances is where there no acceptance of adoption of change which involves altering organization operation. Vineet Nayar, CEO of HCL technology inverted organizational pyramid and casting the roles of employees directory opposite of what the people are used to. This faced resistance since people could now talk of employees and not the product of the company. This usually occurs through hard work and trial to be able to achieve the necessary objective. The strength of change was the fear that the failing of the company and losing of its global position from the change made by Maverick. This was offered to them as accomplishment fact by first making them see the reality (Senior, 2016). Some thought their job may be affected when the new strategy is adopted i.e. middle managers. Informed workers tend to have higher levers of job satisfaction than informed workers, when the change threaten to modify established pattern of working relationship between people, when the benefits and reward for making the change are not seen adequate for the trouble involved, when the change threaten job or status in organization. Based on HCL company some middle managers feared in new strategy introduced they are going to lose power which was not true. Evaluation of HCL Change Process There was effectiveness in change intervention because in 2009 HCT changed his business model which resulted tripled his revenue, doubled his market capitalizations and it was ranked Indians best employers company by Hewitt-pioneered the unique management culture that called employees first, customer second. Again in 2012 results show the revenue of4.1 billion up move of about 17% and 100million and also client and during the year. Also in year 2006 the organization was able close five outstanding deals that resulted to high revenue income. It was also able to provide transparency to the board and being able to develop their trust to the customers who were only willing to work with the organization that can provide end to end services (Pasmore, Woodman and Shani, 2010). Also after the survey, the result show passive state of passion of employees to their workplace Recommendations Celebration of achievement as a way of motivating workers- some managers in organization focus on much that can be done and forget the little achievement achieved by employees which reduces the morale in the organization. Without ongoing acknowledgment of success, employees become skeptical and cynical about effort in the organization (Sugarman, 2007). Secondly, is by conveying how employee result contributes to organization result. Employees often feel strong fulfillment from realizing that they are actually making difference in their place of work. These realizations often require clear communication on organization goals, employees progress towards goals and celebration when the goals are met (Shaw, 2015). Thirdly, rewarding the employees when the set goal for the organization is met, this helps in motivating the employees and enables them to appreciate their effort and contribution in the organization (Titrek et al., 2014). Fourth being up to date- This enables the organization to be able to cope with rapid change in technology without losing its market share and their customers. This can be achieved by ensuring there are less or no resource constraints which include material and personnel information (Will, 2012). Availability these can result to high improvement in an organization as found in HCL technology Introduction of new technology as a alternative way of intervention change in failing organization. These advances in technology can result to positive change in an organization Lastly, cull the workforce-this is making list of people I need to keep in the company and let those who do not fit. This is done bypassing their skill and capability and contacting business associate to see if I could arrange interview. Conclusion HCL technology CEO Vineet Nayar, achieved the objective of improving the organization by his maverick ability to influence the company. His effectiveness in using interventions to bring change in HCL operations made the company be ranked one of the best IT service provider globally. Therefore, it can be concluded that the role and process of change is determined by top management. 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