Running Head: ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT
Issues in Organizational Transition Management
Raekisha Masslieno
Dr. Annette M. West
HRM 562
April 23rd, 2018
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ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT
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Issues in Organizational Transition Management
A company's success is hinged on significant and persistent change activities acquired
through a learning process. For the change to be felt, the organizational management must undergo
a paradigm shift in shaping a change culture from individualistic learning approach to a
systematized approach. As the Vice president of Human resource, my role is to investigate the
parts of the organizational learning used in solving the hindrances that limit continuous cultural
transition in my company. The problems that prompt this company’s challenge in development
can be viewed from different angles, which will be discussed further in this analysis. They include
but not limited to a problem with goals interpretation, the complexity of the training, lack or
insufficient understanding of the process and lack of teamwork. I will discuss these inherent
challenges in trying to align them with the company’s culture based on three of the five
organizational learning mystifications.
Identification of The Problem
In any given context, organizational learning is confronted with the danger of ambiguity in
the definition. Simply put, corporate learning mechanisms integrate all the gradual processes that
aim to equip members of the company with skills and knowledge needed to respond to the ever
dynamic internal or external issues facing the company (Fernandez et al. 2012). In this company’s
context, at least 48% of the employees are mature adults who are nearing retirement. This means
the wisdom, experience and a strong sense of organizational culture is embedded in them. The rest
of the employees are millennials who possess a room for growth, especially with the “Help me,
teach me, show me, and entertain me approach.” Culture and organizational learning are two
indivertible aspects; they have a direct influence on each other (Fernandez et al. 2012 pg. 32). My
assessment of this company’s culture is informed from both positive and negative viewpoint.
ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT
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Though there are certain cultures worth celebrating, I think there is an underlying problem with
employee motivation, customer care, and support system.
Cultural Assessment and Organizational Mystifications
In spite of the developing prevalence of learning mechanism, I have discovered some
disconnect between the existing culture and organizational learning. The disconnect is in respect
to:
(a) Consistently Expanding Theoretical Disciplines
There exists a variety of interlinked disciplines in the organizational learning
process. The challenge, and, therefore, the disconnect comes up with difficulty in
synthesizing this learning to the pertinent issues of the company, such as lack of
teamwork. Experts suggest that this is a learning area that is very hard to do (Loorbach
& Wijsman, 2013).
(b) Humanizing Organizational Learning (Anthropomorphism)
The assumption in this analogy connects individual employee learning capacity and
that of the company. The cognitive aspect of learning in human can be scientifically
proven from different theories such as Albert Bandura’s social learning. However, it is
not clear how companies can learn, as an entity. The disconnect in this respect,
especially in the processes part of OLM(s), is the fallacy of linking individuals with the
company’s behavior. As argued by Dixon (2017), “Which percentage of organization
members should be behaving this way, for example, to say that the organization acts
on what it knows?”
(c) A Split in The Field Amongst Visionaries and Doubters
ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT
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Questions arise on whether organizations can learn. In this focus, what are the odds
that this company can overhaul its current cultural biases and uphold to the new
transition? The solution to this query lies deep in deconstructing the visionary’s
ideology from the skeptic. For example, the company’s disconnect is confusion in goals
and missions and, therefore, it is important to allow employees to expand their capacity
so that they can come up with the outcomes that they truly desire (Argote, 2012). This
can be achieved by nurturing new and extensive patterns of thinking, setting free
collective aspiration, and allowing employees to continually learn how to learn
together. Skeptics portend that this notion is informed from a utopian ideology whose
main agenda is to exploit employees. (Santos-Vijande et al. 2012).
Processes Mechanism
In my way of thinking, the organizational learning transitions, through goals and visions
that are explained concisely, must be able to define the processes that need to be utilized in the
acquisition of knowledge, its dissemination and its applicability to the situation. There is a problem
in the company with the complexity of the processes. For example, I have noticed there is a
problem with employee’s training on the use of new software. From the observation, the process
lacked intuition, and the employee found its overly complicated.
Offline/External OLM(S)
In the view of the above discussion, I think offline/external OLM(s) would be an
appropriate choice in changing the erroneous organization learning mechanism inherent in my
organizational context. The most viable reason for this is that experts usually offer this kind of
training. These experts are always on a full-time training engagement; they possess advanced
knowledge and skills required to operate incorporated units efficiently. As such, they serve as
ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT
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knowledge and information archives which can be transmitted and shared across the organizational
departments and its members of the staff. Integrating this aspect of OLM guarantees excellent
training for the team and will subsequently improve the learning procedures (Santos-Vijande et al.
2012).
Norms and Organizational Culture Evaluation
One of the current norms of the organization entail the emphasis on quantity instead of
quality. For example, the top management are only concerned about the quantity that each
employee produces instead of focusing on quality. This norm needs to change because if the
organization continues doing this then many customers will be lost because of the substandard
products that are manufactured. Paternalism is another norm which is part of the current
organizational learning culture. For example, those vested with power in the organization, the
management in this case, are always making all decisions that affect everyone in the firm. This
norm needs to change because the organization is not moving forward.
To ensure that there is productive learning within the organization, the management must
ensure that there is integrity and accountability. Integrity will ensure that the management will
not fear to admit that they have made some errors in judgement. They will, therefore, involve
employees in decision making to solve any problems that the company may be experiencing.
Accountability would also ensure that everyone within the organization can accept responsibility
for their action instead of shifting the blame to other employees.
ISSUES IN ORGANIZATIONAL TRANSITION MANAGEMENT
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References
Argote, L. (2012). Organizational Learning: Creating, Retaining and Transferring Knowledge.
Springer Science & Business Media.
Dixon, N. M. (2017). The Organizational Learning Cycle: How We Can Learn Collectively.
Routledge.
Fernandez, S., Commentators, H. G. R., Connor, P. E., Thompson, F., Mihm, J. C., & Tschirhart,
M. (2012). Managing Successful Organizational Change in The Public Sector.
In Debating Public Administration (Pp. 33-52). Routledge.
Loorbach, D., & Wijsman, K. (2013). Business Transition Management: Exploring A New Role
for Business in Sustainability Transitions. Journal of Cleaner Production, 45, 20-28.
Santos-Vijande, M. L., López-Sánchez, J. Á., & Trespalacios, J. A. (2012). How Organizational
Learning Affects A Firm's Flexibility, Competitive Strategy, And Performance. Journal
of Business Research, 65(8), 1079-1089.
Running Head: MEMORANDUM TO THE CEO
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Raekisha Masslieno:
Dr. Annette West:
HRM 562:
April 30, 2018:
Memorandum
Memo
To:
Chief Executive Officer (CEO)
From:
Vice President of Human Resource
Date:
Subject:
Discovered issues
Following a series of investigations that have been carried out, a number of issues have been
identified to be behind the organization’s malfunctions in certain aspects. One of the issues
identified is a problem that comes with the interpretation of the goals that have been set by the
organization. Lack of understanding in this aspect is set to cause confusion within the ranks of
the organization. Secondly, the complex nature of the training system has also been pointed out
as a possible cause of the malfunction. Thirdly, the lack of teamwork among the employees as
well as failure to understand its importance and value presents an issue with regards to the best
interests of the organization. For the organization to develop and serve the proper functions that
it is set out to achieve, these issues must be addressed in order to set up the stage for a better and
prosperous future.
The offline/external (OLM)s presents the perfect answer to addressing the issues that surround
the learning system of the organization. My choice for this criterion is centered on the fact it is
Surname 2
offered by individuals who are well trained and possess the required skills when it comes matters
of a similar nature. The other advantage that this system presents to the organization is the fulltime availability of the experts to offer their advice in matters relating to the process. This will
not only be beneficial to the organization but the staff members as well. Using OLM will play a
crucial role in the organization having employees who are properly trained as well as improving
the process of learning.
Trust is one of the pillars of success for any organization. As a result of this, the management
must create an atmosphere of trust, which will go a long way in creating an environment of
psychological safety. One of the ways that this can be achieved is through involving the
employees in the process of decision making. Incorporating their views in matters of importance
will create an atmosphere for them to embrace their role in promoting the success and growth of
the organization. Applying this strategy will equally make them embrace their mistakes and
show the willingness to learn from them. The employees should also be made to understand the
value of demonstrating accountability and integrity while attending to their duties. Through
embracing these two qualities they will facilitate an environment where trust between them and
the management can be established.
It is my hope that you will agree with the above-stated proposals as we establish a cohesive plan
in raising the standards of the organization and propelling it further to an enviable position.
Warm regards,
Raekisha Masslieno
Running Header: RESISTANCE RISK MITIGATION INTERVENTION TABLE
Supporting Document 2: Resistance Risk Mitigation Intervention Table
Raekisha Masslieno
Dr. Annette West
HRM 562
May 13th, 2018
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RESISTANCE RISK MITIGATION INTERVENTION TABLE
Issues
Risk
Description
Rating
Mitigation
Downgrade
to
Culture of the
The
The employees
High
The organization Moderate
organization
organization
are comfortable
lacks a sense
following the
the procedures
of innovation
past procedures
used to create
that have been
room for new
set by their
and informed
predecessors as
ways of
opposed to
handling crucial
coming up with
matters. This
new initiatives
will create a
should change
(H)
crop of creative
thinkers.
Offering training
to the members
of staff within
the organization
so as to teach the
employees to
become problem
solvers.
(M)
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RESISTANCE RISK MITIGATION INTERVENTION TABLE
Psychological
The
There is a
learning
employees
general
are afraid of
atmosphere of
Moderate The organization Low
should research
(M)
(L)
on previous
the possibility fear that
cases where the
that they may
changing the
same programs
fail.
normal ways of
have been used
doing things,
and proven to be
which the
successful
employees are
The leadership
used to will
should work
result in failure.
hand in hand
with the
employees and
offer them
assurance
regardless of the
outcome that
may be
generated from
the whole
process.
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RESISTANCE RISK MITIGATION INTERVENTION TABLE
The current
There
The high
High
The organization Low
structure of
numbers of
number of ranks
the
ranks as
as currently
ways by, which
organization
established
constituted
the ranks that
within the
within the
currently exist
organization
organization
can be reduced
are too many.
becomes an
to number that
impediment in
can be easy to
the event an
report to in the
individual wants
event of an issue
to bring a matter
occurring.
should focus on
(H)
(L)
forward.
By creating
various ranks
within a specific
department, the
organization will
reduce the
different layers
of leadership
that presently
exist.
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RESISTANCE RISK MITIGATION INTERVENTION TABLE
Commitment
The
The current
High
Preparing and
Moderate
of the
motivation
workforce is
teaching the
(M)
workforce
level of the
opposed to the
current
workers is
idea of change
workforce on the
(H)
currently low. based on past
positive impacts
This is a clear experiences.
that will be
indication
The response on
experienced
that a high
the ground
through
number of
appears to be
embracing
them are not
negative as
change.
committed to
expected.
Encouraging
working to
them to embrace
the best
the planned
interest of the
changes by
organization.
offering them a
sense of
assurance and
the future
possibility of
rewards to those
who prove
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RESISTANCE RISK MITIGATION INTERVENTION TABLE
loyalty to the
organization.
Knowledge
There is the
A reliable rank
High
A specific sector
dissemination
lack of
within the
reliable
organization
created by the
system that
that can deal
management
can be used
with creating
that will solely
to spread
procedures of
deal with
knowledge
operation within
matters relating
and
the organization
to the spread of
information
does not exist.
information
Low
should be
(H)
(L)
as well as
within the
standardized
organization.
procedures of
New employees
operation
should also be
within the
taken to through
organization
a process where
they will be
taught and
updated with all
the necessary
information they
will require
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RESISTANCE RISK MITIGATION INTERVENTION TABLE
during their
employment
period.
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