Table of ContentsIntroductionBackgroundMammoth Equipment and ExhaustsStrategic Change InterventionsSystems Approach to Change ManagementVision , mission and core valuesEmotional intelligenceHuman resource management (HRM) SystemsRisk managementProcessesManaging change in a cross-cultural contextNational cultureOrganizational cultureIndividual/group dynamicsCommunication: the message of changeParticipationOrganizational learningConclusionIntroductionThis document presents a conceptual model of change management that could be used as a basic framework for implementing planned fundamental change at Mammoth Equipment & Exhausts (MEE), or similar organization operating globally. Key organizational change and development (OCD) theories/models, business principles, global leadership principles and cross-cultural issues were considered and a wide range of relevant peer-reviewed publications were consulted during the development of the model. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”?Get the original essayBackgroundThe globalization of markets, advances in information technology, deregulation and increased competition have seen many organizations establish themselves in several countries. This trend requires organizations to develop capabilities to coordinate business activities across cultural boundaries, which has seen change management become increasingly important (Cao and McHugh 2005). However, given the high failure rate of change initiatives, the effectiveness of current change management theories/models and processes in solving the challenges facing the 21st century organization has been called into question. Mammoth Equipment and ExhaustsMammoth Equipment & Exhausts (MEE) is a rapidly growing, family-owned business. and runs an Australian business that operates in over 12 countries across Europe, North and South America and the Asia Pacific region. The company specializes in the development and manufacturing of heavy-duty diesel exhaust systems. MEE's current vision is to "become the leading manufacturer in the South Pacific region of complete exhaust and emissions systems for the on-road and off-road diesel engine markets." » (Mammoth Equipment and Exhausts 2015). However, the company has since established operations beyond Asia Pacific. Values ​​used at MEE include respect, tolerance of diversity, freedom of expression, honesty, high performance, collaboration, innovation and quality customer service. The company has a very flat and informal, process-oriented structure, made up of “fluid” and self-managed teams. This structure facilitates flexibility, frequent interactions between members of the organization, collaboration and agility. As the company continues to grow and diversify its products and markets, executives found it necessary to redefine and implement a new business strategy. Strategic Change InterventionsStrategic change interventions aim to change the relationship between the organization and its "higher orders" environment. They involve senior leaders making decisions about what products and services to offer, which markets to compete in, and how resources will be allocated. Such interventions influence outcomes at the level ofthe organization. Systems approach to change management The model provides a systematic, people-centered, values-driven approach in which change is viewed as an evolving process rather than a time-limited program. As illustrated in the model, and consistent with systems theory and complexity theories (Burnes 2004), an organization is considered to be a complex "open" system comprising various interdependent subsystems (i.e. units, functions, departments). which continually interact with the environment. The organization has a purpose in the "higher order" system (global environment), from which inputs such as raw materials and information flow. In turn, the organization disseminates the results (products and services) into the higher level system. There is a feedback loop that influences future entry decisions. Thus, the organization is a dynamic and non-linear entity which self-organizes, adapts and evolves constantly. Therefore, it is important for the change leader/OD practitioner to develop a comprehensive understanding of how the system works and the nature of its operation. both internal and external relationships. This objective can be achieved by adopting a broader consultative approach. Additionally, the model should be taught to organizational members to improve their understanding of the environment in which the organization operates, interdependencies, and the driving force for change. Vision, mission and core values. They constitute the strategic platform on which change can be developed. and implemented. The success of change depends on the ability of organizational members to clearly understand why the proposed change is necessary (context), what needs to change (content), and how the change will occur (process). Such understanding promotes value alignment and commitment to implementing change (Walker, Armenakis, and Bernerth 2007; Hamilton and McDonald 1999; Domm 2001). It is essential that organizational members perceive the vision as bold but realistic, and that the entire organization buys into the proposed change (Kotter 1995). As the model indicates, a context of change is intimately linked to leadership, organizational structures, management systems and culture. Emotional IntelligenceEmotional intelligence (Mammoth Equipment and Exhausts) are attributes that determine how a person perceives value and is able to manage emotions and relationships (Sivanathan and Fekken 2002; Bourey and Miller). Daniel Goleman (2000) asserts that emotionally intelligent leaders drive higher achievement by creating an EQ climate. Its EQ competency framework proposes self-awareness, self-management, social awareness, and social skills as key dimensions. Human Resource Management (HRM) Systems HRM systems concern how an organization attracts, selects, evaluates, rewards and develops its employees. The model and perceptions of procedural justice have been shown to be critical to successful change. To improve the achievement of desired behavioral outcomes, the organization must recruit the right people. This could be achieved by integrating the MBTI personality test into the recruitment process. Progress toward displaying desirable behaviors during the change could then be monitored using a behavioral test such as the Circumplex. Risk Management Establishing business operations in a new country can involve economic, political, commercial, socio-cultural and regulatory risksconsiderable. Therefore, risk management (RM) is an integral part of the proposed change model. Figure 4 shows the RM AS/NZ ISO 31000:2009 framework, which would be consistent with the change model as it considers both the profile and context of the organization. The framework facilitates the integration of RM at all levels of the organization. However, its effectiveness depends on the continued commitment of senior management. ProcessThis element of organizational architecture concerns how work gets done. This includes knowledge generation, storage and communication, goal setting, decision making, resource allocation, group functioning and conflict resolution. Managing Change in a Cross-Cultural Context As MEE continues to expand globally, employees from different cultural backgrounds will need to work and communicate with each other. If differences in values ​​and beliefs are not reconciled and aligned with strategic intent, they can be a barrier to change and a source of conflict (Branson 2008). Therefore, demonstrating cross-cultural awareness and sensitivity is essential and consistent with social learning theory (Black and Mendenhall 1990). Figure 6 shows some of the cultural differences that managers may encounter when managing businesses in multiple cultures. National Culture Hofstede's widely cited cultural values ​​framework identifies five cultural dimensions that distinguish one national culture from another. This has significant implications for the leadership style and methods of change adopted. National culture is believed to be so deeply ingrained that it takes precedence over organizational culture, but traditional OCD theories/models tend to assume Western values. Furthermore, OD practices such as action research inherently assume a systematic approach to problem solving, based on cognition and reflection. Such an approach may be ineffective in cultures where people tend to operate based on their intuitions and emotions. Therefore, the proposed change management model incorporates the understanding that people from diverse cultures interpret and respond differently to the same information. Such awareness would facilitate the adoption of “context-based” approaches. However, Hofstede's work has been criticized for its methodological "flaws" (Schwartz 1999), its assumption of cultural homogeneity, and the assumption that distinct cultures are demarcated by national boundaries. that conclusions based on a study of a single company cannot be considered representative of the entire cultural system of a country. Given today's internationalization and convergence of cultures, it can be argued that these cultural stereotypes are now outdated. Organizational Culture Organizational culture (Figure 7) is anchored in the vision and mission statements of the organization, in values ​​(both adopted and used), in communication. , leadership style, policies, procedures, recognition and reward system, internal policy and decision-making processes. It governs the consciousness, dynamics and behaviors of individuals/groups. An effective diagnosis must reveal the values ​​used, because these determine behavior. In some cases, implementing a new vision may require changes in organizational culture. This can be very difficult and costly because it involves changing deeply ingrained values. THE.