Ryno is a small client acquisition firm that hires AT&T sales representatives to bring in new customers. In addition, the firm does hire and train internally.
An organization’s current state can be improved by implementing a change management strategy. These include the people involved and the various methods used to implement the constant evolution of the company’s operations. Certain elements drive the process for every system or strategy. The team, the rules, and the goals are the three things that drive the change. It is essential to have a set of rules that must be adhered to, rules for how the change process should be carried out (Bridges & Bridges, 2017).
Ryno integrates staff hiring and training into its operational structure to service other business entities. It focuses on quality management of staff structure, sales representatives overview, and internal organization and does all other additional services like quality assurance policies and frameworks. The organization has a structural formation that endears it to its clients as a competitive option for ensuring regular re-training and management of employees at different levels (Varga, 2019). The process involves change management, consideration of leadership structures, and depiction of aspects that revolve around transitions within the hiring and recruiting context.
There are three stages to the change management process. The first step in preparing for change management is setting a goal and creating a team. The team will be able to secure sponsorships if they create and disseminate a clear mission statement (Kotter, 2012). Creating an action plan strategy for the first phase’s goal is the second phase of change management. Peers, sponsors, customers, and other stakeholders evaluate the plan after its launch. Next, gaps in the process must be filled, and resistance must be overcome. After making all the necessary adjustments, we should correct and restart the cycle with the new actions in place of the old ones.
Ryno manufactures and delivers decking and paving systems for the construction industry. They were able to meet the needs of the field by working closely with designers, architects, and installers. Ryno has a system for every project, from rooftop terraces and balconies to green roofs and structural podiums (Varga, 2019). The organization, in this case, adopts an approach of training and hiring its employees internally. As a result of our comprehensive project support, Ryno is at the forefront of the market, providing more innovative, robust, safer, and versatile outdoor living environments.
Many new and existing team members must be brought on board to implement a transformation strategy successfully. Transitions between phases can be difficult if roles and responsibilities are not clearly defined. Often, leadership teams fall short of their goals because they are overburdened with work. It is as if they ignore the current shift while ramping up their workload. Ryno effectively provides sufficient resources, roles, responsibilities, and physical space to implement change (Rosenbaum et al., 2018). The success of a change management system depends on a few key components to avoid all of this. Managing change is a necessity. Second, reorganize the executive team. Reorganizing management is the final step.
As most change management difficulties are linked to the current state, information on what is currently taking place is necessary for this planning stage. It is expected that there will be a slew of procedures and practices that form the foundation of current work practices. An association’s activities and methods are outlined (Stouten et al., 2018). Even though things are not going so well for the association right now, its representatives are not worried because they know what is coming. Anyone responsible for arranging change does not jump into the future state without painting a picture of how to get there through change. By working closely with early adopters, they aim to create a roadmap for successfully implementing the new state of affairs. Organizational change is difficult for people at all levels, and when it is on the horizon, everyone will look to the leadership team for support and guidance.
The pros of change management at Ryno include using an external consultant to implement change management, which places the company a step ahead of the rest. Due to their independence, consultants can bring a unique set of skills and insights to navigating transitions. As a result, consultants can break down cultural barriers more quickly because they are from an external setting. Internal task forces lack these advantages, but even a fully empowered internal force can step back and view the issue objectively.
The change management force must ensure that all necessary processes are in place and that no impediments to change arise. Organizational intelligence is gathered to understand better the company’s processes and systems (Freeburg, 2020). With this knowledge, they can better implement change, avoid potential roadblocks, and keep the business running smoothly and efficiently during the transition. Adapting to change in the change management force can help the organization adapt to change because it controls the pace and method of change. It can ensure that systems and processes adapt to change appropriately.
There are cons to change management implementation at Ryno company which include: getting buy-in from all levels of the organization, which can be difficult when change management is not done directly by top leaders. The organization’s focus and understanding must be shifted to be fully effective. It can thus only make minor changes to the status quo rather than leading an organization in new directions.
Specific rules must be followed to keep everyone on the same page during the transition. There should be a clear understanding of different aspect scopes as a team. The end goal should be well-defined, far-sighted, and open to all since a company’s greatest asset is its workforce. It is essential since the project must be supported and driven towards success by a team.
It is a team effort to bring about a systemic and personal change. To achieve the mission’s success, overseeing the team, systems, tools, resources, and other activities involved in change management is a critical phase. This stage necessitates more attention to the needs of the people affected by the shift in time. The final part of the system for managing change is maintaining the changes that have been made (Heath & Heath, 2010). Changes are prioritized and rechecked to ensure the process is moving forward as planned. Here, the emphasis is on reinforcing and maintaining change until it is evaluated, declared a success, transmitted, and embedded. It is when action can be taken once the change has been observed and verified to be on track and in line with the original plan.
Change management is a framework for guiding an organization through periods of transition. Since its inception, the consulting industry has established itself as an expert in change management, with countless theories and best practices documented. The change management team’s goal is to keep the client organization’s operations running smoothly during a strategic change. Small-scale change has been successful, but long-term, deep-seated change has been difficult. An examination process must be characterized by benefits and drawbacks to understand why change management is complex.
Involvement and ownership of a company’s change are rare, even if employees can help adjust the organization. To be sustainable, employees must feel empowered to change their behavior in response to organizational changes. Change management is the process of directing and guiding change (Lines & Smithwick, 2019). It keeps an eye on things and makes sure everything runs smoothly during a change, but it lacks urgency or motivation. A lack of urgency in change management can hinder rapid or large-scale change.
References
Bridges, W. and Bridges, S. (2017). Managing Transitions: Making the Most of Change. Boston, MA: Capo Lifelong Books.
Freeburg, D. (2020). An Information-Based Approach to Organizational Change Management. VINE Journal of Information and Knowledge Management Systems.
Heath, C., & Heath, D. (2010). Switch: How to Change Things When Change Is Hard. New York City.
Kotter, J. P. (2012). Leading change. Harvard business press.
Lines, B. C., & Smithwick, J. B. (2019). Best Practices for Organizational Change Management Within Electrical Contractors. International Journal of Construction Education and Research, 15(2), 136-159.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned Organisational Change Management: Forward to The Past? An Exploratory Literature Review. Journal of Organizational Change Management.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures. Academy of Management Annals, 12(2), 752-788.
Varga, M. (2019). Russia’s far-right violence wave: Tracing the development of terror in a National-Socialist Organization. Problems of Post-Communism, 66(3), 200-210.