Introduction
Organizational development is an ongoing process intended to improve operations, attract new talent, and redesign existing models to meet the demands of all key stakeholders. Different theories and models have emerged that business leaders can utilize to improve performance. The Star Model is an outstanding tool that can guide managers to introduce and coordinate new improvements that have the potential to deliver positive results. My company is currently enjoying new changes that encourage workers to become more involved, liaise directly with their departmental heads, and prioritize tasks. This outcome was possible after an outsourced human resources HR company supported the promotion of a new leadership strategy. The functional structure of this organization has become recognizable, thereby empowering workers to be more focused, self-driven, and motivated. This paper explains how a culture change in the selected company can be realized through the use of the Star Model and the SOC framework.
Proposed Strategic Change
The chief executive officer (CEO) of my company has witnessed new challenges following the successful improvement of the established structure. This development has empowered more workers to communicate with departmental leaders much faster and solve existing challenges. The company is recording improved performance and timely realization of goals. However, a transformational change strategy is recommendable that will alter the existing organizational culture and operations (Black & La Venture, 2017). With the nature of the traditional functional structure, it is agreeable that most of the workers are still less involved and unwilling to apply their competencies and improve organizational performance.
The latest change in leadership has only formalized the functional organizational structure and made it easier for both managers and employees to focus on their common goals. Unfortunately, the HR initiative did not support the introduction and promotion of a better workplace culture that could bring individuals in different units together, encourage them to embrace the idea of teamwork, and be willing to solve their differences (Black & La Venture, 2017). A new change targeting these transformational improvements will take my company closer to its goals and eventually meet the demands of all key stakeholders. The involvement of all departments, leaders, and followers will make such a goal a reality.
Applying the Star Model
The Star Model is an evidence-based framework that has worked in companies to support additional changes. It presents these key five categories: structure, processes, structure, rewards, and people (Galbraith, 2002). At the selected organization, the model will guide departmental leaders, the CEO, and the workers to collaborate and support the introduction of a new culture that is capable of promoting performance.
Strategy
Currently, this company has appropriate values, codes of conduct, and goals that provide a sense of direction. The key stakeholders will begin by learning more about the benefits of an organizational culture that minimizes hierarchies, maximizes engagement and collaboration, and fosters openness (Galbraith, 2002). The leaders’ should focus on this primary aim while ensuring that the overall business strategy directs workers to achieve it within the stipulated period.
Structure
The managers in my organization will rely on the available sources of authority to support redistribution of power, align departments to each other, and support the establishment of a flat hierarchy that can allow more people to relate effectively with each other. The use of this concept can encourage managers to minimize the existing virtual distances with their followers (Black & La Venture, 2017). Such a structure, combined with the concept of departmentalization, will guide more employees to be aware of their functions and the emerging demands of the targeted clients.
Processes
The consideration of the Star Model will guide managers in the selected company to consider lateral processes to transform information sharing. Individuals can liaise with one another freely and seek the relevant guidelines from their supervisors when necessary (Galbraith, 2002). The culture should be redesigned in such a way it influences the way people engage in innovative practices, focus on the wider picture, and interact with their respective leaders. The ultimate objective is to streamline the flow of information across all units and departments.
Rewards
The idea of rewards is essential since it will augment the introduced structure and processes. The provision of bonuses, work-life balances, additional pay, and health insurance cover are some of the evidence-based practices associated with successful business firms (Black & La Venture, 2017). Since the company seeks to become more productive and profitable, the available rewards should be aligned to the wider structure and strategic direction. For example, individuals who are more creative and capable of providing solutions to existing challenges while relating positively with their colleagues should be prioritized when providing the intended benefits.
People
A new approach to the people concept in my company is crucial to support and sustain the targeted culture change. The HR department will have a role to align the established policies with the ability to pursue the above strategic direction. The leaders should ensure that the notions of openness and flexibility become the guidelines. When all the followers receive the best support and HR empowerment, they will find it easier to manage emerging conflicts, introduce better ways of completing their tasks and become self-driven (Galbraith, 2002). Managers will be willing to learn from their respective workers and vice-versa. The result is that the company will improve its overall performance and achieve its goals much faster.
Plan for Implementing the Intended Change
The SOC framework stands out as one of the best strategies that can guide the leaders in my organization to introduce and implement the targeted organizational culture successfully. The first issue to examine is the current status in the organization, including the major gaps, and possible causes of the identified challenges (Galbraith, 2002). Currently, a superior and practical structure is in place that is guiding workers to remain self-driven and focus on their objectives. However, the traditional practices and hierarchical leadership strategies have continued to disorient the effectiveness of the company’s culture. This knowledge should guide those involved to consider the importance of implementing new actions and processes that are by the five aspects of the Star Model outlined above.
The organizational leaders will consider the SOC model to identify some of the best changes that have the potential to change the current situation. The creation of a team to foresee and gauge the recorded gains is essential to support the entire implementation process. Additionally, it will be appropriate for the CEO and the existing team to support the HR department to train all the employees and encourage them to start relating properly (Black & La Venture, 2017). The leaders will also learn more about the advantages associated with an open culture. The provision of health insurance cover, proper work plans, and work-life balances are some of the recommendations that will support the intended culture.
The other issues to take seriously during the process include implementation and continuous learning. The company’s top leadership will consider the political climate in the workplace, recruit competent people to lead the change, and encourage all individuals to be involved (Galbraith, 2002). Educational sessions and mock exercises can be considered whereby individuals will learn more about teamwork and how it can take them closer to their goals. All key stakeholders will be involved to present their views, solve challenges that might emerge, and coordinate to revolutionize the culture. While doing so, the actions should be by the unique attributes of the Star Model.
The concept of continuous learning is essential whereby all workers will be required to identify new practices for supporting one another, solving their common differences, and promoting creativity. The individuals will receive timely resources, collaborate, and offer their suggestions to their respective leaders (Galbraith, 2002). Such an approach will foster spontaneity and involvement. The involvement of departmental heads to guide employees will support their emotional transition and eventually start to appreciate the intended aims.
The idea of a flat hierarchical system will be essential to minimize some of the conflicts that might emerge. Leaders and followers will be required to engage in constant discussions and identify new ways of achieving the intended goals. Consequently, the process of evolution will be experienced in this organization whereby a new culture that supports and guides all the workers to become more creative and pursue their goals diligently will develop (Galbraith, 2002). Managers will be expected to solve challenges that might arise promptly if the process is to succeed.
Conclusion
The above discussion has identified how my company can benefit from the use of the Star Model and the SOC framework to identify and introduce a new change successfully. The idea of a better organizational culture will bring leaders and their respective followers together, support decision-making processes, improve productivity, and eventually make the company more profitable. Business leaders and HR managers need to be involved throughout the processes to ensure that the implementation strategy succeeds. In conclusion, companies that pursue such an approach will address their challenges and become more competitive in their respective sectors and regions.
Tables
Appendix A: Political and Emotional Support for Change
Appendix B: Implementation Plan
Table 2. Implementation steps
References
Black, J., & La Venture, K. (2017). The human factor to profitability: People-centered cultures as meaningful organizations. Journal of Organizational Psychology, 17(2), 24-34.
Galbraith, J. R. (2002). Designing organizations: An executive guide to strategy, structure, and process. Jossey-Bass.