Organisational Change Case Study

Introduction This essay will explore a case study of birth capability to illustrate an giving medication that has undergone a diversify. The organisational husbandry in the first place and after the vary will be described, centering styles within the organisation will be analysed, the family between motivation and carrying into action will in like manner be explored and finally the change management strategies apply by the organisation will be discussed as well. Each of these sections will be explored to sustenance the hypothesis that shade is an integral part of an organisation.Before the individual sections ar discussed however, the essay will look at the primer coat of root system button. Background tooth root brawn is a leading energy fork overr within the Asia-Pacific region. It is involved in finding new sources of energy, producing and retailing it. later the de-merger of assembly line verve from Boral in 2000 it officially became an energy company. It began as a gas company that later ventured into the electricity industry as well. Origin slide fastener has make many investments and undertaken many acquisitions of various businesses in both industries to ensure its place on the market.The environment that Origin Energy trades on is ever ever-changing due the deregulation of the energy market in Australia (Waddell, cummings & Worley, 2007). Therefore, certain measures hold been undertaken by Origin Energy to augment the efficiency of its work and provide better service to its customers. Origin Energy did non have the resources in the founding years of their business to manage the credit and cathexis sections of their business and so it outsourced these functions to a financial business named Wipro.After many years of this function being performed by Wipro and the constant expansion of Origin Energy it was decided in 2007 that to increase the proficiency of Origin Energys billing and credit processes the teams that were perf orming this function at Wipro were provided with the opportunity to be transitioned across to work internally for Origin Energy. Organisational Culture Culture is s assistant to be the representation of social discourses such as belief systems, attitudes, values, conduct and norms that distinguish a society Wood et al. , 2010). This interpretation on culture is closely matched to the definition of culture as the accumulation of human traditions and customs and that culture is a social construction (Berry & Sam, 2006). Culture exists on a nationalistic level, however it also exists within organisations (Wood et al. , 2010). Organisational culture can often be derived from the national cultures shargond discourse (Wood et al. , 2010). It is also possible beca commit organisations are sub-systems of a society (Wood et al. 2010). Although organisations share similarities to the host culture each organisation has their own individual culture (Select Knowledge, 2001). Organisational cult ure can be defined similarly to the definition of culture provided previously in that it is the shared discourses of the people belonging to it (Bartol, 2008). It is through the process of interacting with others that a person learns culture and ethnic discourses are transmitted (Schein, 1987).Organisational culture is reflected by the shared assumptions held in the organisation as well as in its rituals, policies, systems, and procedures which influence the assumed desired behaviours that the organisation believes is part of their culture (Bartol, 2008). The culture of an organisation can be explained by using Hofstedes (1997) dimensions of values, which for the purpose of this essay will only include occasion distance and masculinity versus femininity.In diagnosing Origin Energys existing culture within its billing team after their transition from Wipro, it has been suggested that firstly the culture before the transition was completed should be compared to the current culture so that the current culture can be more(prenominal) clearly identified (Waddell, Cummings & Worley, 2007). The first dimension power distance describes the level at which power is distributed throughout the organisation, meaning that an organisation might have levels of power for its employees or not (Hofstede, 1997).In terms of this relating to Origin Energys billing teams before their transition from Wipro is that their survive with Origin Energy has let them be less subject to a power hierarchy than they were at Wipro where the structure of power is more rigid (Origin Energy, 2010). Origin utilises a more collaborative approach to making lasts in that the theatre directors surpass with and value input and feedback from their employees (Origin Energy, 2010). Also employees have autonomy is handling complex issues, although the managers hold a position of power in aking the final decision and are involved in the maintenance of procedures and behaviours (Origin Energy, 2010). This was not their experience at Wipro where they had less autonomy, as they were boss-subordinate and this means that they take uped their managers approval to make decisions on issues (Waddell, Cummings & Worley, 2007). In the other dimension used to illustrate the culture before and after the billing teams were contracted to Origin is masculinity versus femininity (Hofstede, 1997).Masculinity refers to the accent mark on competition and assertiveness in an organisation and there is more attention placed on success (Hofstede, 1997). In regards to the billing team they have experienced a stronger sense of this strive for success with Origin Energy than they did with Wipro as the energy market that Origin Energy trades on is more militant than the finance industry in light of the deregulation of gas and electricity which was mentioned previously (Origin Energy, 2010 Waddell, Cummings & Worley, 2007). Femininity refers to the emphasis on kindreds and the quality of life (Hofstede, 1997).The billing team have experienced higher value on the quality of life and the fostering of relationships with Origin Energy as they were more openly communicated to by their managers at Origin Energy as it has a more collaborative approach to involving staff participation in organisational processes than they had at Wipro where they experienced a more authoritarian approach to decision making from their managers and this is evident by the use of fortnightly meetings conducted by Origin Energys managers (Origin Energy, 2010).Origin also offers more whippy start and finish times for employees as long as their hours are properly completed where Wipro was more rigid about their working times (Origin Energy, 2010). throughout this comparison of culture various leadership styles have briefly been mentioned, as they are part of organisational culture and help to facilitate it (Hoffman, 2005). focussing and Leadership Styles both leadership theories can be used to explain how Orig in Energy has fostered this culture and explain their approach in managing their newly contracted billing team.These two theories include Houses Path-Goal Leadership surmisal and the Transactional Leadership Theory. Houses Path-Goal Theory gives insight into the reason for the identified culture of Origin Energy as it factors in that leaders affect the motivation of employees to accomplish tasks to receive rewards and the leaders style will influence the performance and satisfaction of their employees (Shriberg & Shriberg, 2006). The hypothesis states that a leader is responsible to motivate employees to achieve goals and the level of motivation of the employees is dependant of the clarification of expectations (Lussier & Achua, 2010).It can be used to identify and explain various leadership styles (Shriberg & Shriberg, 2006). As mentioned previously Origin Energy takes a more collaborative approach in the process of decision-making and is less power distant (Hofstede, 1997) wit h its employees than Wipro. gibe to Houses Path-Goal Theory, Origins managers use a participative leadership style as the managers consult with and account for employees suggestions before a decision is made and provide employee with an understanding of the circumstances surrounding the decision (Landy & Conte, 2007).Another theory that demonstrates Origin Energys approach to leadership is the Transactional Leadership Theory. Transactional Leadership Theory involves the agreed expectations between managers and employees that are exchanged daily between the two parties to ascertain routine tasks on performance are completed successfully (Wood et al. , 2010). correspond to this theory leaders are more task driven and make employees more compliant in striving to achieve organisational goals (Martin, Cashel, Wagstaff & Breunig, 2006).Importance is placed on employees donation and responsibility regarding the organisation (Kakabadse, Bank & Vinnicombe, 2004). The transactional leaders hip perspective states that leaders will be involved with their employees when the employees require direction (Martin et al. , 2006). The focus is on the self-purpose of the employees and therefore the manager has exact involvement with the employees (Kakabadse, Bank & Vinnicombe, 2004). This is evident in the organisational culture of Origin Energy as the billing teams employees have autonomy in their roles as discussed previously (Origin Energy, 2010).Like Houses Path-Goal Theory there are elements to leadership styles in Transactional Leadership Theory (Wood et al. , 2010). Transactional Leadership Theory may state that managers have little involvement with their employees however the theory applies to task-orientated leaders that are able to facilitate the achievement of goals (Martin et al. , 2006). The leadership styles of this theory reflect that and the style used by Origin Energys managers is the active management by exception approach (Wood et al. , 2010). This means con centration is placed on the correction of irregularities and mistakes of the employees activities (Wood et al. 2010). This is the case for Origin Energy as mentioned earlier the managers allow employees autonomy in their roles, although they are responsible for maintaining expected norms and standards of the organisation and therefore can correct any deviation from the organisations procedures and standards of behaviour (Wood et al. , 2010). Leaders have an impact on the motivation of their employees and motivation is also influenced by organisational culture, which in turn has an influence on performance (Bartol, 2008). Motivation and doing Theories of motivation can be used to describe the relationship between performance and motivation.Maslows Hierarchy of Needs is one of the theories that can be used to demonstrate this. In this theory Maslow identified five basic human needs (Maslow & Stephens, 2000). Namely these needs Maslow identified, in order from the most fundamental, ar e physiological, safety, belongingness, appreciation and self-actualisation (Pattanayak, 2005). Physiological needs refer to the basic needs of eating, having shelter and wearing clothes (Hodgetts & Hegar, 2008). As Origin Energy has contracted the billing team from Wipro they aid employees in satisfying this need. Safety needs involve security and stability (Wood et al. 2010). Origin Energys managers openly communicates with their staff to ensure they are made aware of change and understand the reasons for it which allows the employees to feel more secure in their positions within the organisation (Wood et al. , 2010). Third is the need for affiliation and acceptance, which comes from a desire to belong, and as previously discussed Origin Energys culture is feminine (Hofstede, 1997) in the sense that the organisation fosters relationships between its staff and this can be seen through the use of their fortnightly meetings.The esteem need relates to self-esteem, respect, achievemen t and recognition of performance (Hodgetts & Hegar, 2008). Origin Energy aids employees to satisfy this needs by allowing their participation in organisational processes. The highest need on the hierarchy is self-actualisation and this need is about realising ones own potential as well as the growth and development desired to action that potential (Agarwal, 1982). Origin Energy allows their employees autonomy in their roles, training to be successful in them and there are opportunities for advancement (Origin Energy, 2010).Another Theory that helps to describe the relationship of motivation and performance is Herzberg Motivation-Hygiene Theory. Herzbergs theory is based on the assumption that there are factors that add to employees satisfaction and dissatisfaction (Daft, 2005). Hygiene factors relate to factors in stage setting to the job such as organisational policies supervision, salaries, communication and the conditions at work (Borkowski, 2010). Motivation factors are assoc iated to factors related to job content (Montana & Charnov, 2000).Motivators directly influence individuals attitudes and performance at work (Waiguchu, Tiagha & Mwaura, 1999) and consist of having recognition, achievement, responsibility, advancement and the work itself (Borkowski, 2010). When motivators are present they affect the satisfaction of the job for employees and in turn creates high motivation, which leads to job enrichment (Daft, 2005). Job enrichment relates to the use of hygiene and motivators within the job roles (Sapru, 2006). Participative management is a product of this theory (Sapru, 2006).As Origin Energy is seen to use participative management, incorporate the motivators and provides the hygiene factors specified by Herzberg into their roles to diminish job dissatisfaction, they have increased the performance of the billing teams and this is evident in their productivity and behaviour since they were contracted to work for Origin Energy (Origin Energy, 2010). The successful performance of the billing teams and their adaption to Origin Energys culture can also be attributed to the implementation of effective change management strategies.Change Management Strategies Organisations are modify by the changes that occur not only in their internal environment but also from the external one in which they exist (Wood et al. , 2010). Therefore, from this awareness organisations are required to respond to change (Anderson & Anderson, 2010). The reasons for change are crucial to understand as they provide the context for the change to occur in (Anderson & Anderson, 2007). As mentioned reviously Origin Energy contracted the billing teams from Wipro in an attempt to improve operational efficiency to meet ongoing customer requirements (Origin Energy, 2010). Origin went about implementing certain strategies to successfully implement this change. Firstly, Origin Energy analysed the current and future states of their business regarding the issue, which i s essential to begin and prepare for the process of organisational change (Origin Energy, 2010 Anderson & Anderson, 2010).Secondly, Origin Energy and Wipro planned for the change in attempt to create communication with all stakeholders as well as evaluate and pre-empt the risk involved and ensure that there was an operational means for the change to occur, which according to Oakland and Tanner (2007) is a measure for successful change management (Origin Energy, 2010). Origin Energy implemented the change by understanding communication was the key for the success of the transition (Anderson & Anderson, 2010 Origin Energy, 2010).The managers of Origin Energy and the ones moving over from Wipro were engaged regularly by briefing meetings to inform them of the processes being undertaken to body forth the change flowed down and directed their teams, which is an effective way to implement change (Oakland & Tanner, 2007 Origin Energy, 2010). Another change management strategy used by Ori gin Energy was the training of each team as they moved them over in stages (Origin Energy, 2010). This was performed by Origin Energy to align the billing teams with Origin Energys culture and processes (Oakland & Tanner, 2007).Origin Energys evaluation of the change indicated the objective of increasing the proficiency of its credit and billing function was achieved (Origin Energy, 2010. ) Conclusion Earlier in the essay the background of Origin Energy was described. A definition of organisational culture as well as Origin Energys culture before and after it underwent the change was discussed. It explored the management and leadership styles within the organisation, the relationship between motivation and performance and the change management strategies utilized by Origin Energy.Each of these sections was analysed to support the hypothesis that culture is an integral part of an organisation and this was proven through each discussion as culture influenced the process of Origin cont racting the billing teams to work internally for it. References Agarwal, R. D. (1982). Organization and management. peeled Delhi, India Tata McGraw-Hill. Anderson D. , & Anderson, L. (2010). Beyond change management How to achieve breakthrough results through conscious change leadership (2nd ed. ). San Francisco, CA Pfeiffer. Bartol, K. (2008). Management a Pacific Rim focus (5th ed. . NSW, Australia McGraw-Hill. Berry, J. , & Sam, D. (2006). The Cambridge handbook of acculturation psychology. Cambridge, UK Cambridge University Press. Borkowski, N. (2010). Organizational behavior in health care (2nd ed. ). Sudbury, MA Jones and Bartlett Publishers. Daft, R. (2005). The leadership experience (4th ed. ). OH, USA Thompson Higher Education. Hodgetts, R. , & Hegar, K. (2008). Modern human relations at work (10th ed. ). OH, USA Thompson Higher Education. Hoffman, S. (2005). How do motivation and leadership affect the corporate culture of multinational firms?.Germany GRIN Verlag. Hofstede , G. (1997). Cultures and organisations Software of the mind, intercultural co-operation and its importance for survival. New York McGraw Hill. Kakbadse, A. , Bank, J. , & Vinnicombe, S. (2004). Working in organizations. Burlington, VT Gower Publishing Limited. Landy, F. , & Conte, M. (2007). Work in the 21st century An introduction to industrial and organisational psychology (2nd ed. ). Carlton, Victoria Blackwell Publishing. Lussier, R. , & Achua, C. (2010). Leadership Theory, application, & skill development (4th ed. . OH, USA Cengage Learning. Martin, B. , Cashel, C. , Wagstaff, M. , & Breunig, M. (2006). Outdoor leadership Theory and practice. Maslow, A. , & Stephens, C. (2000). The Maslow business reader. New York, USA John Wiley and Sons, Inc. Montana, P. , & Charnov, B. (2000). Management (3rd ed. ). New York, USA Barrons Educational Series, Inc. Oakland,J. S. , & Tanner, S. (2007). Successful change management. Total Quality Management, 18(1-2),1-19. Origin Energy. (2010, N ovember 12). Source. Retrieved November 16, 2010, from http//source. riginenergy. com. au Pattanayak, B. (2005). Human resources management (3rd ed. ). New Delhi, India Prentice-Hall of India Private Limited. Sapru, R. K. (2006). Administrative theories and management thought. New Delhi, India Prentice-Hall of India Private Limited. Schein, E. (1987). Organisational culture and leadership. San Fransisco, CA Jossey-Bass. Select Knowledge. (2001). Succeeding in the modern organizational culture. Retrieved from Google Books database. Shriberg A. , & Shriberg, D. (2006). Practicing leadership Principles and applications.United States of America John Wiley & Sons, Inc. Waddell, D. , Cummings, T. , & Worley, C. (2007). Organisation development and change Asia Pacific (3rd ed. ). South Melbourne, Victoria Thompson. Waiguchu, J. , Tiagha, E. , & Mwaura, M. (1999). Management of organisations in Africa A handbook and reference. USA Quorom Books. Wood, J. , Zeffane, R. , Fromholtz, M. , Wiesn er, R. , Creed, A. , Schermerhorn, J. , Hunt. , & Osborn, R. (2010). Organisational behaviour Core concepts and applications (2ND ed. ). New York, USA John Wiley & sons, Inc.