Each organization has its own background perceptions, ethics, values, history, and ambitions. Therefore, a “one size fits all” change management process may not work in every organization. We must assess and adapt our process to fit the backgrounds and philosophies of each organization.
Given this understanding, we need to research and assess when, and if, an organization is ready for change, and then adopt a process to best facilitate the change process. In a three-to-five page paper, choose a Middle Eastern organization at which you are currently working or one in which you are familiar. (If neither is possible, conduct an internet search to identify a Middle Eastern organization which has gone through a transformation process within the last three years.) Then address the following:
- Provide a brief summary of the organization (its history, culture, industry, product, and services).
- Explain why a change was needed. What is the gap between the present state and the desired future state?
- How strong is the need for change?
- What is the source of this need? Is it external to the organization?
- If the change does not occur, what will be the impact on the organization in the next two to six years?
- Explain the change process that was created and implemented, identify the outcome of the change in terms of success, failures, cultural outcomes, and human resource changes.
- Finally, based on what you have learned thus far in the course, evaluate the company’s readiness for change and then offer constructive advice on strategies the organization may/should have considered to create/implement a more successful change process.
Your well-written paper should meet the following requirements:
should be 4 pages in length, not including the cover and reference pages.academic writing standards and APA style guidelines. Review the attached grading rubric to confirm you are meeting the assignment requirements
Work Scenario 1: Organizational Change
You are an IT manager for customer service and collections at a financial organization. You manage a team that consists of 10 systems analysts who do the following:
1) Five systems analysts manage the customer payment processing, understanding payment card industry (PCI) data security standards, which is a set of security standards designed to ensure that all companies that accept, process, store, or transmit credit card information maintains a secure environment. They also understand National Automated Clearing House Association (Nacha) rules and regulations that manage the administration, development, and governance of the ACH network, which is the electronic system that facilitates the movement of money in the United States.
2) An additional five systems analysts work with debt management and collection systems and have expertise in understanding the customer and how to track the financial delinquency of an account. The systems analysts understand what customer service needs to know regarding the customer delinquency to convey and communicate to the customer. A debt management and collections system eliminates manual effort, reduces errors, and improves the ability to collect unpaid debt.
The team has been together for five years and works together well. But as the IT manager for customer service and collections, you have decided that these two groups of analysts would be better split into two different teams. You feel you should continue to manage the five systems analysts for the debt management systems due to their role serving a customer service and collections function, which you are an expert in.
Because you do not have expertise and knowledge in PCI and Nacha compliance, you have determined that the five systems analysts for payment processing should be under the IT manager for accounting. You feel this is appropriate because the mandates for compliance of PCI and Nacha responsibility fall under the accounting finance hierarchy.
As IT manager of the customer service and collections team, you discussed these changes with the accounting and finance IT manager, and you both agree with this change.
Separating these two teams will require approval from the chief information officer (CIO) due to the change in cost center for salaries for the five analysts moving to the finance team, a change in seating, and the five analysts reporting to a new manager.
As manager of your team, and because you are the one requesting the changes, you are responsible for communicating your message to the relevant stakeholders (audiences).
Choose two of the stakeholders listed below. Different stakeholders will need different information as you move forward with the reorganization of your team.
Audience Choice #1 – Chief Information Officer (CIO)
Message:
Develop a recommendation and request for approval to move the five systems analysts who manage customer payment processing from your team to the accounting and finance IT team.
The CIO understands the challenges associated with the continuous training required to stay current with the PCI and Nacha mandates, which the organization must meet in order to process electronic payments. It makes sense to have the systems analysts responsible for this report to the department that is well versed in these legal mandates and technical changes to stay compliant.
Components:
Include the following components in your request:
- summary of the issue and request
- justification for the change
- two risks and two benefits of making the change
- how this proposed change will improve productivity and efficiency
- how the recommendation addresses compliance with legal mandates
- cost center change
- changing location of the building for the employees being moved
- potential employee acceptance or nonacceptance
- timeline and justification for timeline
- recommendation(s)
Audience Choice #2 – Human Resources
NOTE: If you choose this option, assume that the CIO has approved the request for the organizational change.
Message:
Develop a request to move the five systems analysts who manage customer payment processing to the IT manager over the accounting and finance IT team.
Human resources (HR) is responsible for talent retention and employee satisfaction. HR will also do the administrative work to move the employees to a different manager and cost center. HR’s primary function is to support the employees but also support the corporate efficiency goals, abide by federal and state laws, and assign talent where the organization can be successful. The HR department will most likely accept this change but will want to be sure employees feel supported by this change and will need an outline of how this will happen.
Components:
Include the following components in your request:
- impact to the department cost center
- changing location of the building for the employees being moved
- potential employee acceptance or nonacceptance
- timeline approved by the CIO (HR must approve this timeline as well.)
Audience Choice #3 – Your Staff
Message:
Develop a communication that announces the organizational change to your team members.
The team members consist of 10 systems analysts—five are systems analysts for the collections system and five are systems analysts for the electronic payment processing. The team is like a family; they have worked together for years. The team is very professional and covers for each other on both sides of the functions. For example, some of the collections analysts cover for the electronic payment processing analysts when needed, and vice versa. There has been some overlap of responsibilities. This change will not only separate the team but will also mean that the skills each team member has developed to cover for each other will no longer be provided.
Components:
Include the following components in your message:
- Identify the reason for the change.
- Notify the five systems analysts for customer payment processing that they will be
moving to a new IT manager and will be in a different building in the future.
- Provide the timeline of when this will happen.