The business environment has become very dynamic making change in organizations inevitable and tremendous in past few decades. Leadership through change has thus become a great concern in today’s business management (Axelrod 2000, p. 43). Managing change effectively is important in keeping change efforts in track and overcoming business challenges. In addition, modern organizations are highly complex and cannot be transformed by one management guru. Leadership effort must therefore support and build organization members particularly employees to understand leadership agenda in managing change and play their role within the sphere of their activities (Black & Hal 2002, p. 91). Implementing change sometimes require sense of urgency. Of great importance is to understand change, drivers and barriers of change and identify strategies and initiatives geared towards leading change effectively. This study explores and examines changes that have occurred at Corus, how the company has managed them, barriers that have been faced concerning change and reasons for the changes.
Table of Contents
1. Introduction
2. Corus
3. Reasons for change
4. Drivers of change at Corus
4.1 Internal drivers
4.2 External drivers of change
5. Management of change
6. Managing change at Corus
6.1 Total quality management
6.2 Continuous improvements
6.3 Product development
7. Barriers to change
8. Overcoming barriers
9. Measuring change outcomes
10. Conclusion
Research Objectives and Topics
This study investigates the dynamics of organizational change at Corus, specifically analyzing how the company identifies drivers and barriers to change, implements strategic initiatives like Total Quality Management and continuous improvement, and measures the effectiveness of these efforts to remain competitive in the global steel market.
- Analysis of internal and external drivers of change within the steel industry.
- Evaluation of change management strategies, including the 'CSP Journey' and Total Quality Management (TQM).
- Investigation of cultural and operational barriers that impede organizational transformation.
- Assessment of continuous improvement practices and lean production methods.
- Examination of performance measurement through Key Performance Indicators (KPIs).
Excerpt from the Book
Overcoming barriers
Corus realized that it could not overcome the challenges faced by reducing workforce or by increasing investment. The only way out was changing how they carried out business. One way of overcoming staff resistance to the change was by working closely with staff and involving them in the continuous improvement programme. Corus shared with the workforce on the effects of not changing the way they carried out business and encouraged staff to won the change and the new values by signing up to the change programme. This saw employees adapt the change and participate in decision making. Their experience and contributions were recognized (Black & Hal 2002, p. 64). Effective communication was also recognized as critical and Corus communicated on weekly basis to the staff through workshops, and weekly newsletters. Such communication was essential in ensuring that employees’ behaviours are aligned with the communicated values including professionalism, excellence, improvement, respect, honesty, integrity, fairness and transparency. These values were focused on helping employees who were willing to improve performance if given assistance.
Summary of Chapters
Introduction: Provides an overview of the dynamic business environment and the necessity for effective leadership during organizational change.
Corus: Profiles the company as a major global steel producer and introduces its commitment to continuous improvement to drive innovation.
Reasons for change: Outlines the four components of organizational change: drivers, barriers, implementation, and measuring effectiveness.
Drivers of change at Corus: Explores specific internal inefficiencies and external market pressures, such as competition and changing customer requirements.
Management of change: Describes theoretical frameworks for managing change, including power-coercive, adaptive, normative, and rational strategies.
Managing change at Corus: Examines practical applications of TQM, lean production, and product development strategies used to enhance productivity.
Barriers to change: Discusses the resistance encountered by Corus, stemming from traditional company culture and fears regarding job security.
Overcoming barriers: Details the strategies used to mitigate resistance, focusing on inclusive communication and employee engagement.
Measuring change outcomes: Discusses the implementation of KPIs to evaluate production capacity, cost reduction, and health and safety improvements.
Conclusion: Synthesizes the findings, confirming that successful change management is essential for long-term competitiveness and growth.
Keywords
Change management, Corus, Total Quality Management, TQM, continuous improvement, lean production, organizational culture, steel industry, business strategy, competitiveness, leadership, internal drivers, external drivers, performance indicators, employee engagement.
Frequently Asked Questions
What is the core focus of this study?
The study examines how Corus, a major steel producer, effectively navigates and manages organizational change in a highly competitive and dynamic global market.
What are the primary thematic areas covered?
The themes include the identification of drivers for change, the implementation of management strategies, overcoming cultural resistance, and the application of continuous improvement processes.
What is the primary objective of the research?
The objective is to explore the specific strategies Corus employed to handle business challenges, including how the company aligned its workforce with new corporate values and operational goals.
Which scientific methods are utilized in this work?
The work employs a qualitative analysis of corporate case studies, industry-specific operational data, and established change management theories to evaluate organizational performance.
What topics are addressed in the main body of the text?
The main body covers the theoretical basis of change management, detailed analysis of internal and external drivers at Corus, the TQM initiative, and the process of measuring success through KPIs.
Which keywords best characterize this work?
Key terms include Change Management, Total Quality Management, Continuous Improvement, Lean Production, and Organizational Competitiveness.
How did Corus address employee resistance during the change process?
Corus focused on inclusive communication, involving staff in decision-making processes, and utilizing regular workshops and newsletters to ensure alignment with new company values.
What role does the 'CSP Journey' play in the corporate strategy?
The 'CSP Journey' serves as the cultural framework for the Corus Strip Products team, defining core values and behaviours expected from employees to drive business improvement.
How does Corus measure the effectiveness of its change initiatives?
The company uses specific Key Performance Indicators (KPIs), such as production capacity targets, cost reduction percentages, and improvements in safety and environmental standards.
- Quote paper
- Amos Kamau (Author), 2012, Leading change at Corus, Munich, GRIN Verlag, https://www.grin.com/document/265518
