In the today fast changing and global environment a successful implementations of modern and progressive strategies is the major success factor for a productive and competitive organisation. This organisational development is associated with the ability of change of the organisation itself. Furthermore it has to have the ability to adapt current market demands and apply them to the organisational behaviour and performance (McNish, 2001; Mullins, 2002; Rajagopalan, 1996).
This change process includes organisational culture, process chains, people and processes management (Gillies & Horward, 2003; Doppler & Lauterburg, 2000). But the main focus of attention is in the responsibility of the management and the executives of the company. A special change process can only be implemented by the managers and it has to evolve within the organisation (Mullins, 2002).
A change can be part of an organisational process – for example new machinery, equipment; regeneration of staff; market pressure; competitors; regular repair and maintenance, entrepreneurial growth and training and development of employees. The organisation itself has to be prepared to cross this change process regardingless if it is driven through external or internal forces (Pinnington & Edward, 2000; Burnes, 1997; Beer & Nohria, 2000).
So this organisational change process regardingles if it is a minor, major or transformational change calls for more attention of diagnosing, facilitating, planning and reinforcing then in the past. Especially in the manufacturing, automotive and consumer electronics industry the striving for better quality, lower costs and higher productivity demands a planned change process (Jun, 2004).
The following chapters outline an organisational change process in special manufacturing company. This major change is the sampling to lead the company to the theories of the Total Quality Management approach. It is surveyed with special consideration of the nature of change, change driving factors, the enforcement and resistance of this change. The paragraphs show a discussion about the implementation process of this organisational development with its challenges and chances of further development. This discussion is included in the organisational context.
Table of Contents
1 TABLE OF CONTENT
2 UNDERSTANDING MANAGING CHANGE
3 TQM IMPLEMENTATION
3.1 The GmbH
3.2 Drivers of Change
3.3 Nature/Types of change
3.4 Resistance and encouragement of change
3.5 Managing resistance
4 CONCLUSION / EVALUATING CHANGE
5 LITERATURE
Research Objectives and Key Topics
This work examines the challenges of implementing Total Quality Management (TQM) within a specific manufacturing company. The central research objective is to analyze how organizational change processes are driven by internal and external factors, how employees resist these changes, and what management strategies are required to successfully navigate such transitions while maintaining long-term quality and performance standards.
- The impact of global market competition on organizational change.
- The application of the TQM approach and its continuous improvement processes.
- The identification of external change drivers through PEST analysis.
- The complex nature of resistance to change and the role of leadership in managing it.
- Evaluating the effectiveness of strategic change management within a manufacturing context.
Excerpt from the Book
3.5 Managing resistance
But the main task for the executives is to recognise the resistance and to respond to properly (Doppler & Lauterburg, 2000). The executives have to discover the deeper reason behind the acting of people towards the change the react the appropriate way.
In this case there was no approach to understand and to handle the resistance of people. Here the executives tell what’s to do, and as worker one has to obey. Only if the employee participates the process, it was noticed.
So the right way to handle the resistance is to analyse the trigger and then to choose the appropriate way of acting. It is not enough to handle the economic part of change, management also has to handle the psychological part of the change in the minds of people. On this account, Laframboise et al. (2002) demand companies to use “effective, ongoing and varied communication vehicles” (p. 306). This internal communication is the critical success factor for organisational change success or failure. Furthermore the leaders of the company or the special leaders of the “changing sections” have to talk to their employees to take away the fear of the change. Effective change processes need leaders who commit their staff to the change. This involvement process encourages employees to participate the changing process (Doppler & Lauterburg, 2000). Also Kotter & Schlesinger (1979) demand leaders to encourage the participation / involvement process to manage the change process the best way.
Summary of Chapters
1 TABLE OF CONTENT: Provides the structured overview of the document's sections and hierarchies.
2 UNDERSTANDING MANAGING CHANGE: Introduces the importance of organizational development and planned change processes as a response to global market demands.
3 TQM IMPLEMENTATION: Details the practical application of TQM in a band saw machine manufacturing company, including process improvements and the transition toward the Kaizen approach.
3.1 The GmbH: Profiles the specific company, its market position, and the initial need for organizational restructuring to maintain global competitiveness.
3.2 Drivers of Change: Analyzes the manifold factors forcing change, utilizing a PEST framework to categorize political, economic, social, and technological influences.
3.3 Nature/Types of change: Discusses the differences between incremental and radical/transformational changes and how they impact organizational viability.
3.4 Resistance and encouragement of change: Examines the origins of human and management resistance to change and the importance of addressing the status quo disturbance.
3.5 Managing resistance: Evaluates strategies for overcoming resistance, emphasizing the necessity of leadership, effective communication, and employee involvement.
4 CONCLUSION / EVALUATING CHANGE: Summarizes the necessity of a balanced, well-managed change approach and provides recommendations for sustainable TQM implementation.
5 LITERATURE: Lists the academic sources and references utilized throughout the research.
Keywords
Total Quality Management, TQM, Organizational Change, Managing Change, Kaizen, Continuous Improvement Process, Resistance to Change, PEST Analysis, Business Excellence Model, Leadership, Change Management, Strategic Change, Process Improvement, Manufacturing Industry, Employee Involvement.
Frequently Asked Questions
What is the primary focus of this work?
The work focuses on the challenges and processes associated with implementing Total Quality Management (TQM) within a manufacturing environment, specifically examining how a company manages organizational change and resistance.
What are the central themes of the research?
Central themes include the impact of external and internal change drivers, the distinction between incremental and radical change, the psychology of resistance, and the crucial role of leadership in facilitating organizational learning.
What is the core objective of the study?
The objective is to demonstrate that successful organizational change requires more than just process optimization; it necessitates a comprehensive approach that aligns management strategy with employee engagement to overcome institutional inertia.
Which methodologies are employed in the study?
The author uses a literature-based analysis of organizational change theories combined with a case study approach, applying techniques like the PEST analysis to evaluate the external business environment.
What is covered in the main section of the book?
The main section covers the implementation of TQM in a band saw manufacturing company, the drivers of change, the nature of different change models, and strategies for managing workforce resistance.
How is the term "Resistance to change" defined in this context?
It is defined as a disturbance of the status quo that arises from factors like fear of the unknown, short-term focus, and cognitive rigidity among employees and management during a transition.
How did the company in the case study attempt to improve its processes initially?
The company initially used "time and motion studies" (REFA) in the mid-90s, which eventually evolved into the Kaizen approach to drive product and quality improvements.
What is the "Business Excellence Model" mentioned in the text?
It is a framework based on TQM that aims to link quality improvement directly to the business performance of the entire organizational system.
Why does the author consider communication critical for change management?
Communication is deemed critical because it eliminates the "fear of the unknown," bridges the gap between those driving the change and those affected by it, and fosters trust through involvement.
- Citar trabajo
- Dipl.-Ing. Christoph Brauß (Autor), 2005, Managing Change - The TQM Challenge, Múnich, GRIN Verlag, https://www.grin.com/document/63664
