Change In The Organization Weatherford International Ltd Control Essay



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Murat Sihir
21 January 18
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Change In The Organization Weatherford International Ltd Management Essay

This study is focused on this issue management of transformation in organization. The basic learning outcome of this assignment relates to understand the change operations process in organization. Because of this assignment the company chosen is certainly Weatherford International Ltd. For starters the background of change that exists in today’s economies and organisations can be discussed. Then the essential strengths and weaknesses of autocratic organisation are given in bullet points. After that the last portion of first activity, organisational development and its own alternative varieties are discussed at length. Then your key stakeholders are determined from the Weatherford International plus some of the tools and techniques to require them in the transformation management method are suggested. Under the change management model subject, comparison of three major change management designs is given, and then Kotter’s change control was suggested and reviewed in detail for the execution of on-going transformation in Weatherford International. The last portion of this assignment is normally for the conclusion plus some of the tips for chosen company.

Background of change

From the last decade, the community is changing dramatically than ever before. A chain of interrelated national trades in which businesses compete with each other on an extremely global basis. Maximum agencies are experiencing considerable adjustments in the way they are managed & carry out trading. These improvements are influenced by many factors including the amount of globalisation, changing technology, political, social & monetary changes at numerous diverse stages. These alterations are happening speedily, unwillingly & companies would never be the similar in composition or practice as a consequence. The continuous advancement in technology such as for example internet, communications technologies has made the world as a global village. As a result of several communication and collaboration tools, idea of virtual organization possesses emerged and physical existence is getting less important. The various other influencing factor is the changing role of overseas bodies like community trade organization and foreign financial fund (IMF). The IMF has forced various countries to go through economic reforms.

Because of the raising globalization, many multinational companies are choosing the strategic business options of mergers and acquisitions, strategic alliances that have changed the way to do businesses. The chosen company for this study Weatherford International has also been gone through many mergers and acquisitions activities over last two decades. Few other change elements are like modification in the consumers’ lifestyles and flavor, competitive pressure to cut costs through economies of level, use of outsourcing strategies for operational activities to low priced countries etc.

Bureaucratic Organisation

Max Weber initially used the term bureaucracy. Relating to him, bureaucratic organisation can be an official business with standardized set of rules and techniques which everyone within the organisation should adhere to. Though Weber got advocated this type of organisation structure, there are some disadvantages as well. A number of the strengths and weaknesses of bureaucratic organisation will be discussed below.

Strengths

Bureaucratic organisation offers additional control and monitoring through centralization system of decision making.

Decision making is simple process by top management

As functions are standardized, everyone has to follow the methods and rules.

Defined hierarchy of firm structure and clear guidelines and norms

Weaknesses

Due to its rigid composition, lot of potential for inefficiencies.

Lack of creativity and flexibility

Lesser employee participation and involvement

Poor channel of interaction in fact it is time consuming

Delaying change or adaption

Organization Development

Organization Production (OD) theoretically defined as the planned work to bring change in organization to control and manage techniques and persons more effectively. It is also identified by another theorist as the essential change to fix the issues or improving the process or procedure. This OD system is specific for organization such as one change which is more relevant for one company in fact it is absolutely irrelevant for the various other. Thus, this OD program is particularly applicable for particular business. These are few objectivise of OD courses which shows that these course vary according to particular situation, however the objective of OD program remain same consistent.

The alternative forms of organisational development are discussed below

Quality development

The first form of organisational production is through continuous top quality improvements. The quality development may be accomplished through various quality supervision systems like Total Top quality Operations, Six Sigma, Kizen, Quality Circles. This form focuses on four areas including buyer, employee involvement, final result based decision making, and integrated quality advancements. Now a day most of the organisations are adopting this form of organisational development.

Technological development

The increasing utilization of Internet, e-mail & Web conferencing tools have formed the ability of working alongside one another through period & space within & among the agencies. The technological development possesses renovated the organizational atmosphere plus the arena of Organization Advancement.

At present there will be 3 generally referred to technology software in organisational development:

1. Measurable, database valuation tools, like surveys & opinions from members of personnel.

2. Communications, collaborations and teamwork, which likewise incorporate information sharing, document management.

3. Development of personnel & management through online training.

OD professionals using technology a lot more within their everyday work.

Structural development

This kind of organizational development include variants in the way the whole work of an organisation is distributed into diverse parts, reporting structure, method of control, the composition and arrangement of equipment & individuals, work flow actions etc. The structural production also contains removing or adding layer of hierarchy in the business, restructuring through downsizing or redundancy, centralization or decentralization. This variety redesigns the structures of group and creates new relationships which results into much better performances. So as to cope with the improvements in external environments, corporation must respond with making ideal structural changes.

The various organisational expansion interventions are as follows-

Survey feedback: Through this activity, managers can get the important information and data about the many aspects linked to employees. The data and info received through this kind on employee’s attitude, their pay/wages level, working hours and conditions and also the relations with the personnel is given to the upper management. The top executives analyse the data and catch out the problems, examine the outcomes & develop the alternatives to solve the problem.

Process Discussion: Under this organizational advancement activity the procedure consultant meets various do the job teams and department associates, interacts with them and detects the challenge solving ways. The procedure consultant then supplies the team with the data, data gathered via interactions, training, specific counselling and observations for shaping the behaviour of team members.

Setting Goals & Preparation: Goals and plans are placed by every department in a organization for efficiency & profitability. They send these goals and programs to the top level. The very best management in that case send them back again to each division for additional modification and after some amendments the goals for your organization are so set.

Managerial grid: The managerial grid classifies a range of management conduct depending upon the various means that how businesses oriented & workforce oriented statuses interrelate with one another. These OD intervention emphases on the observations of behaviour in trainings explicitly associated with work. The training participants are motivated & assisted to judge their own decision-making style.

Team building- This group development intervention consists of an application of several ways of Sensitivity training given on the job to the real working teams in various divisions within the organisation. This training is formulated to build up the skill of workers to interact as team.

The organisational development activities discussed above helps in making the change happen smoothly through one of many three organisational development varieties (Quality, Technological and structural).

My Chosen Provider- Weatherford International Ltd

Weatherford International Ltd is the public listed business having products and services related to gas wells and crude oil processing. It is just a multinational company having occurrence in earlier mentioned 100 countries and a lot more than 43000 workers throughout the Globe. From last twenty years the business has been acquiring many companies. It also had handful of mergers such as for example Enterra in 1995 and Energy Ventures in 1998.

External Drivers of modification in Weatherford International

Merger and acquisition of thus many organizations in previous few years forces the company to pursue a transformation in operations. To check out the financial restrictions of SOX, this automation procedure will provide sufficient security to its information system. To have better client management and supplier administration system the change is necessary.

Internal drivers of modification in Weatherford International

Staff utilization is top rated Weatherford to improve its internal policies. The company was lacking a system for control and status updates. They required an automatic solution & implementation of an agreement technique development initiative to lower back up organization process re-engineering & develop the operating ambiance. (The Corptax, 2008).

Stakeholders

The term stakeholder means anyone that has interest in the outcome of a programme/job. A legal, moral or financial stake/interest within an activity. Some stakeholders have significantly more interest than others, but that’s also changing.

Major stakeholders in Weatherford International

Top management- This includes the board of directors

Employees: One of the key element stakeholders of Weatherford International is usually employees. This consists of the senior managers at corporate office buildings and the operating staff.

Customers: The customers will be the major stakeholder group in Weatherford who will affect with the change process.

Suppliers: Suppliers are as well one of many key stakeholders because they play major purpose in effective utilisation of resources.

Governments- Local authorities and national, overseas governments

Investors- Small and large shareholders

General public

Environmentalists

Among these classified stakeholders the most powerful and influential stakeholder is usually employees. Among workers there are categories in which, Senior Administration at corporate business office are most powerful but less impacted by the change. Alternatively the employees of regional division will be much less powerful and highly impacted by the change.

To build the nice productive working human relationships with the stakeholders, the company first needs to understand the degree of interests and powers of every stakeholder. This can be done by utilizing a stakeholder’s mapping tool. Secondly to establish a straightforward and effective communication program by keeping the concept and information as straightforward and short as feasible to avoid overload. Demonstrate trust and faith in all stakeholder groups. Listen to all of the stakeholders carefully.

Consulting with the stakeholders is certainly another method by which management can gather data from others by talking about with others in what action to take in particular circumstances. It means finding out their views and opinions before deciding what to do.

Effective control of stakeholder relations throughout a change process calls for early, clear, and consistent communications. All the stakeholders must be correctly educated of potential impacts and benefits of the developments and get their engagement in a variety of projects. To the amount possible, try to provide information on the reason, timing, and character of the changes proposed; the anticipated environmental and socioeconomic consequences of relevance to certain stakeholder groups; and the ways that different stakeholder groups can take part in planning, implementation, and monitoring.

The actual decision-making procedure must be made more participatory

to ensure that all decisions regarding the development are broadly supported and understood.

Consultation can help the management to identify the priorities which stakeholders own. This may benefit management as it can highlight the factors which are likely to be most important to the stakeholders also to which supervision should pay most interest.

Change management models

There are many switch styles researched and documented by distinct scholars. Because of this assignment three change products are discussed incorporating Kanter’s model, Kotter’s 8 step transformation unit and Luccke’s change version. The following comparison of most three models is taken form the Todnem study.

Source: Todnem research study

Kanter defines the first step as the analysis of firm and needs for modification, Kotters thought as the producing the urgency for modification and lastly Luccke identified the identification of organization problems. While, these steps are normal in among all these three theoretical models demonstrated in above diagram such as for example creating vision for transformation, leadership and create policy. Also, Based on the exploration of Todnem organizational transformation management process is basically divided into following major stage of plan, action, execution and measure change overall performance.

John Kotter’s 8 stage change model

According to Kotter’s unit, the following steps describe the change implementation procedure.

Kotter’s 8 step Change model, Source: www.Leadershiphub.com

Business Process re-engineering-

This change model was initially developed by the duo Michael Hammer and James Champy in 1990. Relating to them business procedure re-engineering isn’t for the smaller changes, rather it really is for the radical switch. It can help to dramatically improve the different business operations within the organisation such as for example customer service, reduce operational costs. The part of information technology is vital in execution of BPR change version.

The other change models include-

ADKAR model for modification- This model depends upon awareness, desire, knowledge, potential and reinforcement.

Kubler Ross change model

On-going changes in Weatherford International

Changes in the business process operations

Automation and integration of several processes and workflows

Changes in organisation’s composition due to on-going merger and acquisition activities

Implementation of Change Unit for on-going transformation in Weatherford International Ltd

Weatherford International Ltd can use either business process re-engineering change model or the Kotter’s 8 step version to implement on-going adjustments in the organisation. My recommendation is to apply the Kotter’s change version which is discussed at length as below.

Step #1: Generate the sense of Urgency

The stage of Kotter’s version suggests creating impression of urgency among the stakeholder’s. Unless there is a genuine concern, and the reason well perceived, the execution process might not have great implications and the outcome would not match the required expectations. Mainly, the stakeholders who have greater influence on the business operations, for instance, some key worker of Weatherford International Ltd , and in general the rest of them should be motivated, encouraged to take part.

Step #2# 2: Form a Powerful Coalition by identifying key element power points.

Every organisation has a common culture and ideals which is usually shared by almost all the stakeholders like the outsiders such as suppliers and even clients using extent. Within this panel organisational cultural frame do the job, there is sub culture of band of same standing or placement. For instance: a team of 15 members using its line managers. The line manager can identify a key employee within the team who are influential and also have a certain commanding. The line manager can include these members of staff and form a strong coalition to influence the others team members. Naturally such a formation would compel others in the group to oblige.

Step #3# 3: Creation of Eyesight for the Change implementation

As much it’s a fact that plans well drawn help in appropriate and systematic execution of a task, so is the psychological factor involved in the execution. Every person requires a sense of goal and share a perspective for self- motivation. Change management would not succeed unless a clear eyesight is usually shared among the participants. The vision should be associated with better results, improvement in the present system and the benefits that can occur to the participants, and in general. The leaders should constantly engage in sharing the vision, reinstating it through several means. Training can be provided regularly, update advertisement sharing of essential information on new advancements , all these need to be undertaken quite successfully to see desired results.

Step number 4# 4: Communicating the Vision through effective stations to the stakeholders

Once the vision is identified, it should be apparent communicated to the stakeholders of Weatherford International Ltd. The vision ought to be easily comprehendible also by standard person of understanding. It must be able to be broken down or give the clear direction for long term action plan, the expectations of the outcome. Training could be provided regularly, update advertisement sharing of essential information on new developments , all these have to be undertaken quite properly to see desired effects. Ineffective interaction channel or vague message would back fire the complete effort, and cause huge wastage of methods.

Step number 5# 5: Remove Obstacles

Obstacles are evident to emerge frequently, no matter how well the change implementation process in designed to its core. Obstacles should serve an chance to find out about the difficulties of the change method. It could that the organisation remain focused on the air molar mass design, make appropriate improvements to the actions plans without dropping the concentrate on the pre – identified goals. An effective framework for addressing concerns ought to be setup, each one taking part in the system should plainly figure out the hierarchy of authority , roles and obligations , so that , in the event of unforeseen occurrence they should conveniently be able to solve or approach the specified forum. Obstacles can be due to changes in the inner factors or external factors influencing the Weatherford International Ltd’s business businesses and organisation.

Step # 6# 6: Create Short-term Wins

In the change process management, there are targets which are short term and long term. Weatherford International Ltd should indentify short term tasks, which may be realized in a shorter duration. When undertaking a radical switch process, it always recommended to create short-term wins. The wins condition should be communicated with all the current stakeholder’s the tiny victories would reinstate the faith of the stakeholders in the switch system and encourage them in participating actively. This said the system should have an effective framework for to compensate and reward the participants who’ve actively got involved and have achieved the desired leads to promote the change administration in the course. The change control along with proper execution procedure would additionally require that employees are identified within the organisation and consequently rewarded. Therefore, a good efficiency and sincere indulgence will be associated with personal benefits.

Step # 6# 6: Construction on the Change

Change is not a onetime process, but a continuing effort starting from the day the organisation mandates it before environment surrounding the organisation can be in a state of rest, which is normally impossible granted the dynamics of the elements that effect Weatherford International Ltd’s business operations. Transformation process is a continuing effort, measure the short terms wins and leverage on it for the next level. Achievement got at the original stage shouldn’t be considered as the final victory.

Step #6# 6: Anchor the Improvements in Corporate Culture

In a long term, change management should be imbibed into the primary stream organisational culture.

In an extended and continuous work of change management, the process should eventually be observed into the main stream culture of the organisation. For adjustments to be a component and parcel of the organisational way of life, the leaders should regularly alert and create recognition about the presence of the change control that is deeply rooted atlanta divorce attorneys organisational activity. The perception of change management should become an inseparable section of the organisational culture in a long run; this in turn would create a program and facilitate any key undertaking in the foreseeable future.

Expected Improvement after powerful implementation of change

If the Kotter’s transformation model is implemented effectively in the Weatherford International Ltd for the on-going change, there would be some long term benefits. The 1st improvement will be in the overall business operations of Weatherford incorporating operational efficiencies, service quality, source chain management, reduction in wastages and price of production and thus upsurge in profits. The other main improvement would be in changing company’s strategic perspective. The company would have clear long term vision and direction. This might boost the confidence of all stakeholders. The last but most significant improvement following the change programme would be the cultural transformation within the organisation. Basic values and ethics running a business operations shaped alongside through the entire change process would be absorbed into the organisational culture. It could serve as determination and sense of goal for the staff and other stakeholders to accomplish and contribute to the organisational goals.

Conclusion

Because of the mergers, acquisitions, globalisation, revolutions in facts technologies, the globe is changing so rapidly. Hence so as to stay competitive, every organisation has to adapt some sort of on-going change program. It is usually concluded from this study that, as a result of the vibrant character of today’s businesses and community economies, it is imperative for every organisation to implement one of the change models discussed for on-going improvements. If the Weatherford International, successfully implements the transformation programme through Kotter’s modification model, business would receive far more long-term benefits and competitive positive aspects over its competitors. There are several barriers to change such as for example resistance to improve by the stakeholders, not having clear vision for transformation. So in order to make it happen, company needs to engage its stakeholders through stakeholder mapping method. Stakeholder engagement is definitely a challenge and a complex and frustrating process. Dealing with and learning from various other partners and stakeholders can only serve to maximise impact, reduce exhaustion and reduce cost. The company would also use the various organisational development varieties to help make the change process even easier.

Recommendations

Leadership;

Leadership style shows what sort of organisation will be maintained. The multinational corporation like Weatherford International Ltd, the business leadership should develop a strong vision and positive attitude and customs within the organisation.

Empowerment and Delegation- This calls for the giving of capacity to your team members. At Weatherford International groups needed to be empowered by letting them use their individual initiatives at tackling jobs that have been awarded to them. This form a highly effective global structure since it causes argumentative article all team members to feel perfectly a part of your choice making process.

Effective communication

As the company functions are spread over 100 countries, they should develop a strong communication program across whole organisation. Electronic conversation and collaboration technology make a difference both task and sociable dynamics positively and negatively. The company need to choose the latest gadget out there to enable its workforce and network perform to typical or above.

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