Abstract
When a company witnesses an important growth or change period, the entrepreneur and the executives needs to manage the changes and adapt the organization to its new expectations. They have to adapt the company to the new demand and ensure this expansion without damaging their global service and functioning. But it is not just for this reason for we are discussing a change in the organizations.
Companies change a lot and for different reasons such as growth, new activities or technological evolutions. Change is compulsory and essential for continuing to exist in the competitive market to expand and reorganize a company. But successful changes in the actual world are not simply a question of integrating new technologies. It is also a complex process of development, motivation, adaptation and coherence. If you manage change without taking in account all the elements affected directly or indirectly linked to the company, it would be a disaster. Transformation has to be managed with coherence and smartness in order to ensure the necessary level of commitments by the employees.
In this assignment, we are going to analyze the different points concerning the change management by observing the theories concerning the motivation and process linked to the change, looking what are the main interest of a learning organization and talking about the different theories concerning the training and development, the issues linked to change and team work and the individual differences.
All this points will be further linked to a case of the Pichet group who is a property developer in Bordeaux. In 2004 – 2005, the company has globally changed its organization by relocating its office to a bigger place, adapt its overall strategy to the market and transform its internal organization (new departments, services, activities, etc ...) in order to respond to the new demand in the market. The number of employees increased from 300 to 1200 in 4 years and it helped create more than 20 subsidiaries in the building sector. When a company knows the success and the growth of its global sales, it is always great, but it means also new challenges and goals to reach and secure its future.
Extract
[...] "Expectancy Theory of Motivation." Www.arrod.co.uk. Web. < http:>. Dr. Yusaf H. Akbar. "Maslow's and Alderfer's Needs Theories." Chart. ISEG - Paris Organizational Development - Session 3 - Motivation Print. By Charlie Cory. "Equity Theory And Employee Motivation." Www.buzzle.com. Web. [...]
[...] It is promoted in order to facilitate change. An important term is the memory of a company: the accumulated information allows to influence actual and future employees. There are three types of learning organizations - The single loop learning (lower level learning) : it is when a errors is detected and corrected but the firm continues with their policies and goals - The double loop learning (strategic learning): the same than the first one but the firm modifies norms, procedures, policies and objectives. [...]
[...] ) and had to collaborate and work with new employees. They were really scared about the possibility of being fired and replaced by a younger person and were not cooperative for training the new recruits. The team work was confrontational between the two generations (no cohesion). The executives failed in their change management because they did not include their employees in the process of change. It was lived by the employees like a violent move and a reason of fear. [...]
[...] < http:>. "Explanation of Organizational Learning of Chris Argyris and Donald Schon." Http://www.12manage.com. Web. < http:>. "Ways to Look at Training and Development Processes: Informal/Formal and Self-Directed/Other-Directed." Http://www.managementhelp.org. Web. < http:>. "Organizational Change, Training and Learning." Http://managementhelp.org. Web. < http:>. "Overview of Training and Development." Http://www.managementhelp.org/. [...]
[...] are some solutions in order to improve and help the team work. - Individual Differences and how change is to be considered interdependency. If you work on the team spirit and the efficiency of a group in a new organization, you have also to work on the individual differences. It is not a default to maximize the potential of each employee, if it is in a smart way. Improving the work of each element ensures that the job will be done at all the levels and by all the elements. [...]
