Organisational Transformation in Practice Essay

Organisational Transformation in charge - Essay ExampleMy role in this accomplishment and win over process has deliver the goodsd immense learning fetch in terms of organisational change process and peoples psychology. A patchwork of this experience unite with learning from the module will be elaborated in this discussion. Literature findings will be bound to organisational change and its psychological implications on employees. Attempt will be made to provide a fewer probable and implementable suggestions for situations that did not conform to the need, as identified in literature. Background of the company Armen Technologies (AT) is a transnational company that provides information technology enabled business services in four regions of the world including Europe, North Africa and southbound East Asia. Headquartered in Beijing, AT has more than 5000 employees. Its business volume and spread were enriched when AT acquired the IT Company VTL Solutions. This achievement proce ss resulted in overall growth of AT, but after much struggle. Context At the outset, this acquisition process was absolutely strategic and involved many negotiations during long period. From HR perspective, this acquisition seemed extremely prolonged and complex process. The acquisition process that began with various types of negotiations followed into aligning the acquired companys businesses, clients, customers and employees with the acquiring companys systems. One of the most significant parts of this acquisition was reinstating the confidence of both companies employees at all locations. This confinement required a strategically planned approach and to be executed by highly undergo personnel. While the general transformation process during and after the acquisition itself was complex and multidimensional event, transformation with detect to processes and systems in the human resources perspective was equally challenging. On a broader note, the HR aspect involved activities such as integration and alignment and corporate communication along with assistance in effectuation of change strategies. Corresponding literature findings Mergers and acquisitions act as change agents in corporate restructuring (DePamphillis, 2011 p.4). Organisational changes that follow mergers and acquisitions be unremarkably uneven and face numerous obstacles. According to Marks and Mirvis (2010), the fervor of success after acquisition ordinarily infuses equally faster in the acquired company but in a retrospective manner, usually in the form of patronizing attitudes of its employees. To add further, unilateral integration of organisational systems and policies leads to greater turbulence in the acquired company. Culture-fit is a karyon ingredient of organisational sustenance post acquisition (DiGeorgio, 2002). Studies related to organisational change and mergers and acquisitions provide vast and diverse views that are mostly practically implementable and have been succes sfully implemented in many situations. For instance, various change implementation models that have been proposed include McKinseys 7-S framework, Kotters (1996) eight-step model, Lewins 3-phase model of change ADKAR model etc (Hiatt & Creasey, 2003 Cameron & Green, 2004). All these models provide comprehensive and systematic methods to implement change. Several other models are suggested to diagnose change, such as, Kurt Lewins force play field analysis model (Cameron & Green, 2