Total Quality Management
They designed a survey for one of our global teams to help design an organizational change and develop scenarios for our strategies. Organized Change is a dependable collaborator who can be relied upon to help us meet our goals.
There must be maximum consistency between your words, your own personal behavior, how your subordinates act, and the compensation, organizational structure, performance appraisal and promotion/selection policies of your company. When these facets are in alignment, employees will receive a consistent message as to what is important and what they need to do to make your company succeed.
If your intent is to eliminate them as part of your organizational change, make sure they are kept well-informed, provide financial and job (not position) security when you can, and provide emotional and technical support in their (internal and external) job search.
If your intent is not to eliminate their function, involve them as much as you can in the change process itself by giving them meaningful roles in helping the organization shape its future.
None of them. Implementing the latest management fad is an almost sure prescription for disaster. Oftentimes, one vice president becomes a "champion" of a management idea he or she has read of somewhere. S/he creates much hoopla and excitement which will change into cynicism and doubt once the initial enthusiasm is gone, employees realize few in management are behind the change, and there are serious questions as to how it fits into the long-term objectives of the company.
A unique solution must be crafted by you and for you, one that meets the current and future needs of your organization. After implementation, if you want to label your organizational change as the fad of the day, go ahead.
There are many reasons why organizational change fails. Among them are:
1) Inconsistencies between management's words and actions.
2) Unclear or overreaching expectations without a good measurement system to evaluate the change.
3) Not changing compensation, organization, information, promotion/selection systems.
4) Management not realizing successful organizational change takes persistent efforts that may last years.
5) Management blindly following a technique or buzzword - trying to force a square peg into a round hole.
6) Assuming training employees is the only change they need to make. See our articles on Training.
Before you decide on any major organizational change, conduct a thorough, unbiased evaluation of your organization and what the future holds for it. Then assess the current state of affairs in your organization. Many companies use consultants in this effort. This way management may avoid MBSS - Management by Best Seller. See our articles on Strategic Planning.and Assessing organizations, culture, customers and employees .
Consultants can fill a number of needs. First, they can be a "white hat" by providing useful information taken from customers, employees and management in a way not tied to a clique or power block. Second, they can provide insight into "blind spots" that the organization or senior management has in dealing stressful or new changes in their competitive environment. Third, they can facilitate decision-making sessions that lead to clear actions that senior management can agree to. Fourth, they can provide specialized expertise in a new procedure, technique or way of thinking that is unknown to the organization.