Organizational Change
Managing Change Organization. Provide a significant change place a major organization, compare contrast established change management models/frameworks implementation phase common lessons learned.
Managing change in the organization: Best Buy
One of the most recent successful changes to be implemented at a major organization is that of the technology company Best Buy's shift to a results-only workplace (ROWE). In the ROWE model, workers are judged solely on their output, not on how many hours they log at the company headquarters. This is a complete shift from the previous organizational culture and the way of valuing employees at Best Buy before ROWE was implemented. Before, workers were encouraged to pride themselves about how early they came in to the office and how late they stayed. Today, measurable output alone is how workers are valued. "Employee productivity has increased an average of 35% in departments covered by the program," and the implementation of ROWE "has forced managers and employees to be really clear about what needs to be accomplished" (Brandon 2007).
Organizational change management model 1:
Seven phases model (Grover & Kettinger, cited in Major change frameworks and models, n.d., DePaul University)
Strategy linkage
Before ROWE was implemented, Best Buy was in a quandary -- its best managers were leaving, particularly women, because of the difficulty of creating an effective work-life balance. Additionally, all employees -- male and female -- were reporting high levels of burnout. "Two managers -- one in the properties division, the other in communications -- were desperate. Top performers were complaining of unsustainable levels of stress, threatening business continuity just when Best Buy was rolling out its customer centricity campaign in hundreds of stores" (Smashing the clock, 2006, Businessweek). The solution was found partially through ingenuity, partially through technology: "wireless broadband was turning the world into one giant work kibbutz" (Smashing the clock, 2006, Businessweek). The new model...
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