Executive Summary
This report highlights the key methods and concepts that need to be considered by our consulting company when dealing with a client that is making technological and organisational change. Additionally these methods and concepts will be used to advise clients that are planning and implementing changes in their organisation.
In addition to the expanded sociotechnical framework introduced in report 2, further models on how to approach and implement changes in an organisation are illustrated. No single method, approach or perspective effectively captures the reality of a technological or organisational change. By adopting a sociotechnical approach our clients can increase their awareness of both the social and technological aspects of technological and organisational change.
We have made recommendations to Royal Mail based on their strengths and weaknesses of implementing a LAN in the Newcastle district. In order for Royal Mail to be successful in implementing such change in the future, they need to continue:
o Horizontal communication between members of staff,
o Workforce and process monitoring to aid management.
o To handle job losses efficiently through natural wastage and changing job roles.
o To employ new technologically skilled staff and allowing existing staff to adapt to new technology through improved training.
o To trust and respect the members of staff, and in turn, earn the trust and respect of the workforce.
In order to be successful in implementing future changes Royal Mail needs to improve:
o The identification of future strategy for project implementation and change.
o The amount and quality of training on how to use the new technology.
o The variety of communication within the organisation.
o Their awareness of how technology is affecting all parts of the organisation.
Most of the findings in this report are not radical or new, indeed they are consistent with other theories and models.
This report highlights the key methods and concepts that need to be considered by our consulting company when dealing with a client that is making technological and organisational change. Additionally these methods and concepts will be used to advise clients that are planning and implementing changes in their organisation.
In addition to the expanded sociotechnical framework introduced in report 2, further models on how to approach and implement changes in an organisation are illustrated. No single method, approach or perspective effectively captures the reality of a technological or organisational change. By adopting a sociotechnical approach our clients can increase their awareness of both the social and technological aspects of technological and organisational change.
We have made recommendations to Royal Mail based on their strengths and weaknesses of implementing a LAN in the Newcastle district. In order for Royal Mail to be successful in implementing such change in the future, they need to continue:
o Horizontal communication between members of staff,
o Workforce and process monitoring to aid management.
o To handle job losses efficiently through natural wastage and changing job roles.
o To employ new technologically skilled staff and allowing existing staff to adapt to new technology through improved training.
o To trust and respect the members of staff, and in turn, earn the trust and respect of the workforce.
In order to be successful in implementing future changes Royal Mail needs to improve:
o The identification of future strategy for project implementation and change.
o The amount and quality of training on how to use the new technology.
o The variety of communication within the organisation.
o Their awareness of how technology is affecting all parts of the organisation.
Most of the findings in this report are not radical or new, indeed they are consistent with other theories and models.
1. Introduction
This report highlights key methods and concepts that need to be considered by our consulting company when dealing with a client that is making technological or organisational change. The same methods can be used to advise clients that are planning and implementing changes in their organisation. Recommendations will be made to Royal Mail on how they should proceed in the future, especially when considering nationwide LAN implementation. These recommendations will be based on the strengths and weaknesses of their current approach and the frameworks that we have employed.
2. Recommendations for the Consulting Company and Clients
2.1. Proposed Method for Technology Implementation and Change
Further to the expanded sociotechnical framework introduced in report 2, additional models on the approach and implementation of change within an organisation are illustrated in figures 1 and 2.
Figure 1. A strategic approach to the implementation of new technology within an organisation.
Figure 2. Areas to consider when implementing change within an organisation.
Figure 1 depicts an approach to implementation new technology within an organisation. The key aspects that need to be defined as a consulting company include: Technology Requirement, Company Leaders, Company Objectives and User Requirements. These aspects all need to be considered by the consultant and client when identifying the need for technology implementation. The strategy developed is constantly reviewed over time to meet the needs of the changing organisation.
Figure 2 identifies areas that need to be considered by our consulting company and the client when implementing technological and organisational change. Important aspects include:
The commitment, guidance and direction of leaders right from the start of the project.
The communication of all relevant aspects of the project, both horizontally from leadership (strategic) and management (tactical) levels, but also vertically between these levels and the workforce (operational) level.
Understanding the technological requirements of the project, this links to ideas in figure 1.
By defining these areas, implementation change will be far more successful, which, as illustrated by figure 2, will have an impact on culture, working processes, social interaction and individuals.
2.2. Proposed Advice for Clients
When considering technological change, a client company must consider the organisational changes that inevitably occur. Conversely, when a company considers organisational changes, it should consider the role technology will play in its new organisation.
An organisation is composed of many elements, including: structure, working processes, individuals, culture and knowledge. But of high importance to a profit making company is the customer. The organisation must meet the customer’s requirement, deliver its service or product and ultimately make a profit. However, the company must also be flexible as customer requirements will change, economic markets will vary and technology will advance. The company must adapt and compete amongst all this change.
In order to adapt and change the company needs to be able to identify its current situation and future goals. Figure 1 identifies a strategy that uses the driving force of the companies’ leaders and managers, based on the companies’ expertise and objectives. The strategy needs to identify how current or new technology will fit the organisational requirements, taking into account the user requirements which are often omitted.
Figure 2 indicates that strong leadership, good communication (including training) and knowledge of the new technology’s requirements should be present in order to successfully implement change. However, the change will only succeed if the organisations’ culture is stable enough to accept the change and dynamic enough to adapt. Likewise the working processes need to be structured, efficient and flexible. Owners and customers need to have been identified so that the requirements and needs of the processes will continue to be met.
Individuals need to trust and support the whole organisation, and feel trusted and supported. Job security is a big issue when implementing new technology; good communication from leaders and management is a necessity in stopping an ‘issue’ becoming a fear, thus avoid resistance. Training can help individuals adapt to change within the organisation. A group of individuals who have trust, support and good communication with each other will form a cohesive team who are more approachable, adaptable and content.
No single method, approach or perspective effectively captures the reality of technological or organisational change. By adopting a sociotechnical approach our clients can increase their awareness of the social and technological aspects of technological and organisational change.
3. Recommendations for Royal Mail
We have identified both strengths and weaknesses in Royal Mail’s approach to implementing a LAN in the Newcastle district. In order for Royal Mail to be successful in implementing such change in the future, they need to continue:
o Horizontal (same level) communication between members of staff. The members of staff need to become more approachable and united in their teams and departments.
o Workforce and process monitoring to aid management. However consideration is needed to ensure the workforce is not intimidating by a panoptical environment. (Zuboff, 1988).
o To handle job losses efficiently through natural wastage and changing job roles. By replacing older, less flexible staff with younger more flexible staff, will aid Royal Mail in changing their culture to a more customer focused, forward thinking, and adaptable company. However, if Royal Mail loses too many experienced members of staff, deskilling can occur within the workforce (Zuboff, 1988).
o To employ new technologically skilled staff and allow existing staff to adapt to new technology through improved training. In order to achieve this, the training and communication needs to be improved in the organisation (see below).
o To trust and respect staff, and in turn, earn the trust and respect of the workforce.
Key areas in which Royal Mail needs to improve in order to be successful in implementing future changes include:
o The identification of a future strategy for project implementation and change. The nationwide project is currently on hold; if there is a strategy in place it needs to be communicated vertically within the organisation (from the strategic level down to the tactical and operational levels), to get the commitment from the entire organisation.
o An increase in the amount and quality of training on how to use the technology, so that the systems can be used to their full potential, instead of just as a communication tool.
o Maintaining a variety of communication within the organisation. Royal Mail needs to be careful that people don’t be come isolated at their computers in a textualised environment (Zuboff, 1988).
o An increased awareness of how technology is affecting all parts of the organisation. Royal Mail needs to use the models and methods our consulting company have identified to increase their awareness of these areas.
A lot of these areas for improvement can be initiated by management, but the whole organisation needs to be involved to ensure their success.
4. Conclusion
Most of the findings in this report are not radical or new, indeed they are consistent with other theories and models. This report provides guidance on what we think our consulting company should do when working with a similar client to Royal Mail. It also details the key concepts we believe similar clients should be aware of when implementing technological and organisational change. Finally we have made recommendations to Royal Mail based on their strengths and weaknesses of implementing a LAN in the Newcastle district.
References:
Zuboff, S. (1988) ‘In the Age of the Smart Machine: The Future of Work and Power’ Basic Books. p 321
This report highlights key methods and concepts that need to be considered by our consulting company when dealing with a client that is making technological or organisational change. The same methods can be used to advise clients that are planning and implementing changes in their organisation. Recommendations will be made to Royal Mail on how they should proceed in the future, especially when considering nationwide LAN implementation. These recommendations will be based on the strengths and weaknesses of their current approach and the frameworks that we have employed.
2. Recommendations for the Consulting Company and Clients
2.1. Proposed Method for Technology Implementation and Change
Further to the expanded sociotechnical framework introduced in report 2, additional models on the approach and implementation of change within an organisation are illustrated in figures 1 and 2.
Figure 1. A strategic approach to the implementation of new technology within an organisation.
Figure 2. Areas to consider when implementing change within an organisation.
Figure 1 depicts an approach to implementation new technology within an organisation. The key aspects that need to be defined as a consulting company include: Technology Requirement, Company Leaders, Company Objectives and User Requirements. These aspects all need to be considered by the consultant and client when identifying the need for technology implementation. The strategy developed is constantly reviewed over time to meet the needs of the changing organisation.
Figure 2 identifies areas that need to be considered by our consulting company and the client when implementing technological and organisational change. Important aspects include:
The commitment, guidance and direction of leaders right from the start of the project.
The communication of all relevant aspects of the project, both horizontally from leadership (strategic) and management (tactical) levels, but also vertically between these levels and the workforce (operational) level.
Understanding the technological requirements of the project, this links to ideas in figure 1.
By defining these areas, implementation change will be far more successful, which, as illustrated by figure 2, will have an impact on culture, working processes, social interaction and individuals.
2.2. Proposed Advice for Clients
When considering technological change, a client company must consider the organisational changes that inevitably occur. Conversely, when a company considers organisational changes, it should consider the role technology will play in its new organisation.
An organisation is composed of many elements, including: structure, working processes, individuals, culture and knowledge. But of high importance to a profit making company is the customer. The organisation must meet the customer’s requirement, deliver its service or product and ultimately make a profit. However, the company must also be flexible as customer requirements will change, economic markets will vary and technology will advance. The company must adapt and compete amongst all this change.
In order to adapt and change the company needs to be able to identify its current situation and future goals. Figure 1 identifies a strategy that uses the driving force of the companies’ leaders and managers, based on the companies’ expertise and objectives. The strategy needs to identify how current or new technology will fit the organisational requirements, taking into account the user requirements which are often omitted.
Figure 2 indicates that strong leadership, good communication (including training) and knowledge of the new technology’s requirements should be present in order to successfully implement change. However, the change will only succeed if the organisations’ culture is stable enough to accept the change and dynamic enough to adapt. Likewise the working processes need to be structured, efficient and flexible. Owners and customers need to have been identified so that the requirements and needs of the processes will continue to be met.
Individuals need to trust and support the whole organisation, and feel trusted and supported. Job security is a big issue when implementing new technology; good communication from leaders and management is a necessity in stopping an ‘issue’ becoming a fear, thus avoid resistance. Training can help individuals adapt to change within the organisation. A group of individuals who have trust, support and good communication with each other will form a cohesive team who are more approachable, adaptable and content.
No single method, approach or perspective effectively captures the reality of technological or organisational change. By adopting a sociotechnical approach our clients can increase their awareness of the social and technological aspects of technological and organisational change.
3. Recommendations for Royal Mail
We have identified both strengths and weaknesses in Royal Mail’s approach to implementing a LAN in the Newcastle district. In order for Royal Mail to be successful in implementing such change in the future, they need to continue:
o Horizontal (same level) communication between members of staff. The members of staff need to become more approachable and united in their teams and departments.
o Workforce and process monitoring to aid management. However consideration is needed to ensure the workforce is not intimidating by a panoptical environment. (Zuboff, 1988).
o To handle job losses efficiently through natural wastage and changing job roles. By replacing older, less flexible staff with younger more flexible staff, will aid Royal Mail in changing their culture to a more customer focused, forward thinking, and adaptable company. However, if Royal Mail loses too many experienced members of staff, deskilling can occur within the workforce (Zuboff, 1988).
o To employ new technologically skilled staff and allow existing staff to adapt to new technology through improved training. In order to achieve this, the training and communication needs to be improved in the organisation (see below).
o To trust and respect staff, and in turn, earn the trust and respect of the workforce.
Key areas in which Royal Mail needs to improve in order to be successful in implementing future changes include:
o The identification of a future strategy for project implementation and change. The nationwide project is currently on hold; if there is a strategy in place it needs to be communicated vertically within the organisation (from the strategic level down to the tactical and operational levels), to get the commitment from the entire organisation.
o An increase in the amount and quality of training on how to use the technology, so that the systems can be used to their full potential, instead of just as a communication tool.
o Maintaining a variety of communication within the organisation. Royal Mail needs to be careful that people don’t be come isolated at their computers in a textualised environment (Zuboff, 1988).
o An increased awareness of how technology is affecting all parts of the organisation. Royal Mail needs to use the models and methods our consulting company have identified to increase their awareness of these areas.
A lot of these areas for improvement can be initiated by management, but the whole organisation needs to be involved to ensure their success.
4. Conclusion
Most of the findings in this report are not radical or new, indeed they are consistent with other theories and models. This report provides guidance on what we think our consulting company should do when working with a similar client to Royal Mail. It also details the key concepts we believe similar clients should be aware of when implementing technological and organisational change. Finally we have made recommendations to Royal Mail based on their strengths and weaknesses of implementing a LAN in the Newcastle district.
References:
Zuboff, S. (1988) ‘In the Age of the Smart Machine: The Future of Work and Power’ Basic Books. p 321
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