When a company knows an important growth, 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 the global service and functioning. But it is not the only reason for explaining a change in the organizations.
Companies change a lot and for different reasons such as growth, new activities or technology evolutions. It 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 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 linked to the case of the Pichet group which is a property developer in Bordeaux. In 2004 – 2005, the company has globally changed his organization by relocating its office in 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 huge demand. The number of employees increased from 300 to 1200 in 4 years and more than 20 subsidiaries in the building sector has been created. 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 for ensuring the future.
[...] 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 linked to the case of the Pichet group which is a property developer in Bordeaux. In 2004 2005, the company has globally changed his organization by relocating its office in a bigger place, adapt its overall strategy to the market and transform its internal organization (new departments, services, activities, etc . [...]
[...] 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. They lived that like a lie. They were not prepared to this kind of change because it was not a learning organization. The executives failed by explaining not enough the change in term of strategy and core activities (it was a continuation of the old one but more structured and with a new idea of corporate culture). [...]
[...] The main motivation and process theories, related to Change The process theories are based on the psychological and behavioral processes that motivate people. The main motivation and process theories related to change are issued from the work of “Goleman, Katzenbach, Pearson, Axelrod and others referred to in Inspirational Motivation and the research and thought leadership highlighted in Leading Change”. The two main process theories are the expectancy theory and the equity theory. The Vroom's expectancy theory The Vroom's expectancy theory is a hypothesis which explains that the motivation of a person is linked with the performance and effort. [...]
[...] During a change project, the groups and teams evolve: there are new employees who have different cultures, new organizations with new processes. It is a source of conflicts and there is a risk of transforming good team to ineffective group of people who does not arrive to work together. The training, group facilitation, group learning, team building, etc . are some solutions in order to improve and help the team work. Individual Differences and how change is to be considered interdependency. [...]
[...] It is important for a company to integrate the double loop and deutero learning in their organization because it answers concretely to the question why and how to change without complains. Training and Development Theory (Change Management related) Training and development are important in the process. Learning is valuable and allows, if it is well organized and thought, to facilitate the changes. It is directly linked to the learning organization. There are two dimensions : for the degree of formality (formal or informal) and one for the balance between self-directed and other-directed learning”(8). [...]
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