This essay focuses on a critical business issue about one of the Myanmar rubber plantation companies. There are two main parts in this essay: the first part focus on the challenges such as the external environment factors faced by organizations today in Myanmar rubber industry and the second part focus on the chosen organization’s change management implementation with the role of leaders and managers. There are a lot of rubber companies which are owned by Government and Public all over the Myanmar. In this essay, the writer has chosen one of the Myanmar Public own rubber companies which is Myanmar Rubber Glory (MRG) Rubber Plantation and Manufacturing Company, Ltd. The writer personal interest in this company is a result of working experiences as a General Manager.
Myanmar is now in a transitional process to become a democracy flourishing country. It is smoothly converting from military rules to civilian rules. The country new government is striving toward to bring prosperities for all the nationalities. Moreover, they have been trying hard to develop the every sectors of the country for creating job opportunities, reducing poverty alleviation and improving human resource by collaborating and cooperating with public entrepreneurs, local experts as well as foreign professionals. (News Light of Myanmar, 2012, p.2). Due to this factors there are many organization facing the challenges of change from both external and internal. Likewise, MRG is also encountering two critical issues which are the external environmental issues impact on the organization and the difficulties of implementing change management in the organization.
MRG owns 3,000 acres of rubber clusters, and it has the good reputation among competitors. The company has ...
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Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130-139.
Hazel, M. "Change is crucial in a person’s life." N.p., n.d. Web. 15 Dec. 2008. .
Change is an inevitable part of life involving individuals and organizations. The purpose of this paper is to analyze a significant organizational change. The analysis will explore the change, the reason behind the change, key players, the timeframe, the outcomes, leadership strategies, mistakes made by key players and suggestions to alleviate the mistakes.
Newman, J. (2012). An organisational change management framework for sustainability. Greener Management International, 57, 65–75.
Fullan, M. (2010). All systems go: The change imperative for whole system reform. Thousand Oaks, CA: Corwin.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
In a change process of any kind if its significant, you have to win over the hearts and the minds of people. Changes how we deal with people and the results we get. Trying to get people to think differently which in turn would change their behavior, but trying to get people to feel differently which in turn would their behavior.
This essay will draw comparisons between theories of change within organisations compared to Jones Lang LaSalle Asia Pacific Integrated Facilities Management’s (JLL IFM) structure, culture, strategic and operational change approaches, change management and change agents.
Kotter, J. P & Schlesinger, L. (2008). ‘Choosing strategies for change’. Harvard Business Review, July-August, 130-139.
“Organizational change is something that occurs throughout an organization’s life cycle and effects the entire organization rather than one part of it. Change is increasing because of number of forces including globalization led by rapidly advance technologies, environmental resources ,cultural diversity, and the economy; therefore the ability to recognize the need for change and implement change strategies effectively with in a proactive response to internal and external pressures is essential to organizational performance. Internal changes can include organizational structure, external changes involve government legislation and process and HR requirements, competitor movements and customer demand (Wood et al, 2010).”
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
The purpose of this memo is to discuss the crisis in Myanmar, one of the ASEAN Member States. The situation in Myanmar has worsened after the election on 7 November 2010. It has claimed lots of lives and also has caused injuries to many people of Myanmar. This also has caused political instability in Myanmar. International media claimed that lack of coordination of the United Nations has caused this situation to happen. At this moment, ASEAN as a regional grouping which include Myanmar is being seen as the most suitable mediator in trying to find the solution to the problem. Decisions need to be taken on what course of actions those need to be taken in addressing this issue and to reduce the tension in Myanmar.
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).