management

Due to the relevance involved in change management, there are many scholars who have covered the topic in their attempt to demystify what a good change management approach should look like. Review of literature gives a research topic different view, which makes it an important aspect in any research. It is also important that literature is reviewed in order to establish if there are knowledge gaps so that, if gaps are identified, new research would address them. A thorough literature review also gives a researcher the opportunity to come up with an original work as opposed to repeating what has already been covered by previous researchers.

The review of literature will be of invaluable help in the completion of this research project. First, it will elucidate on what has already been said on the topic of change management. This will greatly help in ensuring that the research focuses on the existing knowledge gap in the field of change management. Apart from this, the literature review will prove helpful in the process of establishing the current trends in change management which will greatly help in the process of identifying the needed change in the contemporary organizations.

The review of literature will also help in answering the research question as it will bring the required knowledge on this topic into focus. In completing this review, the researcher will be interested in demystifying what has been said by different authors concerning the topic where aspects such as agreement of the literature, disagreement or counter arguments will be presented. This will help in expanding the scope of knowledge posed in the field of change management.

In his contribution to the topic of change management and the role of human resources in the process of change, Hiatt and Creasey (124) assert that an organization can only effect meaningful change through elaborate measures that are set to ensure that the workers who get into the organization are tested to ensure that they represent the best talent available in the market. By saying this Hiatt and Creasey point out that the role of recruitment procedures in the process of ensuring that an organization harnesses talent cannot be ignored. He also shows that change cannot originate from maintenance of status quos in organizations as the workers that are hired must show their willingness to adapt to any form of change that the organization may deem appropriate.

Sylvie and Witherspoon (54-63) examine this topic from the perspective of the role that is played by the human resources in change initiatives and management. They note that the human resource has the major driving force in change management as the strategic managers who form part of the human resource are the main drivers of change. This shows that recruitment approaches in the human resource departments has a significant role in regard to the change initiatives that will be made by an organization.

The ways in which workers are treated in an organization as well as the set human resource procedures affect the conceptualization of various aspects at the workplace. Similarly, workers who are natured in an organization culture that focuses on individual and group initiatives tend to embrace change in a more beneficial manner as opposed to workers who work in rigid organizations characterized by rigid rules, regulations and many red tapes. This literature would be of great value in demystifying whether companies in Dubai such as the Dubai Investment company have adopted human resource practices that are geared towards nurturing an environment that is conducive for change.

Another notable contribution in this topic was advanced by Wang (74) who notes that contemporary organizations are adopting the use of performance appraisal to effect change in the organization. He further notes that pre-hiring appraisal practices have been vital in ensuring that the workers hired in an organization are well versed in the needed area of expertise hence making the realization of new change on the organization an achievable objective.

He further notes that change is self-driven by an individual, but the role of organization culture as well as other prevailing organizational forces cannot be ignored as far as organizational change is concerned. In this light, Wang is of the idea that organizations must drive their change initiative by adopting sound recruitment procedures to ensure that they only engage workers who are ready to adapt to the needed change in the organization. On a similar note, Baum’s (78) work is beneficial as it shows that recruitment practices that are adopted by the human resource department have an overall effect in effecting change or maintaining a status quo in an organization. Wang’s work can offer invaluable insights into how change can be effected in organizations that operate in the Dubai.

Markaz (60) is of the idea that Dubai corporate sector is undergoing tremendous change especially due to the rise in the adoption of modern information and communication technology. Citing the example of Dubai Investment Company as well as the Abu Dhabi Company, Markaz, (60), argues that the modern Arab world corporates are shaped by the information technology that has been driven by the influx of many young workers in the workforce. Markaz is of the idea that was it not for sound and deliberate moves by the human resource department to selectively hire the best talents in the market, the identified companies could not have achieved the desired change. Therefore, it is evident that recruitment procedures have an invaluable role in the process of managing change in the contemporary organizations.

In their statistical work of the Dubai economy, Matly and Dillon (112), manage to show that the Dubai economy has undergone tremendous change, a fact that has placed the economy among the economies of the world noted for their fast growth and business hub. Matly and Dillon assert that, due to these growing changes in the economy, various stakeholders have been forced to undergo some changes, paramount being the change that has been adopted by the human resource departments.

They are of the idea that was it not for the human resource departments’ foresight in many companies in Dubai; most companies would be stuck in a vicious cycle of sameness such that there would be no definite changes that would have been realized. Cameron and Green, (135), agrees with Matly and Dillon and further assert that there are no organizations in the world that can effectively manage to survive change if the human resource department, which, according to Cameron and Green, (135), is the core pillar of organizations, does not have a major stake in contributing to this change. Therefore, it is evident that the role of recruitment as a core function of the human resource department is a major driver for change in organizations in Dubai as well as in other parts of the world.

Although most of the authors are of the idea that change can be effected through effective recruitment practices, Paton (168) is critical of this idea in the sense that recruitment practices only deal with new employees which in most cases forms a negligible percentage of the workers in an organization. He argues that recruitment practices cannot be used to effect meaningful change or their contribution to the change in organization is mostly negligible.

Therefore, according to Paton change is an initiative of internal and old strategic managers who determine the course of the company. Asserting that the new workers are the ones who bring in the needed change is therefore, a fallacy as such workers are hired with an already set objective in the mind of the organizations strategic and human resource managers, to effect a specific change. Therefore, according to Sylvie and Witherspoon (64) the change that is attributed to effective hiring processes is not the initiatives of the workers who ends up being hired, but an initiative of an already existing workforce.

In conclusion, one cannot fail to see that there are areas that future research needs to establish. One of the major areas that future research should seek to clarify is the critic raised by Paton (168), concerning the role of recruitment process in change initiatives. Critically speaking, when workers are hired by an employer to initiate a certain change, the credit should go to those who first initiated the need for change. Thus, it is true that although sound recruitment strategies have a lot of influence in change initiative as well as management of organizational change, sound change should be an all-encompassing phenomenon as opposed to focusing on recruitment initiatives only.

Works Cited

Baum, Tom. Human resource management for tourism, hospitality and leisure: an International perspective. Upper Saddle River: Cengage Learning EMEA. 2006. Print.

Cameron, Esther and Green, Mike. Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. New York: Kogan Page Publishers, 2009. Print.

Hiatt, Jeff and Creasey, Timothy. Change management: the people side of change. New York: Prosci, 2003. Print.

Markaz al-Imārāt lil-Dirāsāt wa-al-Buḥūth al-Istirātījīyah. The information revolution and the Arab world: its impact on state and society. Dubai: I.B.Tauris. 1998. Print.

Matly, Michael and Dillon, Laura. Dubai Strategy: Past, Present, Future. Boston: Harvard Business School. 2007. Print.

Paton, Robert. Change Management: A Guide to Effective Implementation. New York: SAGE Publications Ltd, 2008. Print.

Sylvie, George,and Witherspoon, Patricia. Time, change and the American newspaper. New York: Routledge. 2002. Print.

Wang, XiaoHu. Performance analysis for public and nonprofit organizations. New York: Jones & Bartlett Learning. 2010. Print.

Forecasting Techniques

Forecasting is a comprehensive activity. The complexity of forecasting emanates from the need to transform historical information, qualitative and quantitative data, into business statements that can help the company to anticipate and develop future plans. There are four main types of forecasting techniques. These include time series analyses, qualitative, casual relationships, and simulation (Mukherjee & Kachwala, 2009).

Qualitative techniques

Qualitative techniques are more analytical in nature. They are developed from the estimate and opinions. The estimates are derived from the analysis of the available qualitative data. The opinions are often analytical in nature since they are based on the past historical occurrences. This technique is applicable in situations where organizational managers have to engage other people in the decision making process. As a manufacturing organization, Hersey, the qualitative techniques are important since they help in enhancing research on the sustainability of supplies, as well as the changes in the production environment that can affect the cost of manufacturing and distribution of products. One main weakness of this technique is that it is too much reliant on the prevailing information (Mukherjee & Kachwala, 2009). Therefore, it may be difficult to deal with the forces that emanate from the emergent patterns of demand and supply.

Time series analyses

This is where past data on demand and supply is used as the basis on which the projections about the future operational environment are made. Time series develop comparative relationships through an analytical comparison of key attributes of business; for example, sales against time. Therefore, it is important to note that time series analyses are a clear basis on which quantitative information can be developed and used to make adjustments to the structures of business to capture the expected future changes in the internal and external environment in which an organization operates. The future changes in the prices of raw materials and finished products can be easily assessed using this technique (Mukherjee & Kachwala, 2009).

Casual techniques

Unlike the other methods, which do not make a cross-comparison, casual studies entail the comparison between the leading and the forecasted variables. It is used to develop information that is quite broad and can help managers to understand the whole business system and its impact on a specific business component (Kolli, 2000). The comprehension of the entire marketing process in Hersey can be based on the analysis of factors that surround the sales of specific products according to the changes in the external markets.

Simulation techniques

Simulation techniques are based on the causal factor as they seek to justify the essence of devising and implementing new policies and practices in management. Just like the time series and qualitative techniques, past behaviors are assessed and transformed into a mathematical model from which the conclusions are reached in a computational manner. The need to adopt and develop a technology platform for service enhancement can be attained through deployment of this technique (Kolli, 2000). A financial analysis of the projected IT platform for service enhancement in the Hersey can be best achieved through the use of the model.

Analysis of the impact of production plans, master production schedules, rough-cut capacity planning, workforce size, and carrying inventory on a manufacturing firm

Production plans are important in enhancing the production sustainability of an organization. Production plans are used as guiding factors as far as mirroring of the external environment in which a company is operating in concerned. Production planning and controlling is the basis on which the production potential of an organization is put to full test through the incorporation of all elements and controls in the production process (Greasley, 2008). Plans are made based on the potential of the organization to raise revenues and implement functions, thus it is a critical element of budgeting.

According to Panneerselvam (2012), master production schedules incorporate the different elements of production in the production system to enhance the efficiency of production. Master plan schedules contain each element and the exact units that ought to be deployed in the production process. Therefore, the quality of a production cycle is elevated through incorporation of master plan schedules. The plans help in enhancing accountability in terms of the real costs and expenditure that are incurred by an organization in a complex production system.

Workforce control is a desirable parameter in establishing a system of controlling the expenses that are incurred in the production process. This is attained through work scheduling, where the management has to ensure that the number of employees who are engaged in a production system are all making meaningful contributions to the production process. Here, work-in-progress inventory is developed. Therefore, workforce control ensures that the work-centered objectives are in line with the budgetary objectives of the organization. Work force size goes hand in hand with the practice of job sequencing (Greasley, 2008).

Capacity planning involves the establishment of standards that help in assessing the readiness and ability of a firm to sustain productivity. Capacity planning needs to be done in an incremental manner. This implies the peace-meal allocation of orders, supplies and equipment for specified production exercises, which run within the specified timelines. This can be used to ascertain the outcomes of such production exercises, thence; aiding in the development of long term plans and budgeting for the production resources over an extended span of time (Panneerselvam, 2012).

A substantial number of firms seem to underestimate the carrying inventory cost, yet this cost significantly affects the budget of the organization. It is, thus, important for organizations to sum up all the overhead costs that are associated with all the logistical functions in the organization. Each of the choices in the discharge of the logistical functions has an effect on the balance between the cost and expenditures of a firm (Wild, 2003).

Material requirements planning in a manufacturing organization

The organization selected in this case is a manufacturing organization, which also deals in the distribution of products. Therefore, material requirement planning is critical in the organization. For this organization, the material requirement process is quite detailed through the incorporation of all elements of the materials that are required for the production of different sets of products. Planning entails the identification of the suppliers for each of the products that are needed in the production process. In this case, capacity is assessed from a dual perspective; the ability of the suppliers to deliver the required quantities and qualities of supplies at the set time. The other critical factor in material requirements planning in regard to the manufacturing organization is balancing the production process.

This entails the control of orders for the finished products as the production process continues. It ensures that the amount of goods that are produced meets the demand of the customers. The sustainability of the operations of a manufacturing organization is dependent on the ability of the managers of such an organization to strike a balance between the manufacturing practice and distribution of the products. The manufacturing function depends on the ease and efficiency with which the firm gets the required supplies. This is why it is important to keep an inventory of materials that are used in the production process, a factor that will provide guidance on acquisition of supplies (Panneerselvam, 2012).

Comparison and contrast of the use of material requirements planning system concepts for a manufacturing organization

A material requirement plan has a close relation to the material scheduling system in a firm. This process requires time and accuracy to allow the manager to schedule each order according to the level of urgency in the supply system of the organization. In the stipulated manufacturing organizations, schedules for placement of orders for material supplies are placed based on the data that is generated by the established system that controls material used in the organization. Both people and machines are critical elements in the material requirements planning system.

The supply of people or laborers in a manufacturing organization is dependent on the availability of materials to be deployed in the production process and the status of the machines to be used. In most cases, the availability of efficient machines and supplies is a critical factor in determining the amount of labor that is deployed in the production process. However, this depends on the nature of production that is embraced by an organization. Therefore, the labor content is a factor that is dependent as far as the material requirements planning system in the manufacturing organization is concerned (Panneerselvam, 2012).

References

Greasley, A. (2008). Operations management. Los Angeles, CA: SAGE Publications.

Kolli, S. (2000). The essentials of production & operations management. Piscataway, NJ: Research & Education Association.

Mukherjee, P. N., & Kachwala, T. T. (2009). Operations management and productivity techniques. New Delhi: PHI Learning.

Panneerselvam, R. (2012). Production and operations management. New Delhi: PHI Learning Private Ltd.

Wild, R. (2003). Essentials of operations management. London: Thomson Learning.

Apparently, it is beyond doubt that customers do value the quality of the products and services they obtain from the business community. Garvin describes quality as the ability to meet customers’ needs. He asserts that several elements can be used to define the quality of goods and services (Foster, 2009, p.12). Such factors include performance, operational features, aesthetics, reliability, durability, conformity, perceived quality, and serviceability.

Garvin reiterates that satisfaction among customers should not be restrained to goods alone. It should also be extended to services. According to research conducted by economists, it is clear that customers establish a balance between price and benefits obtained from the goods and services acquired (Foster, 2009, p. 44). For this reason, marketers should often equate the value of goods and services with price. In order for businesses to deliver excellent services and products, they should exactly understand customers’ tastes and preferences (Linder, 2011, par. 1).

However, it is worth noting that different customers have various perspectives pertaining to what they really value in goods and services. Typically, not all dimensions used by businessmen to attract customers are appealing to them in a similar way bearing in mind that preference of certain brands by marketers is an indication of how customers perceive their goods and services (Linder, 2011, par. 2).

According to Foster (2009, p.27), businesses should try as much as possible to comprehend their clients’ tastes and perspectives. Consequently, they will be able to increase the success rate of marketing their merchandise. For instance, Big W is a departmental store located in Australia that deals with sales of major products such as households, leisure, health, farm, entertainment, and kids’ products. In the process of expanding its sales coverage, it has established a series of stores in Australia. At the same time, the company has increased several components, including groceries. Currently, the company has put in place several links both at the local and international levels. Needless to say, employees and managers in the company are very keen on analyzing and adhering to consumers’ tastes and preferences.

Quality characteristics

Big W has formulated several strategies to improve the value and quality of its merchandise. For instance, electronic accessories such as landline phones have been improved to attract more buyers. In the meantime, it has maintained lower prices for these phones to enhance affordability by customers. Furthermore, the company has also increased its durability, making customers prefer them, unlike those of other companies. Moreover, Big W marketers have advanced the serviceability of landline phones to avoid inconveniencing their clients.

In line with this, the anaesthetics in the products are highly advanced to enhance competitiveness among products from similar companies. Additionally, stake-holders have improved their perceived quality to match with consumers’ tastes (Sparks & Legault, 2010, par 1). To emphasize this, the company has improved the features of landline phones of products to suit the likes of customers. Continuous effort to resolve and improve the quality of the products has made this company achieve high status in the world as one of the most prominent marketers of landline phones in different destinations of the world.

On the other hand, in terms of service provision to customers, the Australian postal services have been improved even though they are governed by the government. However, the postal authorities have improved their delivery services hence encouraging more clients to use and enjoy their services. Moreover, in their perceived quality strategies, they have established new systems that allow clients to obtain savings accounts and acquire passports by means of Posta. Additionally, the Australian postal corporation has enhanced the reliability of services rendered to customers. For instance, through the use of airmail, it has enhanced the effective delivery of mails to clients in time. Currently, the level of performance of postal services has conformed adequately to the demand and taste of users.

Definition of quality

Garvin described several approaches to determining the quality of products and services offered to customers. Such include transcendent, product-based, user-based, value-based, and manufacturing-based approaches (Improvement Foundation, 2007 par 2). In my case, I consider a product-based approach in considering customer preferences in goods and services. This approach is based on the fact that goods and services should be determined to be of high quality by the merit of their measurable features and attributes (Improvement Foundation, 2007, par 2). For instance, in Big W Company, those products which are good looking and have peculiar features have been perceived to be of high quality by consumers. Besides this, postal services that are effective and modern are distinguished to be the best by clients.

Understanding quality characteristics

Entrepreneurship in business is about exchanges between buyers and manufacturers. Since it is a continuous process, businessmen ensure that they win customers’ favour for the future (Linder, 2011, par 3). For this purpose, it is important to understand the quality characteristics of products or services in order to ensure the constant inflow of customers (Anon, 2011, par 1). Companies are able to sustain a royal group by offering quality products and services hence guaranteeing their future sale.

Vividly, customers’ influence on future purchase is dependent on the present quality of goods and services obtained in the market. If at any time they feel dissatisfied, they are likely to change their purchase sites in the future (Global Logic, 2010, par 3). It is evident from research conducted that the quality of products derived from companies highly influences purchases in the future either positively or negatively (Linder, 2011 par 5).

Customer preferences

In my opinion, I feel that marketers should gain insight into clients’ tastes and preferences since it increases loyalty among customers for their products. According to economists, it is advisable for businesses to foster qualitative satisfaction to clients and their target groups (Businessdictionarycom, 2011, par 2). This can be done by conducting an analysis of clients’ preferences. The latter analysis will assist businesses to identify which products are highly preferred and to what extent customers are willing to purchase them (Global Park, 2010, par. 2).

Additionally, considering customers’ preferences will help businessmen to make vital and reliable decisions that will favour customers. In line with this, this will help companies to optimize more designs in terms of services and products (Global Park, 2010, par. 1). In order to accomplish this, they need to survey and access customers’ abilities and preferences for such goods and services. Furthermore, it may also be helpful in advertising campaigns. Businessmen only take time and incur costs in advertising to those goods and services that are preferable to clients. They are able to put more attention on products that are on high demand and therefore become cost-effective (Global Park, 2010, par. 3).

Conclusion

To recap it all, customers’ taste and preference is a vital aspect to put into consideration, especially by businesses which interact with customers on a regular basis whether through the exchange of goods and services or customer care experience. It is worth to note that companies should not match the quality of goods and services with price. Instead, they ought to ensure that customers obtain high-quality products at affordable pricing.

Moreover, the thorough insight of customers’ needs and preferences will help in altering design in which goods and services are offered to consumers in the most satisfactory way. Additionally, this will foster efficient decision-making among manufacturers who are able to produce goods that are of high quality alongside being cost-effective. Companies should maintain a high trend of quality products since this is likely to affect future sales and profitability.

References

Anon. 2011. What is Perceived Quality? Web.

Businessdictionarycom. 2011. Perceived quality. Web.

Foster, S. 2009. Managing Quality: Integrating the Supply Chain, 4th ed. Upper Saddle Rive. Hoboken: Pearson-Prentice Hall.

Global logic. 2010. Customer Research Services: Facilitating High-Value Customer Interactions.. Web.

Global Park (2010). Gain Valuable Insight into Customer Preferences. Web.

Improvement Foundation. 2007. What is Quality? Web.

Linder, D. 2011. Understand your Customer. Web.

Sparks, E. & Legault, D. A. 2010. Definition of quality for total customer satisfaction: the bridge between manufacturer and customer. Web.

Total quality management (TQM) is a system which ensures maintenance, as well as improvement of quality of services, provides by an organisation and all processes involved. This system is aimed at ensuring customers’ satisfaction and that all their needs will be met. There are several guiding principles of TQM: meeting customers’ needs, including all parts and each employee of the organisation in the process of improvement, development of procedures which will ensure the maintenance of quality and improving it, analysis of costs and development of procedures aimed at eliminating mistakes.

Admittedly, the system has numerous benefits, and the use of TQM can lead to the organisation’s development and success. One of the benefits of the system is that the company monitors and analyses its customers’ (as well as potential customers’) needs and expectations. Understanding customers’ needs and addressing them leads to people’s satisfaction, which, in its turn, results in increased profits.

Another benefit is the company’s commitment to identify what quality is and to achieve the highest quality in all processes. The TQM system enables the organisation to involve all its parts and all employees in the process. This system helps develop an efficient value chain, which is important for an organisation. Specific attention to employees and their development, which is associated with staff training enables the organisation to improve the quality of services provided. The system includes the creation of a specific culture where employees are committed to the principles of TQM.

Furthermore, analysis of costs and processes enables employees to develop improved procedures and avoid mistakes (as errors tend to lead to losses). Creation of sampling plans ensures effective use of the developed procedures and avoidance of errors. This ensures high quality of services provided as well as the performance of each employee.

It is also important to add that the TQM is linked to ISO standards and organisations using this system can easily receive the necessary certification and, as a result, enter different markets globally. Regular inspections ensure compliance with the standards and regulations developed. More so, inspections help detect mistakes or inadequate quality of services and address the issues associated by removing the faults as well as developing plans aimed at avoiding these mistakes. Finally, TQM is a beneficial system as it is associated with continuous progress. Development of an effective procedure does not mean that inspections and discussions on improvements end. Therefore, organisations, as well as each employee, continue thinking about possible improvements in all processes.

Investing in a healthy working environment has led to notable improvements in employee performance, as well as business returns (Allen, 2011). Although leadership wellness programs have created several benefits, there are fears that have been associated with the financial burden the organization bears in creating a healthy working environment (Grawitch, Ledford, & Ballard, 2009).

An individual’s health and lifestyle, while at work, go hand in hand. Due to this link, it is within reason to say that a person’s work environment determines the quality of work done by the employee. Allen (2011) notes that organizations that encourage their employees to adopt a healthy lifestyle have record improvements in employee performance.

An ideal and healthy work environment is created by the organization’s leaders through the enactment of various policies and encouraging the employees in adopting healthy lifestyles.

The Purpose and Issues Surrounding Healthy Working Environment

Although there are a few people in an organization, who may be capable of maintaining a healthy lifestyle without the need for a healthy working environment, the passage of time and an organization that does not encourage healthy living will eventually lead them to abandon their lifestyle (Grawitch et al., 2009). So as to minimize employee exposure to health risk, it is necessary for organizations to adopt healthier physical and social environments.

Leaders play a significant role in the creation and management of a healthy working environment (Lowe, 2003). Leaders achieve the organization’s objectives by understanding the behaviors of their subordinates (Bierema, 2012). By understanding the employees’ behavior and attitude towards healthy living, the leader can adjust the work environment so as to suit their lifestyles. Following this thinking, the initiation of a healthy working environment could help them achieve the best out of their personnel.Maintenance

The Role of Leaders in Creation and of a Healthy Work Environment

In order to create a healthy environment, it is necessary to identify leaders who support the idea of establishing a healthy workplace and also understand its significance (Allen, 2011). One means of creating a healthy organization is by encouraging workers to maintain healthy practices (Allen, 2011). In such a scenario, if there are employees who have a strict lifestyle and health requirements, the organization’s leaders can strive to provide the ideal working environment necessary for them to continue their practices. Some of these health practices could require the establishment of facilities or the purchase of particular equipment. These facilities could be in-house or outsourced, provided they are close to the organization of the workplace.

Another means of establishing a healthy organization is by enhancing employee awareness of the dangers of unhealthy living (Grawitch et al., 2009). However, this should be done with care to avoid causing social tension in the workplace where unhealthy workers are criticized. To ensure that this is done successfully, the involvement of leaders and managers in the sensitization programs would be useful. Allen (2011) found that the sensitization process should focus on both individual and group strengths instead of weaknesses.

The creation of healthy living support groups with team leaders helps to foster cohesion and encourage participants to adopt and maintain a healthy lifestyle (Bierema, 2012). Leaders should be able to hold their teams together and be the role model for the other employees to follow (Lowe, 2003). In addition, they should be able to construct a healthy lifestyle plan for the organization in a way that the needs of every individual in the organization are considered.

The most crucial part played by leaders is that of distributing the organization’s resources in a manner that does not compromise the company’s profitability (Lowe, 2003). The leaders allocate the funds needed for the establishment of a suitable and healthy, social, and physical environment. When doing so, great care should be taken to avoid leading the organization to ruin while creating an ideal healthy workplace. The refurbishment costs done to the workplace in the organization should be closely monitored so that they do not exceed the cost-benefit of the project.

Data Gathering and Measuring the Impact of a Healthy Working Environment

The benefits of a healthy working environment can be measured by looking at the advantages that come about from the direct introduction of wellness leaders and programs. The benefits may include increased employee performance, shorter time spent away from work due to illness, and an increase in returns, as well as retaining employees over long periods (Allen, 2011). By looking at the relationship between health issues in the organization and the practices and policies that can be carried out by a company’s leaders, it is possible to identify the benefits reaped in terms of productivity.

It will also be important to monitor the costs that will be incurred while implementing and maintaining a healthy working environment. These costs could be in terms of investments in facilities, equipment, policy enactment, employees, and time (Bierema, 2012).

The Future of Leadership Involvement in Creating a Healthy Environment

Although it has been noted that there exists a relationship between employee performance and the working conditions, there still exists a gap as to the extent of the relationship (Lowe, 2003).

Due to the positive results obtained from organizations with healthy work environments, more companies have entrusted the role of creating and monitoring healthier working conditions to managers (Grawitch et al., 2009).

Previous research on healthy organizations points to the involvement of other companies in creating healthier organizations.

Reference List

Allen, J. (2011). Wellness Leadership. Maryland, Washington DC: Human Resources Institute.

Bierema, L. L. (2012). HRD’S Critical Role In Creating Healthy Organizations. Atlanta: University of Georgia.

Grawitch, M. J., Ledford, G. E., & Ballard, B. D. (2009). Leading the healthy workforce: The integral role of employee involvement. Consulting Psychology, 61(1), 122-135.

Lowe, G. S. (2003). Healthy Workplaces and Productivity: A Discussion Paper. Quebec: Minister of Public Works and Government Services Canada.

Total quality management (TQM) refers to management approaches and initiatives aimed at improving the level of quality of business output. TQM targets all business activities including directing, organizing, controlling, and staffing functionalities to achieve customer satisfaction in the provision of goods and services. The concept of TQM has developed over a long period to streamline its functionalities for the effective delivery of services and enhancement of culture within organizations.

Some of the leading TQM gurus like W. Deming, V. Feigenbaum, Kaoru Ishikawa, and J. Tuan have influenced the concept of TQM and the values derived from it. Through the adoption of TQM, an organization conveniently and suitably adjusts its culture to promote productivity. In any organization, TQM focuses on executive management, employees, processes, culture, and methodology of production (Wheelen et al., 158). To ensure its proper conduct about quality, multiple values must be inculcated within organizations.

The urge to achieve the highest level of TQM in an organization requires the organization to inculcate virtues such as ethics, integrity, trust, training, teamwork, leadership, recognition, and communication. These crucial elements initiate with the founding components that drive the need for quality in management such as ethics, integrity, and trust. In this case, business ethics entail the codes of conduct that distinguish what is right from what is wrong in the business operations.

Similarly, integrity refers to honesty, impartiality, and morals that customers expect the business to demonstrate in delivering its services. Trust guarantees the development of TQM since it enhances integrity and ethics within the organization. As a result, these elements become the building block of TQM since they facilitate a suitable environment attributed to equity among all participants.

Once the essential virtues like ethics, integrity, and trust are integrated into the workforce in an organization, it is mandatory to improve their capabilities through training. In this case, training facilitates employees to improve their level of productivity. Therefore, it implies that employees should be imparted with additional skills and knowledge through coaching, apprentice training, or development by level. As a result, the employees boost their level of interpersonal skills, decision-making approaches, and problem-solving. In this regard, the employees’ capabilities and productivity improve concerning quality. Also, time and resource wastage within the organization decline considerably (Foong 1).

Since the organization instills good virtues into its employees, the adopted leadership approach should be ideal for all individuals. This implies that the leaders should be able to stir vision, strategize for the organization, and inculcate appropriate virtues among the subordinates. Through the adoption of appropriate communication within an organization, the company’s culture and methodology of processes improve. As a result, there would be appreciation and recognition of employees at the expertise level leading to increased morale and productivity.

Despite the importance of TQM, there are crucial components of management that an organization could adopt to enhance its effectiveness. These alternatives include total quality control (TQC), the theory of constraints (TOC), six sigma, and lean production. Initially, TQC involves the production processes that enhance the consideration of quality in every perspective of the organization. From the production system, the concept illustrates the need to enhance the reduction of defective products and time wastage.

This implies that the workforce should be well equipped with skills and knowledge that promote their level of productivity. Also, employees should have essential tools that enable them to deliver appropriately from the available resources. Concerning the seniors, they have to provide employees with appropriate methodologies that guide them in the production process about the quality of products and schedules designed. Therefore, through this process, the management enhances the quality and controls it within the acceptable standards of the organization.

The theory of constraints (TOC) entails a conceptual methodology of delivering the best output from scarce resources. In this regard, employees are constrained with the need of delivering quality products. This element assists employees to define the most appropriate procedures as per the minimal resources and avoid the production of defective products (Bono and Heller 1). Therefore, through this concept, the management can instill sensitivity and productivity in its employees boosting its performance.

Another crucial element of quality management within the organization is the six-sigma, which elaborates business strategies for the management. The approach outlines how the quality of methods can be enhanced in the production process through the elimination of defective products and variability in products’ quality. This method adopts statistical approaches to control the quality of production. Some of the designs use the Define, Measure, Analyze, Improve, and Control (DMAIC) process. In this case, the organization adopts the business strategy when there is a need to improve the quality of existing products.

On the other hand, the organization uses the Define, Measure, Analyze, Design, and Verity (DMADV) approach when dealing with businesses that are new in the industry to enhance quality and marketability (Longenecker 48). Since these two methods use statistical approaches and management techniques, they enhance productivity and employees’ effectiveness as well as the instruments or machines used in production. As a result, it is one of the best alternatives for industrial organizations when dealing with matters of quality. Also, it enhances the growth and expansion of the company leading to increased market share.

Another element of the quality management approach is lean production. This quality management approach focuses on the expenditure of resources for the utilization of value creation in consumer goods thus reducing the level of wastage. In this case, the business will stretch in its bid to reduce defective products as well as the resources used for production. Through this initiative, the business will be able to provide its consumers with quality goods and services.

The alternatives to total quality management are similar to TQM as they emphasize products’ quality. The adoption of these approaches for differentiation in the market will benefit the firm based on the industry of the business. Since the approaches are crucial for the improvement of the quality of production and service delivery, companies should enforce them within their businesses to ensure effective service delivery.

On the other hand, the employees’ productivity would improve since they would be able to adjust to the business demands based on the motivation given to them. The business pursuit of quality will enhance its relationship with consumers who are the main influential factor in the market.

Works Cited

Bono, Edward, and Robert Heller. “Total Quality Management | Thinking Managers.” Business management, development & leadership @ Thinking Managers. N.p., 2006. Web.

Foong, LM. “How To Measure TQM Success.” Total Quality Management(TQM)Implementation articles and case studies. N.p., 2001. Web.

Longenecker, Justin Goodell. Small business management: launching and growing entrepreneurial ventures.. 14th ed. Mason, OH: Thomson/South-Western, 2008. Print.

Wheelen, Thomas L., and J. David Hunger. Strategic management and business policy: concepts and cases. 11th ed. Upper Saddle River, NJ: Pearson/Prentice Hall, 2008. Print.

Introduction

Scholars and practitioners have long recognized that organizations must constantly be ready to change not only to solidify their competitive advantages, but also to modify the functioning of the entities (Battilana & Casciaro, 2012). Change leaders are at the forefront in driving the intended change and ensuring minimal resistance from relevant stakeholders, including employees (van Dijk & van Dick, 2009). The present paper looks into some underlying issues on monitoring and responding to drivers of change and resistance within the organization and industry.

Monitoring and Responding to Drivers of Change

As a change leader, it is always important to monitor and respond to the drivers of change with the view to developing a solid understanding of the organization’s capacity for change. Within the organization, I would monitor current trends in technology, globalization, customer expectations, industry, market, competitors, new leadership, regulations, as well as the economy. Within the industry, I would monitor current trends in technology, globalization, market, and the economy (Whelan-Berry & Somerville, 2010).

Such monitoring can be done through the development of a clear and compelling vision which could be used to note variations between current trends and future directions (van Dijk & van Dick, 2009).

Responding to change drivers is often a complex and multifaceted task which requires careful thought and analysis to ensure successful implementation of the change process (Battilana & Casciaro, 2012).

As the change leader, I would respond to the drivers of change within the organizational context by evaluating the organization’s capacity and readiness for change. In the event that the organization is ready for change, it is important to move the change vision to the group level before introducing the particular change to the employees for adoption. Here, it should be noted that the change being introduced to employees arises from a particular driver that has already been identified through demonstrating a vision which must be compelling to and accepted by individual employees (Whelan-Berry & Somerville, 2010).

Afterwards, it is imperative that I not only develop a strategy to sustain the momentum of the change implementation but also institutionalize the change. Within the industry context, I would respond to the drivers of change by assessing how the change may affect the organization and consulting with the top leadership to establish ways through which the organization could gain competitively from the change effort (Battilana & Casciaro, 2012).

Monitoring and Responding to Individuals Resisting Change

It is important to monitor the reasons that make individuals to resist change as such resistance can have an adverse impact on the successful implementation of the change project (van Dijk & van Dick, 2009). As a change leader, I would monitor the reasons by, among other things,

1. maintaining an open door policy,
2. encouraging change-related employee participation,
3. using the 5 stages of ‘grief’ model to assess resistance,
4. facilitating communication and support (Battilana & Casciaro, 2012).

Moving on, I would attempt to respond to the reasons for resistance by not analyzing the motivations behind the resistance but also improving the utilization of my self-enhancement strategies in response to the reasons advanced by individuals as forming the basis for resisting change (van Dijk & van Dick, 2009). To minimize resistance, I would also attempt to implement the change effort using tested and humane change models such as Kotter’s 8 step change model.

The steps of the model include developing urgency for the change project, structuring a powerful partnership, developing a vision for change, communicating the vision, addressing the various obstacles, designing short-term wins, building on the change project, and anchoring the change in corporate culture (Kotter’s, 2015).

Conclusion

The current paper has provided a personal perspective on how I would monitor and respond to the drivers of change as a change leader, and also how I would monitor and respond to reasons that make individuals to resist change. Drawing from this exposition, it is evident that a better understanding of these processes is needed to ensure effective change implementation.

References

Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381-398.

Kotter’s 8-step change model: Implementing change powerfully and successfully. (2015). Web.

van Dijk, R., & van Dick, R. (2009). Navigating organizational change: Change leaders, employee resistance and work-based identities. Journal of Change Management, 9(2), 143-163.

Whelan-Berry, K.S., & Somerville, K.A. (2010). Linking change drivers and the organizational change process: A review and synthesis. Journal of Change Management, 10(2), 175-193.