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Organizational Restructuring Memo
Student’s Name
Institution Affiliation
Course
Date of Submission
To: Organizational Leaders
From: Head of Human Resource
Date: August 25th, 2018
Re: Organizational Restructuring
As an institution grows and develops, it will likely to experience various types of changes whose implementation can be difficult if improper methods are utilized. Coming up with efficient strategies to introduce and initiate change is likely to ease the stress that an organizational staff may feel when the amendment is proposed and can also assist the vendors, clients and business partners increase to the changes. Therefore, some of the best ways to implement the structured change will include bringing the workers on board with the institutional change as this will strategically smoothen and assist clients and vendors adjust as well. A strategy that can get workers personally engaged in transition is to effectively encourage them to view the business as though they are charged with running its operations. As observed by Van de Ven, A. H., & Sun, K. (2011), having workers think like the entrepreneurs through allowing every worker know how their impact on initiating change can enhance profitability makes change a personal responsibility.
Also, in restructuring the sales team, it is recommended that the change is mapped out since if the more significant part of the difference is left to the staff’s imagination regarding the move, it will, in turn, lead to misinformation and make the change administration difficult (Van de Ven & Sun, 2011). As observed in the Kotter 8-step change model, it is appropriate that workers be given the details of what the change entails and how it is likely to affect the business. Making institutional changes without the concert and participation of workers on the nature of changes is expected to lead to confusion. Moreover, as part of the best ways to engage the move, it is appropriate to implement the change in stages than later come up with a solution that should be rolled out on a trial basis. Lastly, every stakeholder including the management and executive groups should be engaged in the implementation process as this will make the entire staff feel the sense of urgency.
Executing the Change Plan
To effectively implement the change which in this case is restructuring the sales team, it is essential that the management should continue providing the needed support as the process will engage stress and tensions among employees. Moreover, these workers will make mistakes more frequently or experience ambiguity regarding the new duties of career descriptions (Leonard, 2011). The management should, therefore, continue assisting workers to cope up with this stress by displaying support, tolerance, and continuing to offer support to workers even after the change process is done. It is also essential to execute the change through coming up with small wins that will encourage all the stakeholders on the significance of the restructuring the sales team to more divisions and thus proceed with the change attempt. For this reason, breaking up the planned sales change into stages is a superior idea as it leads to smaller targets and represents that their concept is on the right track.
In executing the change process, it is essential to remove all the obstacles that are associated with the change execution including individuals who publicly support the change while silently undermines the planned changes. The management thus must evaluate, understand, and delete these problems (Leonard, 2011). More ways of effectively executing the change plan involve publicizing the success as this will make the business benefit by sharing the change efforts being initiated in the entire process. Some of the advantages associated with this type of change are that the whole chain of management will be efficient due to centralized individuals charged with various responsibilities.
Communication Plan
According to Mitchell, G. (2013), a communication plan is an essential part of every institution’s management tool since with such a scheme in place, a business’s management will be well positioned to engage changes or events relating to the company.
| Stakeholder | Assess | Design | Implement | Sustain |
| Division Vice President | Health and safety of the entire workforce | An employee-oriented organization culture that encourages quality and high sales performance | The set goals and objectives of the business unit | A superior workforce that will increase productivity in sales |
| Regional Director | The essential customer needs and ways of meeting these wants | An appropriate sales mechanisms and strategies that will maximize profits | Will implement the spirit of teamwork and unity among the district managers | An effective performance feedback through worker recognition, rewards and disciplinary actions |
| District Managers | The priority wants of consumers and preference | An appropriate methods of reaching out to various consumers in various regions | The needed improvements and marketing strategies | An effective flow of services across the sales chain |
References
Leonard, D. A. (2011). Implementation as mutual adaptation of technology and organization. Manag Knowl Assets, Creat Innovs, 17, 429.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management (through 2013), 20(1), 32.
Van de Ven, A. H., & Sun, K. (2011). Breakdowns in implementing models of organization change. Academy of Management Perspectives, 25(3), 58-74.
