Guiding Organisational Change in 1

GUIDING ORGANISATIONAL CHANGE HUAWEI TELECOMMUNICATIONS COMPANY

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Introduction
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Although changes in an organisation are inevitable, they may be faced by negative responses

from employees. This negative response is attributed to different impacts on an individual and

the organisation at large (The Society for Human Resource Management 2015). The impacts may

be positive or negative, depending on the level of management. Management of change is an

essential quality required by managers and leaders in an organisation. For change to have a

positive impact, all stakeholders must be actively involved. Supervision has to be intensive, and

all resources required gathered ahead of time. Since change is not an easy task, it should be

performed in well planned and thought out manner. Monitoring and analysis should be done

regularly to help locate change and work on it. Monitoring and analysis are the continuous

transformation model of change. Huawei should apply this model to help it oversee any

problems in the corporation.

Huawei Telecommunication market crisis

Huawei Telecommunications Company is an international technology company based in China

that sells electronics like smartphones and provides telecommunication pieces of equipment.

Huawei Company has recently been in the spotlight for suspected spying gadgets in the United

States (Cillufo, Frank & Sharon 2018). This claim has necessitated a change in the corporation to

prevent the Company from losing significant customers like the United States and Europe.

Corporation change is guided by a framework for management, leadership, and change. This

framework focuses on corporation culture, structures and processes, tasks and procedures,

attitude, and behaviors.

Organisations change due to several reasons. Competition- Organisations change to keep up with

the competition in their fields. To beat the game, the corporation needs to evolve their strategies
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and processes. Huawei has been modifying its products and customer relations to remain on top

of the competitive market.

Societal reasons- Organisations change to accommodate customer demands and claims. Huawei

Technological Company has to change to improve its destroyed image in society.

Organisational Culture

The corporation culture plays a significant role in the process of guiding corporation change

(Ahmed & Saima 2014). Two models have been developed to try and explain the nature of

corporate culture:

The iceberg model

An iceberg is a mass of floating ice. It is famous for hiding its better part underwater, thus

causing accidents in the sea. The iceberg model tries to explain how the visible part of an iceberg

represents the evident culture and the more significant hidden part to represent the obscure

cultures (Lim & Benard 2016). According to the model, invisible culture includes world views,

beliefs, attitudes, values, and assumptions. These are the major driving forces of corporate

culture. They clearly define a company's goals and mission while at the same time evaluating its

position in the industry and the world.

The onion model

An onion is arranged in different layers. These layers can be used to describe corporation culture

(Lim & Benard 2016). The outer layers represent the visible corporate cultures and values, while

the inner layers represent the invisible. The center of the onion has the core invisible corporate

cultures like beliefs and norms, which are hard to understand.

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Huawei Technological Company should come out clearly and explain its corporate culture.

Giving their customers knowledge of their visible and invisible culture and values will help win

their trust again at this moment of crisis. Huawei Company should also operate transparently as it

will improve its image in the society.

1. corporation Structure and Processes

The corporation structure and process defines powers, roles, responsibilities, information flow,

and also tries to explain different levels of management (Gaba & Joseph 2013 pp1110). Huawei

should consider revising its organisational structure and process in this situation. The Company

should also try and appreciate the contribution of the organisational structure and process as it

usually runs in the background without appreciation.

Corporation roles, power, and responsibilities

Corporations have a set structure of how power, tasks, and responsibilities are shared in an

corporation (Gaba & Joseph 2013 pp1111). These structures determine how activities like

planning and hiring in the organisation are conducted. In applying these aspects, some factors are

considered. The first consideration is whether the structure is useful in the accomplishment of the

vision. Every arrangement should aim at helping the corporation efficiently accomplish its goals.

The leaders determine most of these structures. The leader should be able to coordinate these

aspects to achieve the organisation's goals. The second consideration is whether the hierarchy

structure can accomplish the tasks enlisted in the goals and vision of the organisation. The

structure should be appealing to the customers and the employees too. The roles in the

organisation should be well laid to be understood by an employee regardless of his level. To

achieve this, the structure of power in the organisation has to meet the required standards. The
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leaders are also entitled to coordinating responsibilities. They are supposed to ensure quality and

quantity in an organisation apart from ensuring employees' rights are observed.

The management in Huawei Technology Company should ensure that its leaders have the

necessary power to ensure the precise execution of roles and responsibilities. These powers will

help the corporation get access to the quality of their products and identify any faults.

Information flow

Huawei Technology company should have a clear channel of communication. A communication

channel could have helped the Company identify any faults in their gadgets to prevent the recent

accusation. Information flow in a company ensures precise coordination of tasks and feedback

(Gaba & Joseph 2013 pp1112). Tasks in an organisation should be shared according to the

specialty of employees. Upward and downward communication helps in reporting performance

to the management, and in return, feedback is given. Proper communication ensures the

production of quality goods and services.

Levels of management

Huawei Telecommunication company needs to come up with an authoritative leadership style.

This leadership has the manager set the direction and mobilize people to follow along (Andersen

2012). The leadership style is efficient to Huawei as it is applied when the Company needs a new

and clear direction. Huawei needs a new trend in production and marketing to meet its vision of

preventing the market from impacting on them negatively.

Adaptation
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Huawei Telecommunications company has to find ways to adapt to the new market. The effect of

the claims from the American countries may impact negatively on its market base. This may be

done through:

Embracing agile project management- Huawei Technology Company should be ready to initiate

quick projects that aim at reducing the impact of the product suspicions. This can be done by

explaining and proving to the public that their products are not threats to the security of

consumer countries.

A consultant can be hired to help evaluate the effect of the claim from the American

government. The consultant will help Huawei Technological Company to keep a record of

improvements and fails of any efforts they make.

Huawei Technological Company may consider going to the ground and taking views

directly from the consumer. They should get information on prospected changes and

improvements. This information will help keep existing customers and attract new ones.

In case the Company does any hiring, it should pick the forward-thinking employees.

These employees will give the Company the ability to predict market behavior and act before it

affects the sales of the Company.

Huawei technological Company should also cut out the supply of suspected products and

come up with newly approved ones. This will help reduce doubts among employees on the

nature of the product.

Adapting to new market strategies requires several skills:

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Workers in Huawei Technological company should accept change as a typical day to day

occurrence (Giauque 2015). This is because the new crisis will require vital changes to be made

to the product and mode of marketing. These changes include new marketing and advertising

strategies.

The Company should also focus on strengthening its market strongholds. This move will help

prevent total failure of the product market.

Huawei Technological company should create a team of employees who are tasked with

ensuring customer demands are met with the urgency it deserves. Focusing on customer demand

will help avert unwanted attention on the crisis and thus see the Company through the problem

safely.

Although the United States is discouraging other countries from using Huawei gadgets,

the Company should be ready to take risks. Risks will be taken through constant export of their

products to influenced countries to assess the effect of the problem.

The market crisis should be communicated throughout the Company to ensure all

employees know the objective of every step taken at the moment. Communicating the problem

will help focus all the energy towards the same goal.

Creativity low transactional management

The management, Huawei Technological Company, should try changing the way they perceive

the market. Creativity has proven many critics wrong over time through the introduction of new

products or processes that enhance a company's products.

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Creativity can be used to enhance flexibility in Huawei Technological Company. This is because

it allows more than one method of solving a problem. Creativity can be created in the sales and

marketing sector by introducing incentives like low cost of the Company’s gadgets and intensive

marketing.

A positive attitude is needed to see through a major crisis in a company. Huawei Technological

Company should enhance workers' attitude remains positive through an improved relationship

between the management and employees.

Innovation enhancing environment should be created to enhance the creativity in the Company.

This environment can be created by rewarding the best ideas.

Low transactional management is encouraged where creativity is of importance. Transactional

management is a type of leadership focused on order and structure and does not facilitate

creativity (Birasnav 2014, pp1625). Transactional management focuses on short term goals. This

is because the leader works within the Company's constraints and does not intend to outdo it.

Huawei needs low transactional management, which will focus on the future of the market

pattern. It should also be able to predict how the current crisis will affect the organisation in the

future so that it can plan on how to overcome the effects.

Transactional leadership thrives on doing things correctly. Additional ideas aimed to make things

better are not welcome. This environment demotivates the workers from introducing new ideas

from the Company. Huawei Technological company needs to beat all odds and overcome

transactional leadership. The market crisis at hand needs to be viewed in more than one way.
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Transactional leadership is inflexible and opposed to change. An organisation with transactional

leadership does not welcome change in any form. Most of these changes are aimed at improving

the Company's product or services. For Huawei Technological company to sail through the

current crisis safely, they have to accept change. Accepting change will allow new ideas to be

introduced that will help deal with the market crisis.

Low transactional leadership enhances the transfer of knowledge and ideas. Innovations are

presented and perfected to be applied in the Company. Huawei Technological Company should

enable low transactional leadership. Low transactional leadership will give the employees a

chance to help in solving the current market crisis.

Works Cited

The Society for Human Resource Management (2015). Change Management. Retrieved from

www.shrm.org/templatestools/ glossaries/hrterms/pages/c.aspx on May 1st, 2016.

Giauque, D. (2015). Attitudes towards organizational change among public middle managers.

Institute of political and international studies, University of Lausanne, Switzerland.

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Cilluffo, Frank J. and Sharon L. Cardash, ‘What’s wrong with Huawei, and why are countries

banning the Chinese telecommunications firm?’ The Conversation, 19 December

2018. https://theconversation.com/whats-wrong-with-huawei-and-why-are-countries-

banning- the Chinese telecommunications-firm-109036

Ahmed M, Saima S. The impact of organizational culture on organizational performance: A case

study of Telecom Sector. Global J Manage Bus Res 2014; 14(3).

Lim, Bernard (2016), Examining the organizational culture and organizational performance

link, Leadership & Organization development journal 16, 5

Gaba V, Joseph J (2013) Corporate structure and performance feedback: aspirations and

adaptation in M-form firms. Organ Sci 24(4):1102–1119

Andersen, E. (2012). Manage or lead? Do? Both.

http://www.forbes.com/sites/erikaandersen/2012/04/10/manage-or-lead-do-

both/#426b933d373c. Accessed November 20, 2016.

Birasnav, M., 2014. "Knowledge management and organizational performance in the service

industry: The role of transformational leadership beyond the effects of transactional

leadership," Journal of Business Research, Elsevier, vol. 67(8), pages 1622-1629.