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1.1 Information About The Case Company
1.1 Information About The Case Company
1.1 Information About The Case Company
Uheng Office Equipment Sdn Bhd is office furniture supplier & authrised
dealer of Chubb Safe.They specialized in supplying office furniture and office
equipments, such as office table, office chairs, steel storage, metal and wooden
cabinets, office gypsum board partition, open plan system partition, safety box, fire
resistant safe, banquet chair and table, white board, magnetic glass board, mobile
compactor, link chair, pantry furniture, racking, custom made office furnitures.
U-Heng was established since 1st June 1989 by Mr.Cheon Lai Heng. The
business was first startup in supplying office automation equipment, such as copier
machine, fax machine, time recorder and etc. In Year 1992, they expanded their
business into supplying fire resistant safe, office furniture and office steel
storage.Uheng’s commitment to works and satisfactory from customers has got their
company more business orders and in 2010, thus have increased their warehouse in
Johor Jaya to tackle the incoming orders.
In year 2012, Uheng started to expand its business into Singapore market to
reach to more potential customers. In 2014, they have upgraded warehouse to 3000
square feet area and started using forklift and racking system for better warehouse
management. In just a few year, Uheng again upgraded warehouse to 8400 square feet
area and relocated to Eco Business Park 1, which is year 2018.
The current company director is Mr Cheon Chun Ang. There are 4 major
departments in Uheng Office Equipment Sdn Bhd such as sales department, logistic
department, account department and purchasing department. All these departments
plays an important role in company’s organizational performance especially sales
department, logistic department and also purchasing department. Sales department
consists of 2 project managers followed by their junior sales executive of 4 members,
whereas logistic department and purchasing department is handled by one person
respectively. The workflow in Uheng is started from sales department followed by
purchasing department and lastly is Logistic department.
1.2 Problem Statement
Generally, companies and organization will usually starts when one or more
managers or administrators feel an opportunity in their organization, department, or
group, and believe that new features need to be developed or they decide to improve
performance through organizational development. The organization may be
successful, but there is still room for improvement. It may be facing imminent
environmental conditions and therefore needs change the way it works.
The initial stages in the OD process include joining and signing the contract.
They include identifying operational challenges or prospects for improvement in a
preliminary fashion, and developing a working partnership on how to address these
problems between OD professionals and customer system participants. The initial
conditions for the following stages of OD implementation are set by entering and
signing the contract: diagnostic organization, preparing and implementing
improvements, and reviewing and institutionalization them. They help determine the
challenges can be addressed by those operations, who will execute them and how
they will be done.
The circumstances of entering and entering into contracts may vary from
case to case, and the form and complexity are also different. When the manager of a
work group or department acts as its own OD practitioner, entering and signing a
contract usually requires a meeting between the manager and the group members to
discuss the problems to be solved and how they will achieve the goals together they
set. Here, the entering and contracting process are informal. They enable all relevant
members to directly participate in the process, requiring minimal formal procedures.
The IPO model is a functional diagram that is used to describe the inputs,
outputs, and processing functions needed to transform inputs into outputs. The model
is often designed to provide some storage during the process that might occur. Enter
the data and material flow that from the outside reflects the incoming phase. Both
activities needed to incorporate input conversion are included in the processing steps.
The data and materials that flow out during the process of conversion are the
production. JGD will analyze the issues and discover their effects and consequences
in the organizations at three levels as shown below :-
Figure 3.1 : Input Process Output Model in Organization at Three Levels
3.1.1 Organization Level
Organization-level analysis is the most extensive system perspective commonly
used in diagnostic activities. There are 2 types of environment such as general and
task environment.As for Uheng 5 major designs components are involved such as
technology, structure, strategy, human resource system and measurement systems.
Organization will align their design components to each other and to the
environment. Output of Uheng in organizational level is affected as its whole
organization effectiveness is low. The performance of employees is deteriorating as
their productivity level is lacking. This has displeased the satisfaction of
stakeholders.
Train Managers to Frequently Brings out the strenths and weakness of Employees
Give Feedback Increase Employee Engagement
Under-performing Employees will Compete
Link Performance with Increase Employee Productivity
Rewards and Recognition
Employees will Gain Motivation
One of the most basic axioms of OD is that people's degree of readiness for change
depends on the perception of change. This involves making people so dissatisfied
with the status quo that they are motivated to try new workflows, techniques or
behaviors.The readiness of organization towards the intervention is assessed based
on following criteria such as organizational culture, power and politics and people
skills and abilities.
Once it is decided that modifications have been incorporated and are successful,
attention is directed at institutionalize the modifications, retaining them as a regular
part of the running of the company for an acceptable amount of time. Any
improvements are just part of a protracted journey of organizational adaptation in
dynamic and unpredictable settings. It is not a one-time shift to innovate new goods,
but a continual process and this must be enforced over and over again.
A context that describes organization and interference is presented in Figure
features and institutionalization mechanisms that influence the degree to which
initiatives for improvement are institutionalized. The model indicates that multiple
institutionalization mechanisms occurring in organization are influenced by two
main antecedents: Organizational and intervention characteristics. In exchange,
these systems shape multiple institutionalization metrics. The model also shows that
organizational characteristics can affect the characteristics of intervention.
Organization Characteristics
a. Congruence : This is the extent to which an action is considered as being in
harmony with the organizational theory, policy, and function of the
organization; the existing environment; and other improvements taking
place.Intervention is compatible with these dimensions, increasing the chances
of that it will be maintained and sponsored. Congruence can make persistence
simpler.By making it possible for participants to obtain and disseminate their
contribution to the intervention to larger divisions of the organization.
b. Stability of Environment and Technology : This involves the extend to which
organization's environment and technology are changing.When conditions are
stable, the durability of transition is preferred. It makes sense to integrate the
shift in the environment and operational design processes of an organization
under these circumstances.
c. Unionization : Diffusion of interventions can be more difficult in unionized
environments, particularly when shifts impact matters of union contract, such as
wage and marginal compensation, role design and employee flexibility.
Intervention Characteristic
a. .Goal Specificity : This requires the degree to which the purposes of action are
not universal, but unique to the company and its members. Specificity of
expectations allows to design activities such as preparation and so on to the
specific actions necessary for the initiative to be enforced
b. .Programmability: This covers the degree to which the improvements can be
configured or the extent to which the particular intervention characteristics may
be relevant.
c. .Level of Change target : This explains the extend to which the change target is
the total organization, rather than department or individual. Each level of
organization has facilitators and persistence inhibitors.
d. Internal Support : This applies to the level of which an organizational support
structure is in place to direct the process of transition. Internal assistance,
normally offered by an internal expert, will draw on the commitment to reform
and encourage the members of the organization to execute it.
e. Sponsorship : This concerns the involvement of an influential supporter that
may introduce, distribute and legitimize action capital. Sponsors have to come
high enough from the level of the company to monitor the necessary services,
and they must have the strength and visibility to promote action to see that it's
still feasible.
Institutionalization Process
a. Socialization : This includes how the data on attitudes, desires, norms and
values are communicated in relation to the intervention. Since the execution of
programmes requires substantial learning and innovation, to facilitate the
persistence of the reform initiative, a continuous process of social ideals is
crucial. Members of the organization should concentrate resources on the actual
changing existence of the intervention. This evidence must be shared to other
staff and new ones.For an example, coaching among top management is the
initial transmission of information about the intervention.
b. Commitment : This takes individuals to habits correlated with the strategies. It
consists of initial programme participation, as well as dedication over time.
Dedication opportunities should inspire people to choose the routines they need.
Free, explicit, and freely accessible. This factors favour a high degree of
dedication which will encourage the stability of new habits. Commitment can
be based on a variety of hierarchical layers, including the workers personally
concerned and the middle and upper levels managers who will help or
discourage the action.
c. .Reward Allocation : This includes relating benefits to the new characteristics
needed by an action. The persistence of improvements can be enhanced by
corporate incentives in 2 ways. Next, emerging habits can be strengthened by a
mixture of intrinsic and extrinsic incentives. Second, to the degree that
incentives are viewed as fair by workers, emerging habits may continue.
d. Diffusion: This extends to the method of shifting modifications from one
system to another. Diffusion facilitates institutionalize by providing a wider
organizational base to support the new behaviors. Many interventions fail to
persist because they run counter to the values, purpose, or identity of the larger
organization.
e. Sensing and Calibration : This requires identifying deviations and taking
corrective steps from desired intervention patterns. Invariably,
institutionalization views as it is facing destabilizing powers, such as
environmental developments, emerging technology, and resistance from other
departments to nullify changes. Such considerations cause these variables any
variance in results, preferences, criteria, and principles.
iii. Participation and Involvement : One of the oldest and most successful
techniques for resolving opposition is to engage company members directly in
planning and implementation of transition. Participation will both contribute to
the production of high-quality changes and opposition to adopting them may be
resolved.Participants can provide a range of data and ideas that can lead to
creating the effective and situation-appropriate developments. They can also
recognize pitfalls and challenges to implementation.
The intervention that was proposed to Uheng Office Equipment can be continued for
a long term process as it does not focus only at performance appraisal but gives
importance for the organization as whole. The intervention will increase employee
productivity and at the same time improve performance of the organization.
CONCLUSION
As a conclusion, it can be concluded that, the main issue that this organization
facing is poor employee productivity due to poor performance appraisal.This poor
employee productivity affects company that it causes low profit and the reputation
of the organization is decreasing. Phase 1 of the intervention explains the entering
and contracting phase of JGD Consultant. In this chapter, organizational issues ,
problems and symptoms were identified and explained well.The factor of the
organizational issue was explained using Fish-bone diagram.Next in phase 2
diagnosis is run towards the key element that contribute to the decrease of
productivity of employees in the organization using Input-Process-Model in 3 levels
such as organization, group and individual.Planning and implementing the
intervention was carried at Phase 3. The interventions and implications were
explained in the table such as set goals effectively, training the employees, train the
managers and link with rewards and recognition. Phase 4 explains the suitable tools
to measure the effectiveness of the interventions. Quassi-experimental and feedback
survey was used to measure the effectiveness. Institutionalization process to create a
culture is explained in this phase using the framework. Three major strategies,
empathy and support, communication and participation and involvement is
discussed to overcome the resistance to change and finally the decision to continue
or modify or suspend the intervention is explained. JGD Consultant made decision
to continue the intervention for the benefits of the employees and the organization.