Organizational Development Changes Issues

The implementation of new procedures or technology to restructure an organisation with the

changing demands of its business environment, or to capitalise on commercial possibilities, is
known as organisational development change. Organizational transformation can have a
positive or negative impact on the business.

The changes have an impact on employees as well as management. It has been recognized
that the Prometric Technology Sdn Bhd is faced with reposition employees to perform
revenue churning activities, providing them training and exposure to other department’s role
while supporting the company to generate revenue leadership. There were certain level of
impact as these were very new and sudden changes and hence accepting and adapting did
consume time. The traction mechanism changed with the mode of support, there were
challenges in keeping employees engaged and motivated at the desired level. One of the most
serious issues that the organisation has observed and identified is a lack of communication
during the process reposition employee. Building relationships, reducing mistakes, and, most
importantly, pushing toward improved productivity and future growth for both people and
organizations are all important aspects of effective communication in the workplace.

Employees were dissatisfied as a result of Prometric Technology Sdn Bhd restructuring,

which resulted in low productivity, a lack of communication, low involvement, increased
attrition, and demotivation. Employees look on their supervisors for advice, criticism, and
positive feedback. The divide between workers and management develops when these aspects
are lacking or poorly handled (Fu et al, 2017). Furthermore, transferring employees to
different sectors under new supervision, as well as a change in management leaders, who may
be new or transferred from another area, has created a communication gap between workers
and management.

Effective management limits a company's ability to optimise performance. To mention a few

consequences, poor communication can lead to a distrustful culture, low employee
engagement, uncertainty, and unsuccessful customer interactions. Top-down communication
is essential to bring all departments, leaders, and front-line personnel on the same page (Fu et
al, 2017). In the absence of guidance, the role of divisions and individual individuals is
undefined. When employees are unsure of their job function or priority on a daily basis,
inefficiency and a lack of productivity are predictable. Because of challenging signals, there
has even been confusion in some cases. The communication message gap between top-level
executives and employees is always there, and as a result, messages are frequently delivered
late and not on time. Another scenario is for high management and the front employees to
provide different perspectives on specific worker goals and task orientations.

Furthermore, the changes have been practiced in Prometric more focus placed on Home-
testing, engaging BPO to manage contact center, reduction in in-house resources, hiring
contractual staff, WFH mode, down-sizing office space, reorganization department &
reporting structures. Extensive analysis and consultations including financial, legal advisory
were required to make executive decisions in short duration. In order to meet clients’
requirements and sustain the business, significant changes were made.

As a result, the Prometric organisation places considerable emphasis on the following:

i. The organizational structure

ii. Continuing to improve infrastructure

iii. Performance measurement and management system

iv. Employee development techniques and training

2.0 Overcoming Resistance to Change

Change resistance can be caused by a variety of factors, including the workplace, a lack of
trust, unemployment, a lack of knowledge about improved technology, a fear of upgraded
technology, poor communication, and so on.

Resistance types are including:

(i) Logical Resistance

(ii) Psychological Resistance
(iii) Sociological Resistance

New management methods are frequently adopted to help a firm grow. Uncertainty, lack of
confidence and trust, fear of the unknown, maintain “comfort-zone” is one of causes of
resistance to change within Prometric organizational. Prometric could introduce new
methods, new ways of working, new technology, a new leadership style, a new management
structure, and a new overall approach philosophy. When faced with the responsibility of
implementing change, though, things aren't always easy (Pearce. A. D et al, 2017). People are
resistive to change and are influenced by the persistence theory. Change is necessary in
today's world of technology, competition, changing customer preferences, advancements, and
inventions.

Communication was key to ensure employees were kept informed and set the expectation.
Getting employees to be involved in the process of change and progress, empowering them to
make certain level of decision and champion the change. However, it is influenced by the
organization's culture, as well as internal and external variables. These elements include the
organization's communication efficiencies, leadership styles, and influence from individuals
who have left the business, fear, and personal characteristics such as perception. For a
management, implementing organizational change can be a challenging task. It is important
for the management to adequately minimize resistance to change in order to overcome this
transformation. This is because, in the ever-changing global stage, change in companies is
necessary.

In additional, individuals prefer to stay in their current circumstances rather than adjust to
new lifestyles that they are unfamiliar with, therefore a change is likely to revolutionize the
status quo in an organization. Because of this mindset and nature, humans are reluctant to
change. Any change in an organization's process or activity needs strategic thinking and is
considered necessary (John, 2006). Although changing individuals is difficult, the ability of
organizations to foresee and adjust to change is critical to their future success. Change is a
slow and methodical process that requires careful planning. Management should be involved
in the transformation process because it requires support from all sources. Though resistance
to change is unavoidable whenever a new way of doing things is proposed, it is critical to
minimize it. By proactively involving those who will be affected by the change, the entire
process will be thoroughly understood, and no unfounded fear will be able to disrupt the
change (John, 2006).

Change causes uncertainty in the minds of employees when it is applied in a company. They
have no idea what will happen to their careers, status, or even their pay. They fear that the
desired change will negatively influence their lives, therefore they fight it; this is known as
fear of the unknown, and it can effect a single person or an entire department. Fear has the
impact of slowing down ordinary processes while also opposing the intended change (Lere,
2016). Fear is expressed in the organisation as a wave of demonization. Change is made for a
variety of reasons, each with its own set of goals to achieve.
One of the most common ways to overcome resistance to change is to educate individuals
who will be affected by the change. People may object because they don't fully comprehend
the change or how it will affect them. It is critical to involve individuals as early as possible
in the change process in order to reduce resistance (John, 2006). Because people will feel that
they are a part of the change process, they will not see the change as odd. Change resistance
can be considerably reduced by effective communication. When anxieties are raised, for
example, it is critical for change managers to explain every detail that could create concern.

The primary goals are to improve current working conditions and methods, to adopt a new
way of doing things, to create new resource combinations in an organisation, and to adopt
new technologies. In order to achieve the above goals, a restructure of how things are done in
general is required, and employees are left wondering what will happen to them following the
shift. Depending on the perspective taken by opinion leaders, the presence of opinion leaders
will either create or decrease fears. Fear is complicated by the fact that when changes occur
in an organisation, they can result in job loss, which is an employee's greatest fear (Lere,
2016). The necessity for the desired change should be recognised initially by leaders at all
levels. If the change came from the top, it should be brought to the attention of the top
executives first. If it comes from a middle stage, communication must first be improved. In
order to drive change and overcome opposition to change in a firm, there are a lot of
approaches to explore.

2.1 Communicate a clear picture of the transformation.

The senior management team is in the best position to create a vision of the desired state in
Prometric organizational. A well-crafted vision will communicate the fact that something is
wrong while also instilling in them a sense of urgency to act.

2.2 The transformation must be coordinated by senior management.

Only from the top down can large-scale organisational reform be successful. Middle
management and employees just lack the authority to effect the widespread change required
for success. Senior management must serve as role models and directly exhibit their
commitment. They must also explain their expectations clearly and hold employees
accountable for their accomplishments can be practice on Prometric.
2.3 Make the required changes to the organization's structure

One or more components of the organization's planning may need to be adjusted to enable the
change, depending on the sort of initiative being launched for Prometric. To accommodate a
shift to self-directed work teams, an organization's structure (unit boundaries and reporting
connections), information technology (applications), infrastructure (office layout), and
individual capabilities (employee competences) would all need to be updated.

2.4 Create a communications strategy

A clear communications strategy should be devised early on in any effort. Three goals should
be met by this strategy: (1) convey the anticipated future state, (2) seek employee
involvement during the design process, and (3) highlight employee complaints and
unresolved issues during the implementation phase for Prometric.

2.5 Educate staff at the appropriate way.

Any well-thought-out change programme must include the identification and delivery of
education. In most circumstances, education is delivered from the top down, with an initial
focus on the change's conceptual and strategic aspects. For example, Prometric a strategic one
education section, senior management may be educated on issues such as future competitive
characteristics, a definition of world-class performance, quality management techniques, and
design or implementation factors.

2.6 Kotter´s 8 step model of change

This model is a simple step-by-step paradigm with clear instructions that focuses on
preparing and accepting proposed improvements. Prometric could emphasise the following
Kotter's eight strategy (Kotter, J. P et al, 1979):

1. Create a feeling of urgency - Recognize the frustrations of limiting employment without

effective communication.

2. Form a powerful alliance - The Human Resources Department is tasked with identifying
the communication gap.

3. Reinforce confidence in personnel by emphasising strategic vision.

4. Improve and enhance the output of that result - Make the vision obvious.

5. Get things going - Employee empowerment

6. Raise Awareness - Motivate, negotiate, encourage, and instruct employees.

7. Continue to transform – new job creation and knowledge innovation

8. Implement Changes - Carrier advancement and remuneration benefits