Organizational Change in Clothing Industry

From the past years, H&M was following the Power culture wherein the managers laid no efforts for the growth and development of its employees. the organization culture was quite restrictive and the workers were not even allowed to present their opinions or ideas before the management. They were quite restrictive to use their own skills and knowledge in their operations and were allowed to function under the proposed guidelines. This system has got quite outdated with time and therefore the directors feel to change the culture of the organization wherein significant efforts were laid so as to develop and train the employees for their future prospects (Carter and et.al., 2013). Since every activities of the companies revolve around the employees in the modern era, therefore, the people culture was opted by the CEO of concern. Herein, the employees are given the authority to manage and conduct their operations as per their desire. They are even allowed to present necessary suggestions which will aid the management in taking necessary actions if it feels fruitful.

However, it has been analysed that the change is not easy to be implemented in the organization. A company faces many challenges and change is one amongst it. Every amount of alterations in the existing policies is likely to bring certain amount of positive as well as negative impact with it (Cameron and Green, 2015). These changes are either not accepted by the staff members as well as by the directors. Nonetheless, the company needs to take every change as a challenge and try to adapt the organization according to it. This will assist the firm in deriving fruitful results in the future course of actions.

The organization is constantly being operated in the environment that is involved with the strategic changes to manage its operations according to the current trend. There are certain changes that does not fulfil the requirement of the organization. Therefore, the aims and objectives of the firm are sometimes not complementary to the proposed changes. There can be several reasons behind it (Vakola, Armenakis and Oreg, 2013). These comprises of the communication barriers, employees resistant to change and other issues in the operational activity.

The above discussed examples are the major barriers that does not comply the changes with its intended goals. When new changes are not properly communicated with the employees along with the prescribed goals of the organization then it is likely to degrade the operations of the company. For instance, in order to implement the above strategy of organizational change, it is necessary for the said firm to effectively demonstrate the need for the proposed plans. The CEO can explain the reason behind adopting the person culture tool which aids them to motivate the employees rather than using the inlaid policy in the opposite direction (Zhao and et.al., 2016). The person culture adopted by the H&M firm can even lead to the misusing the same by the employees. This can be seen in the form being lazy at workplace, coming late to the organization as well as other issues. The person culture means that complete democracy and power is given to the employees along with the considering them superior over the organization. Therefore, to implement the said change successfully in the organization it is essential to demonstrate the cause and effect of the same so as to comply by the goals and objectives of the company.

In addition to the above, when a company wants to change the leadership styles and approaches in the organization from lenient to more strict one, then the employees may get resistant to its. They can resent following any such policy and mainly tries to oppose it which in turn affects the current operations of the organization (Petrou, Demerouti and Schaufeli, 2016). Therefore, proper communication as well as demonstration of the change to the employees and the reason behind it, it imperative to be discussed with its employees.

Therefore, from the above two examples it can be stated that there are certain programs which does not intend to comply by the aims and objectives of the organization.

REFERENCES

Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.
Carter, M. Z. & et.al (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior. 34(7). 942-958.
Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Vakola, M., Armenakis, A., & Oreg, S. (2013). Reactions to organizational change from an individual differences perspective: A review of empirical research. The Psychology of Organizational Change: Viewing Change from the Employee's Perspective, 95-122.
Zhao, H. H. & et.al. (2016). Not Even the Past: The Joint Influence of Former Leader and New Leader During Leader Succession in the Midst of Organizational Change.
Petrou, P., Demerouti, E., & Schaufeli, W. B. (2016). Crafting the Change The Role of Employee Job Crafting Behaviors for Successful Organizational Change. Journal of Management, 0149206315624961.

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