How would the presence of an HR department have made a difference in the implementation?
The presence of a human resources department would have made a massive difference. When it comes to organizational transition, the HR department must ensure that leaders receive the appropriate training to lead change. Despite the President’s noble and transcendent intentions, he lacked comprehension of the institution’s culture and intricacies. He was new to the company, and the human resources department may have equipped him for what was to come. He was oblivious of the numerous informal groups within the institution and their authority. HR could have also assisted in preparing staff members for the transformation by allowing them to advance their skills and knowledge to match or exceed the expectations. The President did not provide enough time for the institution’s staff to adjust to new performance measures, which contributed to resistance. The human resources department is essential for communicating changes and monitoring progress.
If you were the President, how would you have implemented the changes differently?
I believe the President made significant improvements in a short amount of time. He made structural, scholarly, and human resource changes simultaneously. If I were in his position, I would have first developed a comprehensive strategy to prevent the execution. Change is a process, and attempting to enforce everything in a year will lead to failure. Successful and long-term change is slow, and a business strategy with protracted goals could have laid the foundations. I could have used a change management plan as well. Kurt Lewin’s change management model is one of the best since it enables the leader to “unfreeze” existing behaviour and attitude before implementing the change. The President did not take the time to unfreeze the institution’s current culture. He did not create a change-friendly atmosphere, which would have urged employees to change. As the institution’s President, I would have begun by restructuring its actions and tradition.
What conflict resolution systems would you have instituted during the implementation phase?
During a period of change, conflict is investable. Employers and managers frequently take issue with the best way of implementing challenges and improving goals. Before implementing change, setting up conflict identification and resolution systems must be at the top of leaders’ to-do lists. In the case of PIGAMU, resolving conflicts based on alternative disputes could have been advantageous. Members of staff should meet with the company’s leadership to establish common goals and tackle issues that prevent them from being achieved through collective bargaining and the guidance of their representatives. Roundtable discussions, fueled by negotiations and compromise, should have contributed to the avoidance of the conflict.
How would you have minimized resistance to the changes?
Effective communication is critical for dealing with resistance. The President should have conveyed the change strategy in advance, including seeking input from staff members. While communicating the need for change, the President would have allowed employees to prepare their minds for the transformation. To accept change, some employees may necessitate more than communication. In such instances, leadership should create facilitation programs, such as planned training and development workshops, to assist individuals in acquiring skills needed to sustain the transformation. Furthermore, the institution’s leadership should have constantly reassured personnel of their roles. Many personnel are opposed to change because it creates problems in their jobs. Most of them are worried about their job stability, and guaranteeing them of their roles may help to reduce opposition and build morale. As a result, it was vital to reassure staff members that they would not be dismissed and assist them in increasing their productivity.
What is the role of societal culture in the case?
Because of the seniority culture, which underscores regard for the elder people, the President could not negate senior faculty for underperformance. Employees were also rewarded in conformance with the company’s culture. Based on the case study, the institution’s incentives programme is based on seniority, which does not consider the organization’s performance or goals. Such social standards stifle growth by establishing a culture of complacency. Another manifestation of societal culture in the case was how the institution handled recruitment. The case study revealed that the institution filled positions through “familiar and friendship networks.” Nepotism was pervasive. Organizational growth is seriously compromised by a culture that emphasizes friendship and family over academic credentials.
If you were invited by the Governing Council as a consultant, what would you recommend to the Governing Council and the new President?
One of the recommendations to the Governing Council and the President is to set up a functional human resources department and do so as quickly as possible. Many of the establishment’s problems are related to human resource development and change management; both are impossible to attain without a Human resources department. To increase ownership of change, the President should formulate a plan that integrates input from stakeholders. To avoid a lawsuit, the President should supervise the establishment of a dispute resolution mechanism within the institution. Going to trial only harms the company’s public image. Ultimately, the President’s schedule must be supported by the Executive Council. The President is unlikely to be successful without the Council’s kindness and assistance.