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HUMAN RESOURCE MANAGEMENT TOPIC:MANAGING CHANGES & CULTURAL TRANSFORMATION
Presented To: Mr. Imran Mahmood Khawaja
Presented By: Amna Mahmood
Class: MBA (B&F) 1st Semester
Allama Iqbal Open University Islamabad
ACKNOWLEDGEMENTFirst of all Thanks of Allah who is the most beneficent and the most merciful whose blessings are abundant and favors are unlimited.
It is my pleasure to acknowledge the guidance and support of my subject teacher Mr. Imran Mahmood Khawaja
For his endless guidance.
I would also like to acknowledge “Pak German Engineers”
EXECUTIVE SUMMARY Change is a constant in both our professional and our private lives. The rate of change is escalating in virtually all organizations. Management change is the process by which an organization gets to its future state, its vision.
Cultural transformation begins with the personal transformation of the leader . Organizations do not transform. Peoples do.
Now discuss the Managing change & Cultural Transformation in an organization that is “Pak German Engineers”. Pak German Engineers went into a major structural change where its project wing was made separate from its project wing
TABLE OF CONTENTS • Introduction To the Topic
Managing change & cultural Transformation
• Organization Introduction
• Practical Study of the Organization
• Data Collection Method
• SWOT Analysis
Strength
Weakness
Opportunities
Threats
• Conclusion
• Recommendation
• References
DATA COLLECTION METHOD
Data collection is any process of preparing and collection data, for example as part of a process improvement or similar project. The purpose of data collection is to obtain information to keep on record to make decisions about implementation issues or to pass information on to others.
Data are secondary collected to provide information regarding a specific topic.
Data are collected from the Pak German Engineer's website www.pgepakistan.com .
INTRODUCTION TO THE TOPIC
Managing change & Cultural Transformation both effect in an organization. Change of organizational culture effects employees & managers similarly to any deep and compound organizational transformations.
Managing change is the process by which an organization gets to its future state, its vision. Managing change encompasses the effective strategies and programs to enable those change agents to achieve the new vision.
Cultural Transformation begins with the personal transformation of the leaders. Organizations do not transform. People do.
INTRODUCTION TO THE TOPIC (CONT…)
Critical Success Factors for Cultural Transformation
• Organizations that successfully create high performing, values aligned cultures share critical success factors.
• The senior leadership team must demonstrate commitment to long-term process.
• Value must be defined in behavioral terms.
• Accountability for delivering promised performance & demonstrating valued behaviors in paramount.
• It is vital that all staff are involved in and buy into the culture transformation at every phase.
• One step at a time. Find a manageable scope for the change initiative.
CASE STUDY
Managing Change & Cultural Transformation In
“Pak German Engineers”
ORGANIZATION INTRODUCTION
“Pak German Engineers” is one of the very reputable and well-known names in the field of traffic systems, services and products locally and Internationally.
In 1985 Mr. Azhar Saddiqi, founded this organization. Pak German Engineers is lean its HR structure. The organization is headed by its chief Executive Officer and has two Directors.
ORGANIZATION INTRODUCTION (CONT…)
The organization remain unbeaten manifesting itself in the growth in Traffic Systems, Services & products In Pakistan (Specialized in Traffic System). Having 23 years of experience, no doubt play a key role in placing a traffic systems and technologies on sound footing.
MANAGING CHANGE & CULTURAL TRANSFORMATION
IN “PGE”
The managing change & Cultural Transformation in PGE has recently been done very smartly. This has transformed the company into a progressive & comparatively company. This is to some authority to the project wing to make the project but the final decision rests with CEO. The change of system had changed the cultural from the paper work to more of a IT based work which has helped the generation of various reports easier and the accurate. The transformation from the paper based exercise to the computer bases management has again been done smartly, mainly due to the proper training.
VALUE CHAIN IN MANAGING CHANGE & CULTURAL TRANSFORMATION
SWOT ANALYSIS
STRENGTH
All the three sections of the company Admins & Finance, Operation & the Project are clearly defined and fully functioned.
Change management system exists in the organization where before the change to set in ground preparation is done.
Tools to improve human resources activities are available (e.g. interview guide and training manual) in perspective of.
Experienced workforce dedicated to mission. Employees feel “ Part of the team”.
WEAKNESS
WEAKNESS:
Lack of formal change management system in the company.
Failure to communicate formally and information , both cross functionally and within departments which undermines the inter section performance wherein the authority and accountability. Come in.
No continual evaluation and updating of human resource practices and policies.
OPPORTUNITIES
OPPORTUNITIES:
Personnel is allowing for more creative and flexible options in managing their set of duties.
Advanced technologies are available to foster more effective human resources activities in the perspective of change.
Availability of information about best practices in human resources.
THREATS
THREATS:
• Organizational culture external to the company is changing fast so there are chances for us to remain behind in race to adopt. So change management would become issue.
• Other organizations may attract employees and business away from us if the change is not smooth and adopted by the employees.
CONCLUSIONThe managing change and cultural transformation in the company has recently been done very smartly. This has transformed the company into a progressive and comparatively larger company. This is to some extent gave some authority to the project wing to make the project but the final decision rests with the CEO. The change of accounting system has changed the culture from the paper work to more of a IT based work which has helped the generation of the various reports easier and the accurate.
RECOMMENDATION The decision making process of the company needs to be amended to have the say of the company's general managers in the long term planning and the decision on the project with a cost ceiling. That means up to a certain cost limit of the project, the GM (Project) should be given the authority. The cultural transformation of the decision making will surely add to the performance of company.
Though changing to IT based accounting systems went well but it did have ripples. In future what the company should do is to first prepare the target employees for the change. Once they ready to accept the change then introduce the change. This will help even smoother change over and their will be less of opposition to the change.
