Synergetic Solutions

March 14, 2019

Golden Papers

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* The external forces of change for Synergetic Solutions include technology, economic shocks, and competition. Technology is the one force that has caused for companies in the technology business to stay innovated and have skills be up to date with the needs of customers. Synergetic Solutions made the attempt to rely on a type of business that would promote slow and steady change and for employees to sustain their skills for a long period of time.

Technology is not slow and steady and companies are govern by the change of technology. The economic shocks of generating higher revenue by converting to a business form systems integrating to network solutions is based on the combination of external and internal change. Economic shocks are what allow companies to set goals toward generating more revenue. In the internal force of economic shocks, it came as a decision and a vision created by Synergetic Solutions’ CEO.

That vision toward being able to change the priority of the business and focused on the using the most influential people in his company by training the brightest four engineers toward learning toward the networking solutions business. The growth of the company for business was at stake because of how the product of systems integrating is basically offered by employees who have minimal computer skills and basic troubleshooting skills. Clearly the other idea internal change came from the change agents of the CEO and the four engineers.

The final external force of change came with competition. Competition was not even embedded in the organization’s culture because of the products and services that it provided. Now that Synergetic Solutions was beginning in the network solutions business, they had to declare that they were the best in the industry and it was capable of beating the competition. This drive toward being the best was going to take adversaries from other companies. Prior to competition, Synergetic Solutions did not have a need to compete in its prior market (Robbins & Judge, 2011).

* What factors does a leader in this organization need to consider to implement a change strategy successfully? Describe at least two change models the leader might employ. Evaluate the communication necessary to implement change using these models. * * * The factors needing to consider was being able to create the production standards and operational efficiencies that would set high expectations so that changing the work for employees can demonstrate employee growth and the create a purpose that will bring greater rewards and incentives.

The other factors are to figure out how the employees will be redesigned and have collaboration toward working together in learning the new skills and have team leaders have more involvement with guiding employees and having them vent out their concerns. * The two change models the leader might employ would be Kotter’s Eight Step Plan and Organizational Development. With the changes that are involved with this company, the leader of the this company is starting with understanding how the culture of technology has changed the business and knowing how products will have longevity in profitability or begin to downfall.

For the first step under the eight step plan, the CEO has brought a compelling reason of needing to change the skills of the employees and the products that it offers toward the more lucrative network solutions, otherwise the company’s previous products and services would continue to stay stagnant and have the risk of being obsolete. In the second step, the CEO has taken measures of having the top engineers receive their training toward the CEO’s initiative.

This step matches with the second step of forming a coalition with enough power to mplement the change (Robbins & Judge, 2011). The fifth step is now being implemented by a new leader from the COO. The communication that is used to implement the fifth step was allowing the employees to be empowered with the specialists that are directly interacting with the employees and serving as coaches for the employees. The communication for the sixth step promotes positive reinforcement, a culture that is expressed from the upper management toward being able to achieve success for a greater purpose for the company.

Positive reinforcement to employees builds loyalty and dedication for the company by understanding that their work is going to be deeply appreciated and build confidence toward this huge transition. * Synergetic Solutions has shown strong evidence for using the Organizational Development for implementing change in its business. Under this model, the COO has taken actions of improving organizational effectiveness and employee well-being.

A new type of business needs for communication to get established through team building. Team building allows transparent dialogue for team leaders who are evaluating the performances of the employees and the functional heads who are in charge of making sure that the skills for these employees are competent with the industry standards. * * What kinds of resistance might the leader expect to see in Synergetic Solutions? Identify and explain at least five kinds of resistance.

What strategies might you employ to manage each of these areas of resistance? In the organizational source of resistance, the leader would expect to see structural inertia. The structural inertia would be from previously established structure of how employees are organized in departments and now employees will have to be organized into teams. The strategy that I would employ to manage structural inertia is to develop positive relationship and build support and commitment.

These strategies are needed for the employees to be able to trust their new team leaders, their ability to learn new job skills and be able to collaborate with one another by sharing what they have learned and build new experiences with the new job skills. The other four kinds of resistance are based on individual sources because the emphasis, like the resistance from the structural inertia, are from the employees who might have felt that they had been caught off guard with this sudden change nd felt that there was not going to be any way to express concern, doubts, questions, and be listened to. These four kinds of resistance include habit, economic factors, fear of the unknown, and security. Habit and security are to be expected because of Synergetic Solutions business of integrating networks have allowed employees to keep the same set of skills such as basic computer assembling, and basic troubleshooting skills.

Economic factors is the greatest resistance that Synergetic Solutions is going to encounter because of the abrupt change of how employees and even how the company was going to be making money. The idea that systems integration was now a service that would not hold the bulk of the business would worry many employees and add this significant pressure of converting to a new business of network solutions and being able to go into business right away and having the pressure of how the company is expecting to use network solutions as eighty percent of the company’s revenue.

This new frontier that the company has placed on its employees would allow for fear of the unknown and questioning security as a top concern for its employees and all managers for this company. What the leader would do to manage the individual sources is to have employees and managers involved with learning the new job skills, having skills be monitored toward appropriate competencies and reward strong performances. These strategies involve for employees and managers to participate, communicate, and educate (Robbins & Judge, 2011).