When organizations decide it is time to make change, there are many options available to them depending upon their situation. After the sale of Youth to Google in 2006, the company underwent some restructuring in an effort to earn more profits. They used a method that is referred to as fine tuning in order to create change. They refined some policies and methods as well as aligned themselves with high end content providers and provided users with a better add generating process. According to charging. Mom “Youth embarked on an aggressive campaign to link partnership deals with premium intent providers including NBC, BBC and CBS. ” Blockbuster is a company that encountered major problems when internet companies sprang up to offer faster service and lower prices. Blockbuster failed to respond with a positive change and as a result they filed for bankruptcy. If I were the CEO of the company and had recognized the need for change, I believe I would have attempted to fine tune the organization. I would have refined processes for the customer to purchase or rent the product.
To do this, they could have gone to an online streaming format such as the one that Nettling uses. I believe that for both companies the most vital area for change was to keep up with current market trends and advancements in technology. Barriers to change Change, to any organization can come with challenges and many employees can be resistant to the changes in their environment. ***** stated that despite being shown data that suggest a need for change, employee’s will latch on to any data that suggests otherwise (2012).
Studies suggest that employees will tend to call off sick or go as extreme as resignation in order to avoid changes. Managers need to be aware that there are different methods o which resistance to change can to seen. Those are, overt, implicit, immediate, and deferred (***** 2012). Examples of implicit or deferred resistance are increased errors, absenteeism, loss Of motivation, or loyalty. These types of resistance are much more difficult for managers to recognize and address, while immediate resistance, such as complaints, work slowdown, and strike threats are more obvious.
Power and Politics implementing Change Organizations need changes to occur in order to remain successful. John Cotter, a Harvard Business professor developed an eight step plan for implementing change successfully. Cotter believed that managers follow a common list of mistakes when trying to implement change in an organization. These mistakes are addressed by first creating a sense of urgency for change in an organization and creating completing reasons as to why the change is needed (Cotter, 1996).
For Blockbuster this urgency could have been addressed by validating the overall popularity of the Nettling organization and keeping up with that popularity in a technologically advanced society. The ease to consumers by the use of movie streaming along with the mail delivery has proven to be very popular. In addition the immediate response to client requests is also a satisfier. Blockbuster would need to offer this type of service to stay competitive. The second step in the implementation Of change according to Cotter (1996) is to form a coalition with enough power to lead the change.
Blockbuster is an established company and is a name used in many households. Developing power would not be a struggle for them. Third is the creation of a new vision to direct the change and what strategies are needed to achieve this vision (Cotter, 1996). This would involve a major reconstruction of the Blockbuster organization. To make their products available to a more technologically advanced society would force changes in all areas of management. The fourth step in Cotter’s (1996) implementation is communicating the vision within the organization.
Communicating the vision directly related to the fifth step which is empowering employees to act as it relates to the vision (Cotter, 1996). Empowering others to act also involves the removal of barriers and risks taking. The Blockbuster team could achieve this by creating more jobs that are related to the actual streaming process. This would also allow for organizational advancement, which is very titivating to any employee. Planning and rewarding are the sixth step in implementation of change according to Cotter (1996).