Scenario IntroductionThe objectiveof restructuring and change is to improveand develop organisations to achieve effectiveness and awareness for therestructure through improved individualmanagement and adequacy, telecommunication methods and frameworks.The nature ofthe organisational structure and change needs softness, creativity,modernisation, knowledge and culture to motivate and make staff ready for thechange (Amenakis, et al., 1993). There is nodoubt that entire organisation is aiming for having right people, in the rightplace, with right skills at the right time. This target is necessary and vitalfor the organisations both public and business to achieve the short- and long-term objectives of the organisation, in addition, to identify, realise and bargain withthe new strategies.
This target has beenconsidered one of the most important vantage of Human Resource Planning in thelast decades (Iacovini, J. 1993). To achieveits goals and work effectively, as well as cut costs a number of organisationsand corporations have been changing their strategic fundamental of labour forcepolicies and plans.
It isbelieved that the technologicalinnovation, digital transformation, internet, automation etc.…are changing thecore of work and may eliminate plentiful of jobs as it will affect the way of performingjobs that claim new skills, as a resultfor that many existing proficiencies measured less valuable. (Mankins, 2017) 1. Understanding Restructuring andChangeUndoubtedly,employees’ recognition of restructuring andthe change efforts which have been taken place in both department of townplanning and the department of economic development is a critical view of the change will(Eby, et al.
, 2000). It is thought that,people as the first choice for change are central to the success of the changeefforts because of their manners, knowledge,inspiration and primary knowledge from a significantpart of the organisation environment in that restructure can be an attempt, this reluctant may soften or underminethe change (Smith, 2005). Certainly,recognising the restructure and change process affect the attitudes ofemployees and the intentions of behaviour in the face of imminent change.
Inaddition to the interpretation of previous information and experience alsoaffect the willingness to change, and that can improve efficiency as well assaving costs for the organisation (Eby, et al 2000). In the case study, Mr Cliff needs to be careful withemployees because it is thought that employees think that in case oforganisational change they will not benefit,and probably they will get more work orthe number of the employees have to be reduced. Therefore Mr Cliff needs toformulate the restructuring strategy very smart that it can influence theemployees and their improvement with these restructure and change (Smith,2005). 2. Visionfor restructuring and change Theorganisation must have a clear vision of the restructuring process because without reasonable insight therestructuring and change efforts can turn into a list of problems andconfusion, and this will disrupt the efforts of change and maybe take the organisation in the wrongdirection (Kotter, 1995). It isbelieved that it is vital for theorganisation when its employees have the same vision of looking for a change because many change efforts fail as aresult of misunderstanding from employees (Stadtlander, 2006).
Therestructuring and change usually involve risks. Moving from known situation tounknown state is a huge challenge for both employees and organisation. Ending theway things were done and doing things in a new way is not an easy task. Toavoid or reduce risks, the acceptance of change is essential. Wrong estimatingof the organisational and individual change acceptance can occur wasting muchtime and effort in dealing with resistance to change. For that reason,investment in developing change willingness or acceptance must be made becausethat will be lead to a double benefit where positive energy will create readinessfor change and organisation will be revitalised (Smith, 2005).
3. Proposed restructuring model It issuggested to reflect all these theories on the case study in order to achieveefficiency and fewer costs that:· All employees’reports should be reviewed in both departments.· All existedprojects for both departments must be reviewed and identify the most importantand the less important.· Identifythe people involved and projects· Unit bothdepartments into a single department.· Matrix orhierarchy organisational structure both are possible to apply.
· Communicationand the transfer of information must be goingsmoothly between levels.· Trainingprogramme for employees should be taken intoaccount · It believed that soft change approach is vital in this caseby giving employees options such as, reduce salaries, and reduce working hours.· Restructuringand change must be planned in a thorough, systematic, and realistic way,furthermore employees concerns must be taken intoaccount.Undoubtedly,employees would accept the change if they are persuaded that the change isbeneficial for them, but the benefit of the change can be seen after a periodof time (Smith, 2005). 4.
Challenges It isthought that some difficulties andchallenges may happen during theorganisational change, it can be because of interest for a specific schedule,pressure from the head of the organisation, budgetary pressure, employees’ concerns,or from the stress of high workload and uncertainty.There is no doubt that organisations are able to deal with all potential changechallenges, plans should be reviewed and assess from independent internal orexternal experts. (Pardo delVal and Fuentes, 2003). Conclusion Despite,restructuring and organisational change is not an easy task to deal with because moving from the old system into a new one is alwayschallenging, but organisations are capable to meet this challenges and dealwith them when they identify suchchallenges and follow soft change approach in the restructuring phase. Inaddition to workforce acceptance of the restructuring and change process iscrucial because it will facilitate the process of change.(Smith,2005).