Case Study—Organizational Redesign Changing An Organization

Case Study—Organizational Redesign Changing an Organization’s Structure

Changing an organization’s structure is sometimes necessary for success. Change management processes may include top-to-bottom changes in everything an organization does. The organizational redesign process facilitates understanding of how such changes are implemented. The case study “Performance Plus” presented below reinforces that concept. Click here to download the case study.

First, analyze the facts within the case study. Answer the following questions within your analysis of the case study and your understanding of the theories of organizational redesign: What have been the main causes of the difficulties being experienced by Performance Plus team members? As general manager, what steps should Steve Cook take to ensure that the Performance Plus teams deliver a high-quality product on time? Secondly, looking particularly at the Strong Bond question, provide a recommendation of how you would suggest that issue be resolved. Consider the following questions while preparing the answers for the assignment.

Apply these concepts to your assignment wherever appropriate. Do formal and informal design elements apply? Are there any challenges posed by organizational redesign? Are there any requirements for building coordination and teamwork taken into consideration? Are there any dynamics of changing the design of the organization that impact patterns of behavior?

Write a 3–5-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M4_A2.doc. By Week 4, Day 7, deliver your assignment to the M4: Assignment 2 Dropbox.

Paper For Above instruction

Organizational redesign is a critical process that enables companies to adapt to internal and external changes, improve efficiency, and foster innovation. The case study of Performance Plus provides valuable insights into the causes of organizational challenges, the implementation of structural change, and the strategic steps necessary for successful redesign. By analyzing these elements through the lens of organizational theories, managers can formulate effective strategies to overcome difficulties and enhance team performance.

Analysis of the Case Study and Main Causes of Difficulties

The challenges faced by Performance Plus stem primarily from misalignment in organizational structure, ineffective communication channels, and resistance to change. As observed, the team members experience confusion regarding roles and responsibilities, leading to decreased productivity and low morale. These issues are often rooted in a lack of clarity in formal organizational design, compounded by informal network dynamics that influence behavior and decision-making.

In particular, the existing hierarchy may hinder rapid decision-making and limit cross-functional collaboration, contributing to delays in project delivery. Resistance to change, often rooted in fear of job security or unfamiliarity with new processes, exacerbates these issues. The case points to a communication gap between management and teams, where feedback is not adequately integrated into the redesign process, leaving employees feeling disengaged and uncertain about their future roles.

Strategies for Effective Organizational Redesign

To address these challenges, Steve Cook, as the general manager, needs to undertake a multilayered approach that includes clear structural realignment, enhanced communication, and fostering a culture of collaboration. First, establishing a transparent and inclusive redesign process can help mitigate resistance by involving employees in decision-making, creating ownership and buy-in.

Implementing a flatter organizational structure may facilitate better communication and faster decision-making. This involves reducing layers of management where appropriate and promoting cross-functional teams to enhance coordination. Such structural changes should be complemented by formal design elements like clear reporting lines, defined roles, and responsibilities, alongside informal elements such as social networks and workplace culture that influence behavior.

Additionally, adopting change management best practices—such as clear vision articulation, stakeholder engagement, and ongoing training—can facilitate smoother transitions. Regular feedback loops will allow management to gauge progress and address emerging issues promptly.

Resolving the Strong Bond Issue

The Strong Bond issue, which revolves around maintaining cohesion and trust within teams during the transition, requires a strategic approach focused on relationship management and cultural continuity. Recommendations include fostering open communication channels where team members can express concerns and provide input into restructuring decisions.

Implementing team-building activities that reinforce shared goals and mutual trust can strengthen bonds. Leaders should also model transparency, fairness, and collaborative behavior to reinforce a positive organizational culture. Recognizing and rewarding adaptability and cooperation can motivate employees to embrace change, reducing potential conflicts and fostering resilience.

Furthermore, it is essential to address informal design elements—such as social structures and informal networks—by encouraging interactions that promote trust-building across different units. A comprehensive approach that considers both formal and informal elements will ensure that the social cohesion necessary for high performance persists through the organizational redesign.

Challenges and Behavioral Dynamics in Organizational Change

Organizational redesign can pose several challenges, including employee resistance, disruption of existing workflows, and uncertainty about future roles. These challenges often trigger behavioral dynamics such as fear, mistrust, or complacency. Understanding these behaviors through organizational behavior theories, such as Lewin’s Change Model or Kotter’s 8-Step Process, can help in designing strategies that minimize resistance and foster acceptance.

Change initiatives must also consider the patterns of behavior that emerge as individuals adapt to new structures. For example, empowering employees through participative decision-making and clear communication can reduce resistance and promote a sense of ownership. Building coordination and teamwork requires deliberate efforts to align individual goals with organizational objectives, fostering a shared vision that motivates collective effort.

Additionally, fostering a culture of continuous improvement and flexibility allows the organization to respond more effectively to unforeseen challenges, ensuring that behavioral dynamics support ongoing success.

Conclusion

Successful organizational redesign hinges on understanding the underlying causes of difficulties, implementing strategic structural and cultural changes, and managing behavioral dynamics effectively. For Performance Plus, addressing structural misalignments, fostering open communication, and strengthening team cohesion are essential. Adopting a holistic approach that integrates formal design elements with informal social networks enables organizations to navigate change resiliently. Ultimately, emphasizing participation, transparency, and trust will lead to sustainable improvements and high-quality product delivery.

References

1. Burnes, B. (2017). Managing Change. Pearson Education.
2. Cameron, E., & Green, M. (2019). Making Sense of Change Management: A Complete Guide to the Models, Tools, and Techniques of Organizational Change. Kogan Page.
3. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
4. Lewin, K. (1951). Field theory in social science. Harper & Brothers.
5. Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and our Community. Prosci Research.
6. Appreciative Inquiry: Change Management Techniques. (2020). Harvard Business Review.
7. Burke, W. W. (2017). Organization Change: Theory and Practice. Sage Publications.
8. French, W. L., & Bell, C. H. (1999). Organization Development: Behavioral Science Interventions for Organization Improvement. Prentice Hall.
9. Weick, K. E., & Sutcliffe, K. M. (2007). Managing the Unexpected: Resilient Performance in an Age of Uncertainty. Jossey-Bass.
10. Thompson, L. (2017). Making the Team: A Guide for Managers. Pearson Education.