Case Study Of Wengart Aircraft: Problems, Change Model, And Action Plan

Overview of Problems/gaps

Discuss about the Case Study of Wengart Aircraft Case Study.

Quality of aircrafts has been identified by top level management one of the major concern which is responsible for diminishing organizational profitability. Apart from this, organization was not able to cope up with the changing business environment which leads to negative results for the organization. Organization did not recognised customer’s changing requirements through which gaps and issues amongst the customer’s demand and organizational product offerings increases. Apart from this, Wengart was also suffering from lack of training measures for employees for improving their efficiency; lack of team building exercises and cultural issues at workplace is also a reason for organizational low performance (Edel, 2017). Apart from this, as per case study, two of veteran workers of organization calculated and analysed other reason which are affecting organizational performance. They believed that as per the old system of organization, approximately 20% of worker’s time was spent in reworking on defective harnesses and that too even after installation of a plane. Communication gap amongst the department and dependability of departments on each other is another big issue faced by Wengart due to which their profitability gets declined (Hayes, 2018). 

In order to rectify these issues as well as to enhance the organization performance as per the requirements, certain actions will be taken to resolve the issues as well as to uplift organizational profitability (Hornstein, 2015).

Change model is the structure through which appropriate change will be implemented in the organization as per the situation. With regards to the Wengart Aircraft’s operations, Kotter’s 8 Step Change model will be adopted. With the help of this change model, management could easily implement change powerfully and successfully at workplace. Change is necessary or every organization as well as for individuals to cope up with recent and latest trends (Goetsch & Davis, 2014).

Primary reason for adopting this change model is adaptation of appropriate policies and strategies to fill the gaps between the organizational performance and the actual requirements. This model is chosen for implementing change in Wengart’s workplace is to ensure that the gaps between the performance required and actual performance will be removed along with attainment of organizational desired goals and objectives. Before implementation of change, it is necessary for every organization to analyse all the future and current implications in relevance with the adaptation of change. This helps the organization to manage it accordingly along with adopting effective set of strategies to reach to the desired destinations for the organization (Small, et. al., 2016).

With the help of this model, primary benefits will be that it ensures positive outcomes. This change model involves 8 steps and each step is related to each other and if one step will be skipped, organization will not be able to attain its desired goals and objectives. With the help of following steps of this change model, organization will be able to remove the gaps from its operations along with attaining desired positive outcomes:

Creating urgency: While adopting and implementing change, it is required that the whole organization i.e. each and every member of the organization should feel the requirement of change. In relevance with this, before implementation of change at workplace, urgency needs to be generating amongst the employees. This step helps the organization to mitigate the risk of resistance for change from employees. With regards to convince the employees for change management, top level management of Wengart Aircraft will highlight all the opportunities which will be generated after implementation of change and the benefits which will be attained from implementation of change (Calegari, Sibley & Turner, 2015).

Change Model

Forming coalition:In this step, management convince its employees that change is necessary. For convincing members of organization, strong leaders with clear vision are required because along with managing change, leading is necessary. Once formed, your “change coalition” needs to work as a team, continuing to build urgency and momentum around the need for change. As per Wengart’s scenario, it is necessary to identify true leaders along with the key stakeholders so that effective and strong team could be built up as per change coalition (Chowthi-Williams, Curzio & Lerman, 2016). 

Creating vision for change: At the initial phase of implementation of change, various creative ideas and solutions float around and it is the duty of top level management to evaluate the effectiveness of all solutions and ideas so that an appropriate idea could be adopted as per the vision of the organization. key features of this step is to evaluate values which are central for change, creating an effective image after implementation of change and ensuring change coalition as per vision (Rajan & Ganesan, 2017).

Communicating vision:After creating an effective vision as per change coalition, it is necessary to determine the results which will be originated with the effect of change implementation. In the context of Wengart scenario, change is necessary in consideration to improvement in quality so that the customer’s requirements could be fulfilled along with satisfying the considerations of Defence Department. With regards to this, it is required for the top level management to communicate the vision amongst the employees to develop clear and effective understanding. In this step, employee’s concerns needs to be addressed so that they could be part of the change management along with providing training to them so that their efficiency could be improved and moulded as per organizational requirements. 

Remove hurdles:After following all the above steps, management and employees, both would be on same track in terms of attainment of organizational goals and objectives. This step also involves evaluation steps through which those employees could be identified who are resisting changing so that those employees could be provided with appropriate resolutions in relation with enhancing organizational performance along with removing all barriers. This will lead the organization towards adaptation of change in appropriate manner along with gaining positive outcomes (Dale, 2015).

Short-term wins needs to be created: Success is the best measure for motivation and if organization along with employee tastes victory at the initial stage of change, it will boost up confidence of every member of the organization, thus, attainment of desired goals and objectives becomes an easy task. With regards to creating short-term wins, setting up short term goals is necessary and it needs to be ensured that early targets are not much expensive.

Build on change:As per Kotter, when an organization declares victory too early i.e. at the first or second stage of implementation of change process, most of the changes fails. Though, celebrating and creating short term wins are necessary but declaration of overall objectives on the basis of short term wins leads the organization towards failure most of the times. Failure and success, both plays vital role in the process of attainment of desired goals and objectives because success builds up motivation while failures make the organization learn (Ross, 2017).

Kotter’s 8 Step Change model

Anchor the changes in corporate culture:In relation with the corporate culture and organizational requirements, it is necessary for the organization to implement change at workplace so that organization could make its operations as per the business environmental needs. Continuous efforts need to be made so change could be implemented successfully so that organizational culture could be made as per dynamic business environment (Jiménez-Jiménez, et. al., 2015).

During the implementation of change process, it is required to assume the impact and all those parties and stakeholders will be involved so that their consent could be obtained in relation to the implementation of change. In the context of Wengart Aircraft, quality is the major concern which is faced by organization and it is leading the organization towards negative phase. Change is adopted and implemented with the objective of implementation of TQM (total quality management) approach at workplace so that aircraft’s quality could be enhanced so that target audience and marketing environment’s needs could be fulfilled (Obeidat, et. al., 2016).

Implementation of issues leads to various issues such as ethical, social and sustainable if model of change is not adopted as per organizational culture and working procedures. The change model in this context has been adopted as per the suitability towards organizational requirements.

In order to manage stakeholders, all those will be involved in the procedure of change management. With the help of these procedures, organization will be able to attain positive outcomes. Engaging the employees and stakeholders in the process of change management ensures positive outcomes for the organization as well as desired goals and objectives could also be attained. In the context of Wengart Aircraft, majorly employees will be impacted because as change will affect workplace’s culture. Apart from employees, clients of organization will be affected along with all those who have certain amount of interest in Wengart’s operations (Sadikoglu & Olcay, 2014).

Conclusions

From the aforesaid information, it can be concluded that change is necessary for every organization. Change is essential for enhancing organizational performance along with fulfilling the requirements of customer as well as business environment. For gaining competitive advantage and leading position in the industry, it is necessary for the organization to rely over change management so that the issues and challenges amongst organizational operations could be mitigated. In this report, change management in consideration to Wengart Aircraft has been discussed as they were facing quality related issues through which their profitability has been decreased 

References 

Calegari, M.F., Sibley, R.E. and Turner, M.E., 2015. A Roadmap for Using Kotter’s Organizational Change Model to Build Faculty Engagement in Accreditation. Academy of Educational Leadership Journal, 19(3), p.31.

Chowthi-Williams, A., Curzio, J. and Lerman, S., 2016. Evaluation of how a curriculum change in nurse education was managed through the application of a business change management model: A qualitative case study. Nurse education today, 36, pp.133-138.

Dale, B., 2015. Total quality management. John Wiley & Sons, Ltd.

Edel, A., 2017. The theory of business enterprise. Routledge.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Grayson, D. and Hodges, A., 2017. Corporate social opportunity!: Seven steps to make corporate social responsibility work for your business. Routledge.

Hayes, J., 2018. The theory and practice of change management. Routledge

Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.

Jiménez-Jiménez, D., Martinez-Costa, M., Martínez-Lorente, A.R. and Rabeh, H.A.D., 2015. Total quality management performance in multinational companies: A learning perspective. The TQM Journal, 27(3), pp.328-340.

Obeidat, B.Y., Hashem, L., Alansari, I., Tarhini, A. and Al-Salti, Z., 2016. The effect of knowledge management uses on total quality management practices: A theoretical perspective. Journal of Management and strategy, 7(4), p.18.

Rajan, R. and Ganesan, R., 2017. A critical analysis of John P. Kotter’s change management framework. Asian Journal of Research in Business Economics and Management, 7(7), pp.181-203.

Ross, J.E., 2017. Total quality management: Text, cases, and readings. Routledge.

Sadikoglu, E. and Olcay, H., 2014. The effects of total quality management practices on performance and the reasons of and the barriers to TQM practices in Turkey. Advances in Decision Sciences, 2014.

Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C. and David, D., 2016. Using Kotter’s change model for implementing bedside handoff: A quality improvement project. Journal of nursing care quality, 31(4), pp.304-309.

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