Each organization has its own background perceptions, ethics, values, history, and ambitions. Therefore, a “one size fits all” change management process may not work in every organization. We must assess and adapt our process to fit the backgrounds and philosophies of each organization.
Given this understanding, we need to research and assess when, and if, an organization is ready for change, and then adopt a process to best facilitate the change process. Choose a Middle Eastern organization at which you are currently working or one in which you are familiar. (If neither is possible, conduct an internet search to identify a Middle Eastern organization which has gone through a transformation process within the last three years.) Then address the following:
Provide a brief summary of the organization (its history, culture, industry, product, and services).
Explain why a change was needed. What is the gap between the present state and the desired future state?
How strong is the need for change?
What is the source of this need? Is it external to the organization?
If the change does not occur, what will be the impact on the organization in the next two to six years?
Explain the change process that was created and implemented, identify the outcome of the change in terms of success, failures, cultural outcomes, and human resource changes.
alue Stream Mapping A closer look at the process would reveal that certain activities and operations in the process map may be categorized as either value adding or non-value-adding. The value stream includes value-adding activities that help in the creation of the product or the delivery of the service (Jones 2002). Non-value adding activities in particular, refers to certain activities such as transferring materials between two non-adjacent workstations and waiting for service, which generally lengthen the processing time, increase the costs, and in most cases, increase customer frustration (Collier and Evans 2007). In the process map for the restaurant, stages in the process such as the customer waiting to be seated, to place the order, and to get the check are all non-value adding activities, which lengthens the process time and trigger customer frustration. Consequently, these non-value adding activities constitute about twenty minutes of the process time. For managers seeking to streamline the process, the purpose is to eliminate non-value adding activities in the process flow. The value-adding and the non-value adding activities extracted from the process map may be shown as follows: Value-Adding Activities Hostess gets the name of the clients upon arriva Receptionist directs customers to the table Customers review menu Customer places order Waiter places order on order board Chef takes order Chef cooks and prepares order Waiter picks up order and serve food Customers eat the food Customers ask for check Waiter delivers the check Customer pays the check>GET ANSWER