Organizational Transformation Processes

Out of ten topics I together with my co-sharers, am assigned to deliver this topic. And of all topics I think this is the integration part of it. The past presenters talked about strategic planning, differentiation between leaders and managers, organizational change, empowerment, motivating employees and core competence of the corporation were part of this organizational transformation process. Discussing this process is like revisiting those topics.

The given figure is like a Data Flow Diagram (DFD) at level 0 (zero) but definitely not. On my own perception, rounded square is the input that would affect to drive organizational change; square is the state of an organization; oval is for the process; and polygon is for pitfalls.

Compelling Needs & Opportunities is the source of transformation in an organization. For this I would relate it to an attracting strong phenomenon. Say for instance, we see an edge and the potential of our HRS students over other schools when it comes to any event relating to hospitality and restaurant services. But, their performance or shall I say their output was compromised due to lack of budget. What our existing mental model is we prepare for costing to be sent to HO and wait for approval. If the cost is high, HO will ask us to lower it down without thinking it twice that it is the reasonable cost we could ever prepare. They just always say this, “Lugi intsik”.

Another compelling opportunity comes when a third party asked our partnership for them to look for computer illiterate students and us to educate those students. Our organization will be paid based on the computer rental (included the power consumption), venue rental and instructors who teach. I will not mention any figure here but it’s a large amount of money is what we are gaining. What we did is we accept the offer without consulting to HO and without remitting it to them. We accepted it for our costly event to be not compromised like the one I mentioned above.

The turning point there is when their contract expired and they want renew it. Before they ask for the renewal, current academic head figured out what their business is. No business permit, no SEC registration, etc. And during the graduation of the first batch our organization’s name where was contempt like “Ano ba tong *** bakit hindi nabigyan ang lahat nang toga?”, “Bakit ang tagal magsimula?”, Bakit ang liit ng venue? (it was held at the annex room where three rooms combined), and etc. For us, we were alarmed because our organization’s name was negatively dragged by the fault of that third party. That is the reason why the renewal was delayed. And for that little time frame the AH expose it to HO. So resistance & denial comes at the moment the AH done whistle-blowing. And what do you expect from the employer? Of course, the president is very angry for the amount of money that was taken from the company. This time our organization faces the crisis. Some people who have direct involvement to where the money goes where terminated to their work. Some (include me here) were permitted to remain.

So the president decides and commences a dialogue-driven transformation process. He called a meeting. There he scolds us and orients us the urgent vision.

After establishing urgent vision, we set transformation priorities. Our priority that time is to find people to fill in vacancies. Then, we launched the new set of administration and implement the vision. After then we assess if we are in the right track towards our vision. Here, aligning behaviors such as feedback is really considered. This is essential for the implementation be refined and solidified as behaviors are aligned to support new direction, including new strategy. From urgent vision to align behaviors had form a cyclic path. This means that revisiting urgent vision is dynamic and continuous.