Spar Applied Systems (A): Organizational Change and Team Management

Everybody is familiar with the banality that the only constant in this world is shift. In todays fast-evolving environment, people attempt to manage change in their everyday lives, eyesight its potential and enormous benefits. For business disposals managing change has become an consequential issueline to achieve competitive advantage and to position oneself on top of the competition. angiotensin-converting enzyme of the critical success factors in managing organisational change is squadbuilding.In the case case Spar employ Systems (A), Laura Erskine covers the issue of groupbuilding, employee participation, presidential termal change and change management. Specifically, Erskine presents the plight of Stephen Miller, Spar Applied Systems General Manager, who is confronting a major project overrun. The team began piece of working on their project in 1994. After two years, however, in their presentation of the projected budget and schedule to the executives, Miller was ama zed to sock that there was a potential $1 million overspend in order to satisfy their contract.Originally, the budget was $3. 5 million, $2. 5 million of which was shoulder by the company. When Miller questioned the team members during the presentation about the overrun and overspend, he was surprised that the team could not respond. The case study first tackles the organizational change initiatives and management at Spar Applied Systems. In 1992, Jason Rigney conduct the successful merging of Spar Defense and Leigh Instruments. Through his leadership, contracts were stabilized and Applied Systems was founded.However, the environment was beginning to become more and more competitive, and the competition came from large-scale, super flexible, and vertical integrated firms who had gone global. When Miller joined the Applied Systems Groups, he was greeted by a hierarchical organization, people with precise position descriptions, and activities direct at completing programs on a cost -plus basis. As a change facilitator, Miller wanted to (1) dramatically change ASG culture, (2) facilitate the variation to make money for more than six consecutive months, and (3) design and mechanism a global long-term strategy.Miller clearly approached his strategies using the trans work onational change framework. Basically, varyational change occurs unambiguously at the level of the organization. Transformational change is usually considered as a subset of strategic change. It can be argued that transformational change is a particular form of strategic change and radical in its impact. It involves a complete rethinking of how the organization is structured and managed, and a rejection of the norms and practices of the larger environment in which the organization operates.In such(prenominal) change, instead of conforming to procedures practices defined by prevailing rationalized concepts of organizational work and institutionalized in society, the organization redefines itsel f independently of those policies and procedures. However, while Millers management of the organizational change had provided enormous benefits to Applied Systems, many employees go away the organization and those who stayed did not fully endorse the new structures and systems. The new organization is also characterized partly by resistance.This failure is reflected in the relationships within the Avionics 2000 coordinated Program squad (IPT). For example, IPT members had difficulty going along with their leader, Mike Ellis. Team members were also having problems in participating in team skills training sessions. many another(prenominal) of them preferred the old system.In addition, they found planning and scheduling activities very challenging. In general, the case study suggests that the organizational change at Applied Systems failed to transform the organizational culture, as evidenced by people who do not fully support (some others resist) the new system and structure.The c ase study provides important insights how to effectively manage change, engage people, build a team, and carry out a project. In the end, Miller might want to change the IPT leadership. What the team needs to complete the project is a competent, transparent, and prepared leadership graphic symbol Erskine, L. (2002). Spar Applied Systems (A). In G. H. Seijts (ed. ), Cases in Organizational Behavior, pp. 132-142. New York Sage.