The element of change in an organization

Cruise lines, dining services, and hotels make up the three primary segments of the national entertainment and hospitality firm Red Carpet. The company also just added Sparkstar theaters as their fourth division. Essentially, a group of investors and other organizations own the business. It has a matrix organizational structure with different departments, including a central HR, sales, marketing, business development, accounting, and research and development. In essence, the business has a few procedures and rules that control how employees behave, in addition to an unofficial organizational culture at its corporate headquarters. In order to better serve its staff and customers, the company is trying to make changes to the way it conducts business customers. This paper will detail why Red Carpet requires transformational change considering the many adjustments and in redefining its operations. Also, the essay will explain why Sparkstar theatres employees should be key stakeholders in the process of change, and the initial activities to be considered.

Transformational Change

In any company, organizational changes are initiated to help the enterprise implement its strategies and achieve development efficiently. Basically, a corporate transformation is not only about changing how the business conducts its operations, but also changing the culture to adapt to new challenges. Such initiatives require efficient alignment of leadership and all employees with the new ways of conducting business (Devadoss,& Pan, 2007). Although Red Carpet has been a highly successful company, it has experienced noticeable effects in its products and services due to mismanagement. As such, the firm is seeking to merge the structure and culture of its new acquisition, Sparkstar, into Red Capet, with hopes to impact the organization positively. In any transformational change, senior management plays a critical role in modeling strategies and providing direction for all workers.

Therefore, to achieve sustainable transformation, the top management, CEO, of Red Capet should incorporate a transformational change in their organization; this is to ensure that the various divisions dissolve their departments to merge and align with Sparkstar’s structure and culture. Additionally, the Red Carpet’s CEO should have a well-developed plan that addresses the needs and wants of all stakeholders within the organization. As a result, the change processes will be not only efficient but also successful in steering the company in the right direction. It is of the essence to recognize that organizational transformation in Red Carpet will have several benefits. First, it will ensure that all employees are involved, thereby boosting their morale. Second, the company will be able to handle and anticipate future challenges since there is a practical change management plan developed (Martin, &Osterling, 2014). Thirdly, Red Carpet will increase return on its investments as well as open opportunities for further development.

Sparkstar Theatre Employees

It is essential for Red Carpet management to involve Sparkstar workers as crucial stakeholders in the change process. First, it is evident that Sparkstar Company has a robust financial performance and reputation in its industry, aspects that are enabled by the company’s culture and structure. In essence, the movie theatre chain is ranked highest in the United States; also, the company has high employee and customer satisfaction. The success of Sparkstar has been attributed to an efficient organizational structure established for the business. As such, the employees of this company have the necessary skills and knowledge to operate in such a system (Martin,&Osterling, 2014). When developing a change plan, such employees will provide crucial insights into effective strategies and what ways will result in the best outcomes. Moreover, these employees can be used by the Red Carpet as trainers of trainees to the employees who have been operating under an informal system.

The Initial Activities

In the first phase, the primary activities involve preparing for changes by all stakeholders in the company including investors, employees, management and support staff. As such, Red Carpet should begin with defining the changes to all its members that are to be incorporated into the company to all staff. This will ensure that every individual in that organization is aware of the new firm expectations and requirements in as far as achieving the goals of the business are concerned. After communicating the changes, there should be the establishment of a team that will be in charge of the change process. The team should have management and employee representatives from all divisions of the company (Devadoss, & Pan, 2007). The requirement is to ensure that every individual in the firm is represented in their needs and wants as well as any suggestions towards accomplishing the change process.

Conclusion

Red Carpet is a national hospitality and entertainment company, which is comprised of three divisions including hotels, cruise lines, and food and service. Although it has historically been a successful company, the company is experiencing some noticeable effects on its product and service quality. In efforts to address these challenges, Red Carpet has recently acquired Sparkstar, a theatre company. In essence, Red Carpet aims at incorporating the culture and structure of Sparkstar into its system. As such, it is evident that the company needs an organizational transformation to redefine its operation and address its challenges. Additionally, this will make sure that Red Carpet employees and customers are satisfied and there is higher and better performance. To achieve this, the company should use Sparkstar workers as critical stakeholders in their change process; this will provide useful insights on the best methods to effect changes. Additionally, these employees can be used to train other Red Carpet workers who have been operating under an informal system, because Sparkstar’s workforce is well acquainted with the new structure and culture.



























References

Devadoss, P., & Pan, S. L. (2007). Enterprise systems use: Towards a structurational analysis of

enterprise systems induced organizational transformation. Communications of the

Association for Information Systems, 19(1), 17.

Martin, K., &Osterling, M. (2014). Value stream mapping: how to visualize work and align

leadership for organizational transformation. McGraw-Hill.