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Effective Change Management & Organizational Development Strategies At CCTL

The Role of Management in Ensuring Organization Direction and Objectives

The role of the management in the organization is simply to ensure the direction and related objectives of the organization and to make sure that organization follows them. This involves enduring and short-term policy as well as internal organizational work to cooperate. The most important task for managers is to make changes and implement through changes and planning plans, goals, schedules and resource constraints. Today’s organizations are facing increasing competition, consumer demand, economic pressure and financial crisis. To achieve this goal, they need to reduce costs, improve the quality of products and services and respond quickly to innovative opportunities in the market. These change management accounting principles include topics such as actual convergence of enterprises, descriptions of common practices, comparative structural options and identification of plans, and organizational changes successfully implemented and measured(Della Corte, Del Gaudio, Sepe & Zamparelli, 2017). Variations include complex simultaneous interfaces. In its process, there will be various potential forms. Each of these forms is a potential alternative future for the system – its scope can complete the transition from complete destruction and elimination of system to large-scale complexity. This study included the concept of organizational development from organization development to organizational efficiency within the Columbus Communications Trinidad Limited (CCTL).

Reactive organization costs are very high. Turning organizations into active entities can reduce costs and eliminate duplicate and non-value added processes, which are critical to improving profitability while improving service and product delivery. The transformation plan provides an opportunity to easily transform the organization from passive to proactive. This process begins at the highest level of the organization and ensures management’s commitment, and the strategic objectives and goals reflect the present organizational needs (Ee Wan, 2013). Once this situation is consolidated, process, operational objectives and HR will translate into a really cross-functional cohesion plan.

One of the main ways to help organizations improve their resilience and adaptability is to improve and develop critical thinking skills. The tools we use to embed and enable team-based critical thinking are executive decision support tools. The tool is designed to achieve critical thinking during high pressure and review: “cut in” conflict or incomplete information; understand key points; assess impact in key areas; make decisions; assign tasks and effectively relate to all identified interests Communicate with others. The tool makes the team agile and adaptable, and shows resilience in the face of rapid and destructive changes. The team that has been using the tool for many years has already used this feature intuitively in other areas such as running major transformation projects, steering committee meetings, and responding to major regulatory changes. In order to solve the problem, the CCTL must be deductive and rational (critically), while in other situations you need to think broadly and innovatively (creatively). If the CCTL solves all problems from a purely rational deduction, they will never exceed the current level of achievement (“Managing Conflict, Power, and Politics”, 2018). On the contrary, if the organization is to creatively deal with all issues, the organization will never understand why something is not working and can take corrective measures. Many problems require the use of a mixture of these two methods. Today’s organizations are increasingly facing fierce competition, economic pressure, demanding customers, and financial crisis. To achieve this goal, they must decrease costs, improve the quality of products and services, and quickly respond to some new opportunities in a market. The Crisis Management Accounting Principles address topics such as the actual transformation of companies, the description of common practices, the comparison of structural options, identification of plans, and organizational changes involving complex simultaneous interaction between successful implementation and measurement variation. In its process, there will be various potential forms. Each form is a potential alternative future for the system – its scope can complete the transition from complete destruction and elimination of system to large-scale complexity(Bell, 2014).

Crisis Management Accounting Principles for Competing in Today’s Market

The first problem that has been discovered is that, although management has communicated the implementation of change to a certain extent, it is obviously insufficient to participate with employees. Therefore, the responsibility is to increase the level of contact with employees, thus dropping the impact of the implementation on the organization by increasing organizational transparency. The staff turnover rate has become a major problem for Telkom. From the perspective of research, the problem statement of this study is to investigate the extent to which the implementation of change has a negative impact on CCTL employees’ turnover and staff morale. Improving communication will increase trust and increase employee morale, ultimately leading to a reduction in employee turnover (SUGARMAN, 2007).

Implement CCTL-based change implementation based on international best practices. CCTL management’s communication of change and reorganization plans and the implementation of changes within large organizations require careful planning, consultation, and final implementation. The CCTL has undergone rapid changes in the past few years and the company is in a position to determine whether the correct guidelines have been followed to implement the changes.

The purpose of this study is to examine the impact of the change implementation on CCTL employee turnover by review the following major issues: Changes implemented within CCTLs are based on international best practices; CCTL management communicates to change/reorganization plans; implementation of technical changes The impact of employee turnover; as well as the impact of the change implementation on the employee retention and morale.

The reason for the change is to let CCTL management to evaluate their current implementation plan for CCTL change management efforts or initiatives. Since then, it will give guidance for improving the implementation of CCTL management. The lack of technical implementation and knowledge will have a negative impact on the company’s service delivery and financial performance, so these recommendations are intended to improve the technical implementation of Columbus Communications Trinidad Limited.

For this study, the organizational research will carry out a second research method review of the company’s manual, operation plan and strategic development plan to carry out the CCTL Company’s transformation process. A series of interviews will also communicate with the decision makers and strive to determine the lessons learned in the organization through the transformation of CCTL. This assessment report is based on the content submitted. This study will focus on the process of CCTL transformation by analyzing the impact of the transformation process on CCTL leadership, motivation and culture.

Columbus Communications Trinidad Limited is a telecommunications solution Provider Company provides solutions over fixed & mobile broadband networks, including television, the Internet, and telephony. Flow has served 15 markets in the Caribbean, and its mobile phone base has grown by 10% annually in 2017. Based in Trinidad and Tobago, Flow is a British telecommunications company Cable & Wireless Communications Limited.

CCTL provides telecommunications solutions over mobile and fixed broadband networks, including television, the telephony, and Internet. Columbus Communications Trinidad Ltd also works in the field of research and investment information.

Trinidad Columbus Communications has undergone rapid changes over the past few years and the company is in a position to determine whether to follow the correct guidelines to implement changes. After checking the impact of employee turnover on the organization, the impact of employee morale changes must be examined to recommend counteractive measures. The main factor that contributes to the morale of employees is trust(Kreci & Ymeri, 2010). As the demand for the organization in the market continues to increase, employees are also under extreme pressure, resulting in resistance, resulting in staff lack of commitment and exhaustion of employees.

Construct a VMOST Table

Improving Resilience and Adaptability through Critical Thinking Skills

Table 1: VMOST

Vision	Improve staff retention.
Mission	Reduce the impact of the implementation on the organization by increasing organizational transparency.
Objectives	The goal of CCTL is to let CCTL management review their current CCTL change management initiatives.
Strategy	Implementing CCTL-based change implementation based on international best practices(Davis, Kee & Newcomer, 2010)
Tactics	Implementing CCTL-based change implementation based on international best practices

Organizational diagnosis is one of the effective ways to look at the organization to verify the gap between the current and expected performance as well as how to achieve its aims and goals.

Effectual diagnosis must be a natural process, because when CCTL start to pay attention to an organization moreover to its structure and what they do and what does not do, change begins because the progress of change is also the performance of ‘now’, so the diagnostic process also needs to be restarted.

Organizational diagnostics plays a key role in organizational change initiatives, whether choosing the right intervention or contributing to changes within the organization. Although many authors have identified diagnosis as an essential part of a change process, many authors have recommended specific models and theories that should be used for diagnosis, but little attention has been paid to the diagnostic procedure itself(Stum, 2001).

Although there are more and more studies on CCTL’s large-scale organizational change management, government agencies or public organizations have very limited research on change management. In principle, there are two ways to organize change: through fierce action or permanent incremental change. In a former case, this change is usually imposed on the organization, while the gradual change is simply decentralized and proceeds through several small steps. The most important form of the change in government organizations is the small, gradual changes that usually take place within the organization’s structure. There are relatively few extensive changes in government agencies.

Transformational leadership is a more humane leadership theory. It believes that motivating employees to make great work through the power of role models and leader personality promotes people through positive motivation rather than negative motivation. Much of this is a leadership theory that calls for higher personal needs in Maslow’s hierarchy of needs, which is self-realization. An organic informal organization with a large scope of control contributes to the emergence of transformational leadership. Therefore, the manager’s leadership must be very obvious, and the manager’s decision is very important because they affect a large number of people.

Motivation is not about the self-interest of rewards, but about people’s associations with expected outcomes and what they think they can contribute to these outcomes. Given Maslow’s and Hertzberg’s focus on the relationship between internal demand and the effort that has been made, Vroom’s expectation theory separates CCTL employees’ efforts (generated by motivation), performance, and results. Vroom’s theory of expectation assumes that behavior is caused by the conscious choice of choice, and its purpose is to maximize happiness and minimize pain. Vroom recognizes that CCTL employees’ performance is based on personality, skills, knowledge, experience, and ability.
On the other hand, according to McGregor, if the CCTL has a theory, the X method tends to have several layers of managers and supervisors to supervise and mentor workers(Zendage, 2018). Power is seldom authorized, and control is still concentrated. Managers are more authoritarian and actively intervene to complete their work.

The CCTL culture has received much attention in last few years. Culture includes CCTL’s shared values and beliefs as well as norms that affect all aspects of the work life, from people greeting each other to making major policy decisions and choices. The main power of a culture determines how complex or easy it is to know how to perform in the CCTL. On the other hand, the cultural network developed by Gerry Johnson and Kevin Scholes in 1992 provided a way to view and change the organizational culture. Using it, the CCTL can reveal cultural assumptions and practices and begin to combine organizational elements with the CCTL strategy (Artese, Ciocca & Gagliardi, 2017). As Charles Handy’s model suggest, organizations can divide us into four cultures. Culture formation will be based on a range of factors, such as CCTL history, ownership, organizational structure, technology, key business events and the environment. The main four cultures that CCTL must focus on are the “power”, “role”, mission ‘and’ people’. Purpose of an analysis is to easily assess how mainstream culture reflects actual needs as well as limitations of CCTL organizations. The power of culture lies in the specialization of its pillars. Job descriptions, procedures, rules, and systems are used to interact with functional professionals (Black, Black, Christensen & Heninger, 2012). This is the organizational culture which is run by the paper system. One factor that should be kept reminded by the CCTL is that diverse operating units in the CCTL require diverse structures. A few units and functions will operate in very steady-state environmental conditions, where changes are rare and the upcoming future can be reasonably predicted, while other units or functions not only have been greatly changed in their work but also in the way they work. It will be greatly changed. Therefore, it is hoped that there will be different ways to manage the different “cultures” of different units.

Improving Communication for Increased Trust and Morale

Organization development is an attempt to influence the frank attitude of the members of the organization to rely on each other’s views on the organization furthermore their experience and to assume greater liability for their individual actions as the members of the organization. Organizational change is a method of organizational change. Employees themselves help them develop the required changes and implement changes through a well-trained consultant.

Change kaleidoscope is a way to pull together and arrange all sorts of logical highlights and usage choices. These changes require thinking. In this sense, changing a kaleidoscope is a model instead of a strategy. Through its plans, the model provides an exhaustive system that manages most of the variables that the creators consider worth paying attention to. The kaleidoscope model is interestingly used to reflectively investigate changes in the CCTL.

Dr. Kotter observes that the number of leaders is trying to implement or change their management strategies. He identified plus extracted the major success factors and also combined them into an award-winning 8-step process leading change approach (“The 8-Step Process for Leading Change – Kotter”, 2018).

The technological changes needed to transform this analysis of the organization will involve the challenges/resistances that exist in the organization. At this stage, research will seek technological change in the process of organizational transformation. Intervention promoted the analysis of organizational transformation issues. For the leadership, motivation, and culture of the CCTL, it needs to determine the extent to which it fits CCTL needs. The need for a high degree is based on the causal information of expected outcomes and on the degree to which OD, OT, and OE interventions transfer organizational change management capabilities to members(Hung & Tu, 2011).

Table 2: Analysis the actions within the intervention

Item	Actions
Communication	Let employees update information
Trouble with Followers	Believe the correctness and benefits of change.
Negative Transformational Leadership	Leaders must communicate their enthusiasm to their followers
Making Change Permanent	Workers must be persuaded that if they return to negative behaviour, previous problems will recur.
Dynamic nature of organization	Transformational leaders must show employees that the status quo is not sustainable and that their long-term interests depend on systematic changes(Kuzhda, 2016)

Table 3: Motivation analysis the actions within the intervention

Item	Actions
Environment changes	Senior leaders tap the energy of employees through personalization and open participation.
Technological changes	Successful leaders often mention formative events in their lives to show their determination to overcome obstacles.
The Economy	A strong economy and growing demand for services and products mean CCTL must consider expanding and may need to increase staff and new facilities
Challenging the Status Quo	Organizations must benefit from changes that lead to innovative ways of finding customer needs, innovative ways of providing customer service, innovative ways of enhancing customer interaction, and innovative products that may attract the new markets (Kuzhda, 2016).
New product lines	Build a strong and determined top team

Table 4: Culture analysis the actions within the intervention

Item	Actions
Coordination is by the narrow band of CCTL most senior staff.	This is just coordination required for the system to provide the required integration. Job descriptions are more essential than the skills as well as abilities of such literate people. Does not require or encourage performance beyond the role of the prescription.
Slow to react to external/internal changes	Start with power tools
Extensive research as well as development activities as they are very much dynamic	They are constantly changing and temporary task teams must be created to meet future needs. Expertise and Information are valuable skills here. Cultures are best represented by internet or grid work. There are close links between departments, professions and, functions. Liaison, integration, and communication are the means by which organizations can quickly predict moreover adapt to changes.
People are not involved or included in the purpose of the organization	This is a feature of the management consensus model, in which people within the structure collectively identify the path pursued by CCTL. If a formal structure is used, it simply tends to satisfy the individual needs inside the structure. The CCTL must describe this culture as rejecting formal hierarchies to “complete tasks” and exist only to meet desires of its members.
Authority Is maintained centrally	Give everyone equal rights and opportunities.

Table 5: Change management Process

Item	Actions
Conflict	Focus on behaviour and events, not personality
Resistance issues	Determine the root cause of resistance to change
Industrial or IR issues	Developing an effective labour relations strategy requires focusing on meetings and reporting problems without worrying about management’s negative impact
Politics within the organisation	Review the organizational environment and do not play favourites
Breakdown in change management process	Prepare changes, manage changes, analyze changes(Herriau & Touchais, 2014)

The Researcher has completed a critical analysis of the Organization Transformation of CCTL who was desirous of undergoing the development stage of achieving Organization Transformation. There are certain areas that needed changes in order to achieve the key deliverables of the Transformation. Changing an important aspect of technical change is to determine which type of organization will be threatened. To be successful, the technical changes need to be incorporated into the entire system of the company and it is necessary to establish management structure to support it. Structural changes can be due to strategic changes, such as the company’s decision to buy another business and it needs to be combined, as well as changes in operating or management style. For example, a company that wants to decide on more participation may need to change its hierarchy. In order to study the role of leadership in implementing change, CCTL needs to understand the unique circumstances of leadership discovery. Another way to conceptualize the observation of a changing plot point of view is to equate the management of the change with the captain of the ship.

The CCTL management team needs to communicate with its employees to communicate directly with the supervisor(Kuzhda, 2016). Top management should treat them as conduits, privileged recipients, and information translators. Management behavior can improve employee commitment. This improvement will eventually lead to higher employee morale and job satisfaction because employees are now considered valuable members of the organization. The ultimate goal of any organization is to obtain the commitment of all employees.

Implementing Change at CCTL Based on International Best Practices

Please review the under mention solutions as illustrated by their breakdown:

Table 6: Solution Table

Leadership	1. Leaders must communicate why change is important to internal and external stakeholders. 2. The role of leadership in change must not be underestimated. While organizational change is affected by external and internal factors, it can only be achieved when the leader takes decisive measures to implement changes, and ultimately leads to the existence of a change organization. 3. Leaders must look at the different leadership styles that affect the organization to highlight the organization’s discovery of its own state of change.
Motivations	1. Simply providing additional training to familiarize employees with organizational change is not enough to motivate employees and increase knowledge. 2. Matching the company’s business goals with the individual goals of CCTL employees can help you increase employee motivation through organizational change(Stum, 2001). 3. Transparency has greatly eased staff’s scepticism about organizational change and enabled employees to participate more in new CCTL initiatives.
Culture	1. The organization must first recognize the present culture or current situation before changing the culture. 2. The CCTL must then make a decision where they want to go, determine its planned direction, and decide how the culture of organization support the success. 3. However, understanding the desired organizational culture does not seem to be sufficient. The CCTL must make plans to guarantee that the required culture of the organization becomes a true reality.
Change management Process	By discussing current system issues and soliciting suggestions to make the change successful, employees are helped to understand the need for organizational change.

As a complement to the efficiency and coordination of the change process and model, the Kotter’s 8-stage model is very important in the company’s transformation process because the eight steps in a transformation process includes sense of urgency creation, forming a strong guiding alliance, setting a vision and strategy Communicate visions, remove barriers and empower employees to create short-term victories, consolidate gains, and strengthen change through the inclusion of change in culture. It is a simple gradual model that provides an apparent description, as well as the guidance of the entire change process moreover, is relatively simple to implement. This model emphasizes the success of employees in participating in and accepting the entire process. The main focus is to prepare and establish the acceptability of the change, not the actual change process(Bell, 2014).

Conclusion

To conduct a critical analysis of CCTL, we will see the process of change in leadership, motivation, and culture. The study concluded that leadership, motivation and cultural development, as well as change management, are often the top priorities for many organizations. In spite of this, most organizations often fall far the short of their objectives or goals. Or better results, the organization should coordinate with their leadership development furthermore change the management work; see them as the same one. True leadership includes ways of deviating from the cultural prospect and inspiring others to follow.

Reflective

The Author identified the concepts of Organization Transformation through his studies. He critically compares different models using appropriate conceptual frameworks. He appreciates the complex balance between hard and soft approaches to Organizational Development. He also developed and understands the utility of strategic intervention activities within an Organization. He took into account of wider managerial issues to designed and managed strategies for Organization Transformation.

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