HRM11417: Organizational Change and Management Assessment Answer

Part A

Introduction

Notably, the COVID-19 pandemic has brought the relevance of the role organizations play in the community (Weinberger-Litman et al., 2020). This has further developed some imperatives for leaders as they endure prioritizing workplace health and safety. Firstly, leaders have to revive the workplace to address the novel realities developed, or intensified, by the worldwide pandemic. Further, the leaders need to utilize that moment of reviving as a prospect to develop equitable, more inclusive, more fairer workplaces. The human resource leaders had to confront numerous challenges in altering their strategies to fulfill the company’s post-crisis needs. It can be said that only those companies that can form an inclusive culture and nurture workforce growth can be well-established to take on forthcoming challenges. There is no doubt that the functions of leaders are deemed the crucial forces in running a company and hence it needs more debatable consideration to penetrate the above changes or transformation (Henry, 2022). Evidently, there is a need for progressing the leadership roles by considering the certainty of work that involves social associations, companies, and employees’ health (Karneli, 2023). This essay is aimed to critically evaluate the statement “In a post-pandemic world, organizational leaders are increasingly tasked with safeguarding the well-being of employees and creating fairer, more inclusive workplaces”.

Effect of Pandemic on Companies and Employees

The pandemic situation has proved to be a challenge for leaders throughout the globe. While some of the leaders have effectively handled it, others have not been so effective. The leaders need to adjust their roles to involve being motivators to preserve their workforce’s motivation and efficiency. The motivation of workers might surge and their perceptions of work might be reinforced when they are advocated by their leaders. It can improve their work efficiency and their flexibility in their individual job. Leadership plays an essential role in establishing the efficiency of the company and its workforce (Almazrouei & Zacca, 2022). As opined by Nilasari et al. (2021), there is a different outcome of the pandemic on companies and leaders. The majority of the businesses across the globe which offer service to their clients were unanimously impacted by the pandemic. Therefore, they were required to be extremely cautious and aware of unforeseen economic disasters. The majority of businesses and companies initiated their continuous work and assignments post-pandemic. In companies, the challenges entail increasing stress levels amongst fundamental workers across the globe, a higher necessity to secure the mental health and welfare of workforces, and a shift to remote and hybrid working. Numerous management has been working hard to stimulate the workforce within the organizations to return after the crisis by establishing and implementing a myriad of plans and rules (Adhitama & Riyanto, 2020). Nevertheless, in the majority of critical conditions, numerous companies also lead the manner to operate remotely and enable leaders to have discussions with the workforce. The majority of the managers, workforces, and team leaders were urged to perform their planned work remotely. Functioning remotely for the workforce varies from handling the team remotely. Besides, for management, supervising and regulating a team is fully varied from performing the same at the workplace since it is inclined by numerous factors. It is found that the majority of the managers at remote workplaces have chosen the usage of digitalized technologies to direct their workforces virtually and successfully which was possible due to the progression in technology. The pandemic compelled managers to follow a myriad of new ideas and techniques to accomplish their work remotely in a more functional manner. Primarily, the management might advance the workplace engagement of the workers and the team performance by establishing a definite culture in performing the work and taking fundamental actions to advocate and direct their workers at the workplace (Vargo et al., 2021). Nonetheless, it has been found that when the team associates and workforces are distributed remotely, it develops a massive challenge to direct the team. Consequently, novel means of communication trends and new leadership approaches were designed. During the pandemic times, the management has to recognize and appreciate human values and process the sentiments successfully to comprehend the feelings of their subordinates (Vahdat, 2022).

Changing Role of Leaders in Pandemic and Usefulness of Leadership Theories

Changing Role of Leaders in COVID-19

As per Oleksa-Marewska & Tokar (2022), there is no doubt that effective leadership possesses a robust influence on the workforce’s welfare, engagement, and emotional states, and accordingly on the efficiency and effectiveness of the entire establishment. The most crucial necessity to be an effective leader is to make the correct decision at the right time with the exclusive competency of incorporating the hardware, software, and HR (human resource) use in a superior manner with suitable proportions. Nevertheless, the view of the leadership might be altered in the most complex conditions. It has been found by Dirani et al. (2020) that some actions have a favorable impact on the leaders to follow in the crisis and recovery procedure like effectual and authentic communication, sympathy demonstration, decision-making in an erratic condition, flexibility to the workforce, humble, demonstrating optimism, and teamwork company. Operating a company post-pandemic entailed altering not only the management strategies but altering the outlook of workers and the collective group of companies. The leaders at the workplace have to integrate innovation to create novel markets that alter the manner of generating products, develop the communication techniques to form and preserve the relation, adjust to a supple work setting, and improve the prospects and mindsets of their job (Setiawan et al., 2021).

There is no doubt that effective authentic leadership qualities possess four major elements as a basis which entail self-awareness to comprehend others, ethics, balanced positioning, and transparency with the workforce. Nevertheless, such a case was not the same in respect of virtual settings as the leaders might not function face-to-face. In those conditions, the successful usage of technology allowed the leaders to be accessible, authentic, and available to their team associates at any time. With the surged adoption of remote working and digitalized techniques, leaders developed abilities in virtual team management, digitalized communication, and leveraging technologies for strategic decisions. Moreover, authentic, consistent, and ethical communication and listening to the workforce were deemed vital elements in a virtual setting which declines awkwardness. Establishing trust and sustaining transparency assists the leaders in evading the challenges of the pandemic and is vital to improving the company’s performance (Emmett et al., 2020). Nevertheless, it has been asserted by D'Souza et al. (2023) that leaders’ behavior in the virtual setting greatly impacts the efficacy of individual performance via motivation, sentiment, and cognition. Besides, the leaders in the present condition confront myriad intricacies in respect of dynamics entailing time and space, stakeholder involvement, and generative which entails hunting a novel solution for existing issues wherein conventional solutions are not effectual in the present condition. There is no doubt that emotional intelligence (EI) has acquired relevance since leaders should handle intricate and emotionally charged conditions. Therefore, post-pandemic leaders have to emphasize improving emotional intelligence to refine relations, communication, and workforce well-being (Brown & Nwagbara, 2021). Also, they need the capability to successfully handle crises and unforeseen disruptions. They needed to be trained to establish strong crisis response plans and direct with calmness during difficult times. Leaders need to address diversity, equity, and inclusion develop inclusive workplace settings, and leverage different viewpoints (K.T. & Shani, 2022).

The Usefulness of Leadership Theories in Post-Pandemic Times

When talking about the well-being of the employees at the workplace post-pandemic, the people-centered approach to leadership has become essential. The leaders need to be cognizant of their mental and physical health inferences of work, though they should also possess EI and sympathy to effectively handle and converse with their teams (Setyoko & Kurniasih, 2022). It was found that the workers in post-pandemic times value leadership abilities such as health and well-being; sympathetic communication, and principled leadership more than ever. Also, the workforce expected their leaders to be responsible, dedicated to a vision and motive that extends beyond profitability and survival, and to carry out business with integrity and sustainability for the advantage of forthcoming generations. In view of this, post-pandemic leaders cultivated the capability to lead with a motive and an eye to the forthcoming (Oleksa-Marewska & Tokar, 2022).

It has been found by Zaharia et al. (2022) that transformational leadership is deemed as the superior form in facilitating companies to form knowledge-based businesses that can develop and execute innovations timely since they function and compete in post-pandemic times. Such leadership focuses on satisfying basic desires and fulfilling greater needs via stimulating followers to offer novel solutions and develop a superior workplace.

As per Balasubramanian & Fernandes (2022)., another major leadership behavior that was found to be effective in post-pandemic times was resilient leadership. Resilient leadership has the ability to prioritize the welfare of the workforce. The leaders adopting this style of leadership were found to develop clear communication channels, offer support systems, and endorse work-life balance. It can be said that leaders can surge workforce morale, efficiency, and trustworthiness by cultivating a constructive and supportive workplace setting. In times of uncertainty, such leaders are found to comprehend the strength of cooperation. They produce strategic partnerships with the exterior stakeholders, exploiting communal strengths to overcome challenges and grab prospects. By nurturing robust networks and cooperations, leaders might tap into different viewpoints and resources. This style of leadership was found to nurture a culture of constant learning and competency development. They stimulate workforces to support novel technologies, attain novel know-how, and improve their competencies. By capitalizing on professional development, and offering learning prospects, leaders can empower their teams to adjust and survive in an emerging corporate landscape (Bansal & Kapur, 2023).

The LMX (Leader-Member Exchange) theory stipulates that the relationship between leaders and the individuals they direct is a collaborative relation that goes both ways, and such relation possesses the capability to impact the entire performance at work of the leaders and the subordinates. This theory of leadership further reflects how the relations between leaders and their followers impact the outlook, cognition, behavior, sentiments, and efficiency of the team associates, with a superior relation demonstrating superior output and constructive indices (Varma et al., 2022). It can be said that for a leader to be successful, the individual should possess motive, direction, and vision. It is the duty of the leader to observe the growth, transformation, perseverance, and communication of the vision. Post-pandemic leaders are found to follow this theory of leadership by becoming authentic by reflecting honesty, concern, and kindness to the individuals that are directed. Such authenticity is essential in non-crisis conditions as well and is an aggregate of moral conduct in leadership (Ajemba, 2022).

Conclusion

From the above, it can be concluded that the best and most effective leaders revolve around uncertainty and disruptive conditions. It is concluded that leaders set an example for their subordinates and workforces to direct their way with desire, dedication, and persistence. It is inferred further that there exist numerous vital conditions that the leaders should confront and make choices that are accurate for the business’s success in the long term and certify a constructive and stable workplace setting. It is further concluded that leaders are required to be more sympathetic and really caring in their reaction to the desires of their workforce. The businesses must be provided the prospect to speak up and demonstrate their concerns, to which leaders need to react. Post-pandemic leaders must ensure to integrate an agile and adaptive outlook into their decisions and operational thinking like the necessity to perceive critically while being involved in the condition to discover novel procedures, restructure approaches of action, and comprehend the phenomena. It is inferred that resilient leadership behavior is found as effective in post-pandemic times. These leaders posses the capabilities to demonstrate honesty, and courage in accepting when they have made wrong practices and when there have been failures.

Part B

Introduction

Notably, business organizations adopt organizational structures to reduce ambiguity over job expectations. It assists them in coordinating tasks by apparently recognizing which people are accountable for which activities. The foundation and content of the managerial tasks of businesses are demonstrated in their organizational management structure. Moreover, the scope, aims, and objectives of managerial tasks, their relation with other structures, incorporation, and suitable choice of managerial components that are part of the structure are shown in its routine tasks (Joseph & Gaba, 2020). The Newtech Limited Company has adopted a matrix organizational structure to certify the company functions efficiently. Also, it has been chosen to inspire higher cooperation among workforces and corporate units and nurture greater know-how exchange around the company. This essay aims to determine the people-related issues encountered by Newtech Limited when using a matrix organization model or structure. Further, it aims to figure out the key responsibilities of managers in the matrix structure.

Concept of Organizational Structure Focusing on Matrix Structures

Organizational structure is defined by the interactions and collaborations that unite together activities, technologies, and human elements into a company to certify that the company meets its motive. The aim of this structure is to manage the company so it can attain its performance to the fullest (Singh et al., 2020). As opined by Andersson et al. (2019), the organization structure is deemed the most successful, and most contributing section of business and non-business companies. According to a study by Nikitin & Kulchytskyy ((2020), the rising intricacy of the environment contributed numerous managers to realizing neither forming large and difficult companies nor exaggerating them in a suitable reaction. Instead of trying to equate or decline intricacy, the managers admitted the necessity to handle it flexibly. It is said that matrix organizational structures have a higher value in managing intricacy. This surges the company’s information processing competencies and makes it simpler to alter its functions with the change of environment. It is asserted by Jerab & Mabrouk (2023) that in such an organizational structure, two corporate facets are focused consequently for example functional and process facets. The matrix design provides a solution to difficult corporate procedures by developing generalists. However, this organizational structure generates more conflicts and needs greater levels of cooperation, ambiguous reporting relations, and significant time consumed in coordination tasks and meetings.

People-related Issues from Matrix Organizational Structure

It has been reflected by Martela (2019) that survival within the matrix organizational structure is extremely hard and full of conflicts. It is further stated that the most often source of conflict in massive international matrix structured companies originates from the segmentation of accountability into global and native divisions. Another scholar Briard et al. (2020) found that with such an organizational structure, conventional hierarchies collapse, enabling departments to contest over duties, accountabilities, power, impact, resources, processes, and technological excellence. Because of the doubled-lines of reporting, it is an impartially intuitive outcome. The strength of the conflict might also vary over time. As people report to two or more managers, frequently extremely diverse ones, they usually operate on numerous projects concurrently under the leadership of diverse managers. It is also stated that various forces in this structure might contribute to enhanced financial performance, because of simplicity and multi-tasking in communication, or a declined financial performance because of conflicts. It is also found that companies that execute a matrix structure possess great financial performance, focusing on project deliveries (Gomo et al., 2021).

It is further stipulated by Ozkan-Ozen, & Kazancoglu (2022) that though information exchange usually increases with the execution of a matrix structure, the enhanced number of individuals who should be engaged in the allocation of resources and decision-making might develop a setting of severe competition for resources. Besides, competition for workforce and employee expertise can shear resources and nurture competition between managers. Alignment of goals amongst diverse facets such as customers, products, and more can be complex, and topmost managers report unbalanced goals as the critical challenge presented by matrix organizational structure. It might be because topmost management is usually more engaged in relation to the middle-level management in greater levels of objective setting and the establishment of corporate goals. In this aspect, topmost managers find difficulty in aligning goals with dimensions in a matrix structure. Beneath might be certain causes:

• There exist conflicting goals between matrix areas
• There exists a dearth of collaboration, alignment, and poor timing of work schedules and goals.
• There exists inadequate communication between matrix areas.
• There exist insufficient procedures to synchronize objectives and to recognize likely misalignment.

Furthermore, a study by Pucik et al. (2016) stated that the absence of clarity in roles and duties is another major people-related issue facing middle-level management as routine management activities fall to middle-level management rather than to topmost-level management. It can be said that middle-level managers' reports are mainly concerned with the following things:

• Ambiguous job descriptions and directions for roles and duties
• Unaware of whom to connect with for information
• When unclear roles and duties develop tension amongst workforces

It is vital to comprehend that when company demands emerge, so too should workforce roles and duties. It certainly might develop concerns with workforces unfamiliar with change. Besides, the majority of companies spend ample effort in outlining operational roles amongst those in higher positions and comparatively less energy in performing the same for middle and lower-level workforces. The workers expect clarity from leaders while leadership consequently supposes that workers will take initiative in adjusting to changes. Such a disconnection between these two might cause the feeling of confusion. Furthermore, it is noteworthy that authority in more conventional structures is obvious, the greater the position in the hierarchy occupied by a person, the more power and accountability he/she has. Nevertheless, in a matrix organizational structure, power or authority is less vertically evident and might be considered significant ambiguity. Subsequently, certain workers mainly the ones who previously occupied positions of greater power find the change to a matrix structure to be proportional to humiliation which can develop dissatisfaction. Because of the dual reporting structure, it is not unusual in matrix structures for leaders to possess accountability without authority. It puts a focus on the capability of leaders to negotiate and inspire workforces without official authority (El Talla et al., 2018).

Another issue which might take place when companies shift to matrix structures is that senior-level managers can stop offering native or product-level leaders the power required to fulfill their definite goals. The higher management might be resisting to give decision-making duties to other operational leaders. As one of the strong points of the matrix structure is its decentralized control, the incapability of higher management to exchange authority forms a significant issue and threatens the whole structure (Ahmady et al., 2016). A study by Shamim et al. (2016) found that the most common issue businesses face in a matrix structure is its workforces’ behavior. It can be said that adopting such a structure needs an extensive shift in workforce mindset and actions. It is true that behavioral change is deemed an intricate problem since numerous workers comprehend their role in the company in respect of subunits. The workers consume preponderance of their careers developing professional identities, collaborating with a similar set of workforces, and doing similar sorts of activities. As a consequence, robust professional identities might formulate in subunits. With respect to the matrix organizational structure, it might lead to behavior that benefits the subunit to the company's detriment as a whole (Luo & Shenkar, 2017).

Specific Roles and Activities of Managers in a Matrix-Structured Company

In the matrix structured company, the functional managers handle their team by department usually delineated vertically on the matrix. For instance when an individual works in administration, he may report to the admin manager who might then report to an ED (executive director). They might need diverse sorts of resources to accomplish their delivery roles. Consequently, they approach their specific resource managers to embark practitioners from time to time. After resources are assigned to a functional unit, it is the duty of the functional manager to supervise their daily activities. The resources need a dotted reporting line to the functional management while positioned in that project. Moreover, the project manager has the role of managing his team around diverse departments usually delineated horizontally in the matrix (Luo & Shenkar, 2017). For example, the project manager may draw his team associates from the administrative, HR (human resources), and marketing teams. It is stated that the functional as well as project managers supervise associates of a similar project team which implies that team associates successfully possess two bosses whom they might report to directly. The project managers have the role of bringing together team associates from diverse departments to work on and provide input on a single project. It can be said that the marketing and accounts department might be considered for operating on a budget and any approaches for a novel advertising campaign. They also have the role of drawing team associates from entire company departments for a sole project (Walker, 2015).

The project and functional management might need to converse with one another to clarify what every manager expects from their workers. Besides, constant community with workers might be essential to clarify any queries or misunderstandings and offer applicable feedback to workers as they perform their work. There are line managers as well in the matrix organizational structure. Each resource possesses a strict reporting to a line manager in such a company. These managers are accountable for carrying out the tasks like performance appraisals, forming training and development plans, making salary rectifications, and so on. Nevertheless, these are not accountable for the routine tasks of their DRs (direct reports) but take performance-related feedback from the concerned operational or functional managers to make vital decisions. It is asserted that these are too indicated to as people managers and the reporting midway between DR and manager (Fuertes et al., 2020).

The managers in matrix structured organizations are found to enable effective utilization of resources wherein they enable the workforce to use their abilities on different projects consequently and release their actual potential. When resources are underutilized, resource managers in such organizations can offer them appropriate work by assigning them to diverse projects, Such activities certify steady work distribution and successful use of talented workers. The matrix managers have the role of facilitating multi-skill building at the workplace. They make them a part of their IDP (individual development plan). The managers in such organizations work collectively with peers involving female leadership that contributes to agreeing on decision-making (Begbie, 2019).

Conclusion

From the above discussion, it can be concluded that the matrix organizational structure possesses a great impact on project management. It can be inferred that the benefits of this matrix structure include strategic decisions that can be taken promptly and management possesses significant control over decisions at the workplace. Moreover, it concludes that the limitation of matrix structured organization is that hierarchical companies move slowly, depress innovativeness, and have problems adjusting the varying marketplace conditions. Moreover, it can be concluded that in matrix structured organizations, people report to two or more managers and they usually operate on numerous projects concurrently under the leadership of diverse managers. Due to the dual reporting structure, it is not unusual in matrix structures for leaders to possess accountability without authority. It places a focus on the capability of leaders to negotiate and inspire workforces without official authority. This is considered a people-related issue within matrix structured organizations. It further infers that topmost managers find difficulty in aligning goals with dimensions in a matrix structure. It is further found that middle-level management reports ambiguous roles and responsibilities and silo-emphasized workforces as the major challenge of matrix organizational structures. Also, it is concluded that the topmost-level management considers misaligned objectives, unclear authority, and absence of matrix guardian limitations instead of depicting situations of which companies pursuing to adjust matrix structures must be aware.

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