Solaris Change

Solaris ChangeThe essay is divided into 2 contexts:1.The unorthodox mangement practice implemented by Solaris2.The M&A conducted by Super NovaThe Unorthodox management StyleThe unorthodox management style can be seen as a planned and evolutionary change. Planned change refers to situations in which organizations have adequate time to anticipate and formulate a response whilst an evolutionary change describes ongoing minor changes that are incorporated in the existing organizational change. The fact that the unorthodox practice was implemented by management and there is no external environmental and technological changes affecting Solaris, we can make the assumption that the company is undergoing a planned and evolutionary change which results in an adaptive change. Furthermore, Solaris is making only minor changes to their existing organizaitonal structure. This is demonstrated by Kimberley Bell who stated, “work in a call centre can be extremely mundane and monotonous, so we have to make it a rewarding experience in order to be successful”. This further supports the case of evolutionary change.The reason for the change in Solaris management is due to the nature of work. As mentioned by Carr, “ The industry is plagued with high turnover, with under-trained, undermotivated and unenthusiastic staff with no long-term commitment to their jobs”. This is the reason of why Solaris decided to implement a new unorthodox management system.In the context of Solaris, the change agent or the people in power who have the ability to constrain and replace those in power is team leader from the HR department Kimberley Bell and James Carr the CEO and team leader of the management team. The HR Department itself have the power to assist the change by implementing a “cultural program that targets the internal thought process of employees” and help “promulgate the right values and practices so that employees view work more like a party than lifelessness chore”. In essence Solaris is implementing a change in culture.It is evident that Solaris is implementing an ongoing change process in their culture. This process involves unfreezing the organization and continuously changing the organzation.The change in culture can be seen in the following aspects within Solaris implemented by HR: ∙Symbols that capture the companies philosophy such as “Excitement, Attictude.Achievement”.∙Physical layout- consist of the slogan on “training manuals, coffee mugs, poster boards, letterhead”.∙Socilization process- “agents are recrui ted for both their formal skills and, more importantly their personal attitude and outlook on life.Management also has the ability to implement the change by implementing a “flat” organizaitonal design with decentralized power with the aims to empower workers with autonomy.Whenever implementation of change conducted, employees generally view the change as a juxtaposition and consists of 2 forces:∙Those resisting change∙Those promoting changeKris for example is accepted the change as he promoted the culture of Solaris such as”always sings the Sing Song and makes an effort to motivate other if he think they are not pulling his weight”. However, some employees resist the change at Solaris because the unorthodoxed managemnt style did not enhance the their working lives and found it to be fake. This is reflected the attitude of Charlene who described the employees at Solaris as “Solaris Androids”.After the MergeThe M&A at Solaris is seen as a revolutionary change because the merge with SuperNova has put Solaris into disequilibrium as transformations to the structure of the organization is required. There is a conflict in cultures between SuperNova and Solaris.1.Super Nova employees were “working in a more traditional call centreenvironment” as oppose d to Solaris whose working environment was moredynamic (need more information)”. In addition, SuperNova’s job is moremonocuous and took only “inbound calls that concisted of predominantlystraightforward questions and data entries which could easilt be dealt withaccording to predetermined script”.2.Solaris on the other hand had a culture that promoted “creativity, motivationinnovation, trust etc”.Difference between Solaris and SupernovaSolaris∙Took less phone calls between 30-50∙Less punitive∙Encouraged by social events for team bonding∙More fun work environment∙Low turnoverSuper Nova∙Took more phone calls (150 a day)∙More punitive∙High turnover∙More oppressive enironment。