Abstract:The structure of this assignment is such that the questions are not just answered directly but that there is a discussion of general premises by the author prior to confronting the complexities of systems re-engineering. The reader is given a few short philosophical insights into the author's assumption in the "preferred method" of such organisational change. It is the focus of this assignment to impart how the organisational change will lead to the organisations culture changing.
In the second question which is what is to be done to solve the problems and priority I have referred to the problem statements in the first question per number in the first question and then rated them in priority.
The author has chosen this method of answering for the sake of continuity and ease of reading.
General Discussion:Prior to answering the questions posed in this case study the point of departure will be discussed.
Change is ongoing in any organisation and this is to be a managed process. The need for change should be clarified and has to be analysed, the new goal clearly laid out, the change effected and then the whole change measured against the goals initially stated. Then one can see if a new change or further change is necessary. These processes are laid out in Dr. E. Goldratt's book the Critical Chain as The Theory of constraints.
Harvard Professor J.Cotter outlines 8 steps to bridge the change gap. These steps as shown in the following illustration bridge the gap between the current state and the desired state.
As in Cotters first step the managers of the company under discussion in the case study are indeed ready to be convinced that current methods are not working effectively and efficiently. The critical mass has been achieved within HYTEN to effect...