"Describe the external factors and internal factors affecting change in IT management at Hydro-Quebec.
What changes would you suggest for Hydro-Quebec and why?"
Hydro Quebec has apparently gone through many phases with relation to their IT structure, implementation, and strategy. Copious factors, both external and internal, are responsible for the changes at various levels of the organization.
The company went through reorganization with the advent of the Shared Services Center and further dividing it among four units that handled respective facets of IT namely the IT Solutions, IT Operations, Telecommunications and Service Networks, and the Office Automation Systems unit. In the upcoming years following this reorganization transitional changes impacted business partnerships with the divisions. As a result the IT divisions were feeling the pressure to deliver high quality service in a timely fashion and reasonable budget. In order to provide quality service, the divisions took full control and decision-making powers to make sure the business requirements were met by the Shared Service Center. With the growing demands of the business divisions, the IT management units had many significant responsibilities to address. The responsibilities were to be accounted for under the realm of existing software and available technology within a strict budget where each and every task had to be reasoned out with its associated dollar value.
The above hardships of working with strict budgets and merely meeting business requirements impacted customer service. Therefore, under new leadership the HQD IT management had to be re-strategized. This lead the organization to look outside, move with the current times and experiment with ...
Hydro Quebec underwent major changes in their IT management structure and much of it was to do with both internal and external factors. IT structure, implementation strategy, maintenance contracting, and the like were some factors.
Change Management Process
Custom Food and Feed Corporation (CF&F)is a major manufacturer and marketer of food and animal feed ingredients. Over the past 10 years, there have been several major investigations and allegations of company mismanagement. In question is CF&F's compliance with federal and state regulatory regulations (safety, environment and quality), Federal and State Labor Laws, and Equal Employment Opportunity guidelines.
In the light of recent negative publicity and to regain and maintain the company's market share, a new CEO was appointed by the Board of Directors. The CEO has insisted that the president of the company look into the recent allegations and make recommendations for changes in company management practices in resource management. The president has outlined the CEO concerns for change and has tasked the Vice President of Human Resources to analyze the current company culture and to give recommendations to him for change. The Vice President of Human Resources has decided to use the Tech Division for this corporate analysis.
The Tech Division is the newest division, being 12-years old. This division has grown from a single product to seven products. The Tech Division is a non-union facility which has a staff of 92 managers and 300 hourly employees. This division uses fermentation technology to convert dextrose (sugar)into a variety of food and feed ingredients. This division operates 365 days a year, 24 hours a day, 7 days a week. Following are major results of the study:
There is no real concern for safety, environmental and/or quality controls.
Tech's managers use an authoritarian approach to managing human resources. This approach over the years has built many barriers between the hourly employees and management and there has been some talk of unionizing.
The plant manager's responsibility is to make all the daily production decisions. His staff of production supervisors is to monitor the production cycle and report to him for direction.
Frontline Supervisors have been promoted from within the company. There was no apparent consideration to who would be promoted and no guidance and training was given to them.
There is a history of nepotism that runs throughout the culture of this division.
Up until now, the Corporate Human Resource department has been responsible for all of the Human Resource activities for each of its divisions. The Vice President of Human Resources has convinced the president of the company that the first change is to put a Human Resource Manager (HRM) in the Tech division. The president agreed.
You are the newly hired Human Resource Manager for the Tech Division. Your responsibility is to diagnosis the present culture, develop strategies for implementing a plan for change, and implement the plan. The Vice President of Human Resources has pointed out that you will face many challenges and a strong resistance from different levels of management not to change the established culture.
As a result of your previous discussion, you are asked to research the area of change management, using the resources at your disposal. Prepare a powerpoint presentation addressing the following:
1. Explain different definitions of change management and explain how CEO of CF&F could use them to help manage the organizational change.
2. Explain Process Change and discuss how this process can be applied in solving opportunities during change.
3. In which level in the organization does the change process begin? Why?
4. Discuss the different strategies for change and outline the factor in selecting a strategy.
5. What do you feel is most important aspects for a CEO to consider in developing and implementing change with an organization? Why?
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