LEADING CHANGE: A CASE VIEW 4
Non-governmental organizations and other charitable organizationsundergo various changes in their operations due to the dynamism ofinternal and external conditions (Todnem, 2005). I worked at Save aChild Foundation as an intern. At the organization, there was a needfor a radical change in the procurement process to embrace a centralelectronic and integrated system to replace the outdated manualsystem that was currently in use. After a thorough survey andbenchmarking from other charitable NGOs, the foundation found a needto embrace modern techniques and systems of procurement and supplychain operations. There were various external and internal factorsthat led to such a move. Externally, many donors were not pleasedwith the current system that was tedious and relied on outdated paperwork to maintain records.
Most of the time there were missing records on cash spent of certainitems and community ventures that were not accounted for by theprocurement officers. Internally, there were complains of corruptionand mismanagement of funds by the officers through shady procurementdeals with the suppliers.
Communication was mostly done by the top managers. The chiefexecutive officer, other senior managers and the procurement teamconvened a meeting and decided to implement the recommendations ofthe survey that advocated for a central and integrated procurementsystem that was transparent and accountable. The same team convenedan emergency meeting with all employees and explained the newprocedures. All procurements could be updated electronically as theyoccurred making sure no records were lost. The chief procurementofficer would verify all the purchases to ascertain theircorrectness.
Therefore, every department had the responsibility of updating alltheir departmental requirements electronically for the procurementdepartment to verify and approve. Every employee would be trained onthe same to familiarize them with the new electronic system. In thiscase, there is no change model that can be identified. Suchcommunication would quell all the issues that came up, especiallythose resisting the change due to their own self interests. For theorganization to survive, it had the impetus for change to maintainthe current donors and streamline the procurement process.
Todnem By, R. (2005). Organizational Change Management: A criticalreview. Journal of change management, 5(4), 369-380