Change Management: T-Mobile’s Multiple Layers of Management Structure

T-Mobile’s Multiple Layers of Management Structure

​While many multinationals’ management are decentralized,my organization has multiple layers of management structure. In this regard, T-Mobile has been facing multiple challenges and bureaucratic issues. For instance, our decision-making is slower owing to complex and difficult consultations between upper management and employees. Besides, we often face multifaceted challenges of communication and limited flow of information. The organization has also been struggling with difficulties in instituting change since outside information hardly penetrates the many layers of management. The problem has been persistent, and we have paid heavy prices to maintain many managers in our current structure. In this regard, a specific change proposal is imminent despite possible friction and conflicts with different levels of employees.

Structural Reforms

​I propose both practical and theoretical reforms in my organization’s new reforms. Notably, Ahmady et al. (2016)agree that the reforms are necessary especially if variables like size, technology, environment, strategy, and goals are affected. In this regard, theoretical changes will introduce less centralized decision-making, informal communication but formal works, flexible tasks, high participation and collaboration, and less horizontal differentiation (458). Moreover, theoretical changeswill ensure support staff plays their duties, analysts play T-Mobile’s standards duties, top and operating core management form the middle line, support staff and top management occupy the strategic apex position, and only specific workers stay at the company’s operative core position. 

​Experts recommend the reforms for various reasons. Foremost, Ahmady et al. (2016) document that the new structure removes boundary. Teams with high autonomy are replaced with centers since there is no control as the commanding chain is eliminated (459). Besides, the new reforms can accommodate virtual operations of the new management structure. T-Mobile’s new structure will rarely have its specialized units and it will be small and centralized in terms of structure. Nevertheless, the structural change will allow for teamwork (Ahmady et al., 2016, p. 458). In this regard, teams will take the required decisions as decision-making processes are not centralized and barriers are eliminated. 

Evaluation: Proposed Change Effects on Various Groups of Employees

​While new changes may affect employee performance, they may also bring anxiety and stress to different groups of employees. For example, some faction may resist the oncoming change and they may not want to try new unfamiliar roles or processes (Ahmed, 2020). Employees may develop job insecurities amid the new reforms. According to Ahmed (2020), major organizational change may include rightsizing or downsizing, and acquisition or mergers may reduce redundant roles within the corporation. Besides, other factions of workers may doubt the company leadership’s vision and create rumors about the new change (Ahmed, 2020). Employees with little information may spread rumors about the company’s future and cause moments of doubt among colleagues. 

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Assessment: Potential Conflicts Before, During, and After the Change

​I envision three types of conflicts after, during, and before the new structural adjustments. Foremost, a task conflict will arise where employee work assignments will create concrete issues. According to Shonk (2020), employees may disagree on the interpretation of facts, judgments, managing expectations at work, policies, opinions, and how to divide policies. Moreover, relationship conflict may ensue due to differences in conflict style, taste, style, and personalities (Shonk, 2020). Notably, organizations often put together people who otherwise would not ordinarily meet. Furthermore, value conflict may arise because of deeply held beliefs, norms, ethics, religion, identities, and politics (Shonk, 2020). For instance, one may not be sure whether to trade with old clients because of new policies.

​ Many reasons may cause the three levels of conflicts, in my opinion. Foremost, relationship conflict may yield interpersonal conflicts between supervisors and employees due to long tensions resulting from personality differences between them (Shonk, 2020). I also expect alienation, distrust, and defensiveness resulting from value conflicts. Notably, employees may express strong values that may offend their colleagues (Shonk, 2020). Similarly, during orientations, workers may disagree on who among them should represent their team at an outside conference, leading to a task conflict. 

Defense: Three Best Practices to Prevent to Resolve the Conflicts

​Experts recommend an array of ways to resolve and prevent task conflicts. According to Smith (2021), players in conflicts should act decisively. For instance, the conflict resolution team should act, make a decision, review all the circumstances, talk to the parties involved, or take their time to gather necessary information (Smith, 2021). Besides, the conflicting parties should establish guidelines before conducting a formal meeting to resolve their issues. Smith (2021) also encourages the parties to investigate both sides to ensure presented information accurately captures all the facts and the conflict situation is clearly understood. 

​Personal differences may yield relationship conflicts, and the management should follow certain steps to resolve any arising issues. First, the conflict resolution team should keep the communication open. According to Smith (2021), the ultimate objective of resolving a conflict is to empower the conflicting parties to act themselves and find an amicable solution. Second, the parties involved should not focus on the people but the problem. Smith (2021) affirms that even though some individuals may be “problematic’, conflict managers must not hold any preconceived attitudes about them. Lastly, the involved parties must acknowledge the issue. According to Smith (2021), everyone ought to understand the concerns and frustrations of others during conflict resolutions. 

​Nevertheless, issues like religion and politics may breed value conflicts, but experts recommend specific solutions. For instance, Smith (2021) urges any conflicting parties to avoid using intimidation and coercion. The author notes that coercing people or emotional outbursts may seem to offer temporary relief, but the long-run effects of the conflict may be devastating. In this regard, conflict resolution experts agree that people involved in the conflict should take their time and exercise patience with one another (Smith, 2021). People ought to evaluate all information and avoid quick decisions which may alienate the individuals involved in the conflict.

Justification: T-Mobile’s Channels of Communication forImplementing the Change

​T-Mobile’s carrier of communication or channel may include written reports, email, telephone calls, or face-to-face conversations. Robertsson (2019) notes that body language and voice inflections may affect face-to-face communications, and companies must have other â€œback-up” channels like written reports and emails (8). Besides, communication parties may experience subservient, compliant, hostile, dependent, inferior, or angry emotions if they encounter barriers to organizational communication channels (8). In this regard, experts are opined that companies must use multiple communication carriers to deliver the same message to different recipients (Robertsson, 2019, p. 9). In other words, effective communication will imply the message content matches the channel of communication.

In summation, in implementing T-Mobile reforms, a specific change proposal is imminent despite possible friction and conflicts with different levels of employees. Both practical and theoretical reforms in the company are crucial but they will also attract conflicts from different factions of employees. For example, employees may disagree based on their opinions, personalities, or beliefs, and conflicts such as task, relationship, and value are inevitable. However, conflict resolution managers may use various methods to resolve the three levels of conflicts. For instance, the parties may act decisively, avoid using intimidation, or keep communication channels open. Nevertheless, T-Mobile must maintain all its channels of communication for effective operations and conflict management.

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References

Ahmady, G., Mehrpour, M., & Nikooravesh, A. (2016). Organizational structure. Procedia - Social and Behavioral Sciences, 230, 455-462. https://doi.org/10.1016/j.sbspro.2016.09.057

Ahmed, A. (2020). Employee Reactions to Organizational Change. Small Business - Chron.com. Retrieved 20 April 2021, from https://smallbusiness.chron.com/employee-reactions-organizational-change-17732.html.

Robertsson, A. (2019). The Importance of Communication During Organizational Transformation: A Case Study at AstraZeneca about Communication Barriers (Master's). KTH Industrial Engineering and Management.

Shonk, K. (2020). 3 Types of conflict and how to address them [Blog]. Retrieved 20 April 2021, from https://www.pon.harvard.edu/daily/conflict-resolution/types-conflict/.

Smith, G. (2021). Conflict Resolution: 8 Strategies to Manage Workplace Conflict. Business know-how. Retrieved 20 April 2021, from https://www.businessknowhow.com/manage/resolveconflict.htm.