Critical Issues Project PART THREE only
CHANGE MANAGEMENT PLAN
BY
STUDENT’S NAME
INSTITUTIONAL AFFILIATION
TABLE OF CONTENTS
Slide 1: Cover Slide
Slide 2: Table of Contents
Slide 3: Purpose of the change management plan.
Slide 4: Change management plan member structure.
Slide 5: Issues Addressed
Slide 6: Outcomes to be resolved.
Slides 7–14: Possible Outcomes
Slide 15: References
PURPOSE OF CHANGE MANAGEMENT PLAN
Change management plan aids the organization to align the
It also allows the organization to conduct an assessment on the impact of the change.
The assessment is significant because it allows for the workability of the change
Enables the effectiveness of the organization to be maintained over some time.
Change management refers to a sequence of activities or even steps which the project leader or the team leading a particular change in the organization follow intending to ensure that there is an adequate transformation taking place. There are several elements and directions that these processes follow. Change management is essential to any organization, and it is through the changes that are made that most objectives of the organization or the Company can be achieved. The most significant importance of change management is the fact that it allows for conceptual preparation of the staff to implement the particular change that the organization is intending to achieve.
CHANGE MANAGEMENT PLAN MEMNBER STRUCTURE
Change management plan aids the organization to align the resources that are in existence in the organization. It also allows the organization to conduct an assessment on the impact that the change will bring to the organization in general. The assessment is significant because it allows for the workability of the change without causing any adverse effects on the daily running of the organization (Uhl, 2016). Difference is significant because it also enables the effectiveness of the organization to be maintained over some time.
ISSUES TO ADDRESS
Reasons for change
Benefits of the Change
Change Processes
Possible barriers to the Change
Solutions to the barriers
The issues listed above will be the points of focus in this presentation. They will be addressed as a merger with the outcomes of the change.
OUTCOMES TO BE RESOLVED
Shock
Rejection
Disbelief
Embarrassments
Tolerance
Acceptance
The following are the possible outcomes of the proposed change to the organization. Some of these changes are negative while others are positive. Handling these changes will depend much on how they come.
SHOCK
Changes are not easy to accept.
Some staff and other employees prefer to maintain status quo.
Soft transition is recommended in such cases.
Patience is required by the change management team.
It is common for any change to be accepted with a shock from the employees and KPMG is not exempted from this. The reason for any excitement that will result from the difference could be personal due to the fear of how this particular change could impact the status quo of the employees.
REJECTION
It follows immediately after shock.
People in the organization will attempt to be rebellious.
This should not be the main focus of the team.
It acts as a distracter to the main objective.
This should be handled with much care.
It is necessary for the leaders and the managers to implement the change. The person who is indicating signs of the shock should, however, not be seen as the problem, but the reaction is what concerns many people.
DISBELIEF
The main cause of shock in the transition process.
People will question if the whole plan will eventually work out.
Patience is needed to handle this group of people.
Feelings of dislike and rejects result from disbelief.
Denial is also possible, and it is the stage that follows shock almost immediately and employees as well as some other staff usually have the feeling that the change might not be implemented successfully.
EMBARSSMENTS
A combination of disbelief and shock results into embarrassments.
This is both on the side of the employee and the change management team.
This should be handled with much care.
The process of change should not stop just because people are not ready to get along.
Motivation is necessary at this point.
People will often experience because of the disbelief, and at times, they are even angry at what is likely to happen in the long run. Whether that is the belief or not, doubt in most cases is the cause of feelings and expressions of denial in most people.
TOLERANCE
It is a requirement throughout the process.
The change management team should not lose it even for once.
Not all the employees will be at the same level all the time. Some will be lagging behind.
Accountability is key at this point but individuals ought not to be pinned down.
The employees will be encouraged to tolerate the changes that are proposed to ensure that their participation is worn. These negative expectations, however, are not very difficult to deal with, and they will be handled most appropriately.
ACCEPTANCE
The change will finally be accepted by the staff.
Incentives are required at this stage to motivate the employees who have adjusted to the new requirements.
Rewards will play a key role in this whole stage.
It might take quite some time to get here.
By exposing the employees to thorough training and practical lessons, it is expected that they will be open to discoveries and get the courage to risk in adopting the latest trends. As a result of exploring the new possibilities, it is expected that the employees will carry out the necessary innovations and the organization will create the avenue through which the ideas from various employees will be accepted as much possible and integrated into the management process.
PRODUCTIVITY
Productivity will go up.
Team work is encouraged for this to be realized.
Effective training is also very necessary.
If some have not adjusted to the pace, they should be given tome to do so.
The change is expected to efficiently improve the productivity level of the organization.
The proposed changes are equally expected to boost the efficiency of the organization. The customers will get better service delivery, and that is intended to boost their morale and make them look for more of the services from KPMG.
MORALE AND ATTITUDE
The morale of the employees will be boosted accordingly.
Once they appreciate the change, they will be moved to go at the required pace.
The attitude of the employees is expected to change accordingly to the positive such that they will appreciate the change with time.
The performance of the organization will go up.
The morale of the employees is therefore expected to be increased, and hence, they will like to perform the various tasks that they will be assigned in the Company. There will be a significant change in the organizational personnel, and that is meant to create a relaxed working atmosphere and hence positively influence the attitude as well as the morale of the employees.
REFERENCES
Apostolou, A. (2019). Case study of the risk management plan ensuring business continuity of a
private healthcare organisation, after a manager change.Booth, S. A. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge.
Shakokani, M., Robinson, T., Cumming, D., Lovell, R., Bhagat, S., Powell, J., & Kaleel, S.
(2016).
Louis, R. (2016). Change Management Plan of College Admissions Policies and Support for Ex-
Offender Students.
Uhl, A., & Gollenia, L. A. (Eds.). (2016). A handbook of business transformation management
methodology. Routledge.