Strayer University HRM560, Assignment 3

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Assignment 3

Managing Organizational Change

Daniel Hernandez

Strayer University

HRM560-Managing Organizational Change

Dr. Zakia R. Batchelor

February 18, 2020

Managing Organizational Change

The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.

Creating a sense of urgency

Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.  

Creating a coalition

At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.

Vision for change

Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives in line with the vision, and often memorize you vision speech.

Communicate the vision

There different forms of communication that one can adopt in conversing in a business organization. After you develop a clear vision, you need to communicate it to other personnel in the organization. Since the company has numerous communications, emailing your vision alone is not enough. To effect the change, you must take every chance that comes your way to restate it (Lawrence, P. 2014). To effectively relay your vision change, you must: speak in convincingly and persuasively about the vision, attach the idea to every aspect of the company, clearly showcase the difference between the current state of affairs and future expectation as per concept created, and also respond to people issue candidly and publicly.

Remove obstacles

Where a company has been in existence for long, implementing change is always faced with hindrances. This hindrance results from employees, the company's processes, or the organization's structure. The vision bearer needs to remove barriers so as to empower and facilitate change move forward on the right track. To deal with these barriers, one needs to: identify and hire leaders whose work is to deliver change, evaluate organization structure and performance to ensure they are at par with the vision, distinguish and remunerate individuals for building change and take measures to remove the barriers (people or otherwise).  

Create short-term wins

Success is the most excellent motivator. Within one year or less, appreciating the type of change you intend, you should be able to point out some achievements that your team can attest to. Devoid of which, critics and pessimistic thinker can ruin your advancement. Creating achievable short term goals is vital in realizing the broad objective. Entire labor forces can be motivated by arching short term wins.  Here are some means to do this: one is to find a short-term achievable project that needs no sign off from opposition carefully choose targets that can be met-failing at an early stage can negatively impact on the proposed change, and consider rewarding workforce that is important in realizing objectives.

Build on change

Quick wins can mislead you to think that the process of change has been accomplished. Early gains are not enough to sustain change (Burnes, B. & Randall, and J. 2015). To reach the top, you must keep on improving.  Thus, to build change on, you must: Scrutinize what was done right and what was inaccurate after each win, the set goal that enhances the momentum you have archived, and bring in more influential change agents.

Anchor the change in cooperate culture

The last step in the change process, as per Kotter's model, is to integrate change in the organization's core. To ensure that the change process remains an integral part of the company, one must talk about progress at every possible opportunity, recognize and reward change agents, and communicate core values of change to new employees.

To conclude, change in an organization is not an easy task. However, if you plan cautiously and establish a good base, executing change can be exceedingly more accessible. Make a need to keep moving, produce a vision, and viably express it, remove barriers, make vigorous achievements, and maximize your potential. Doing these activities can help to establish acceptable governance in the company. That is the point where you can affirm a real victory.

It would be great if we could fill this page. On my last assignment she mentioned and gave us a break but will not do it for now on in not to have incomplete pages. Again, if we could add more coming from any of the other parts of the eight steps that might seem short would be great. Thank you!

References

Burnes, B., & Randall, J. (2015). Perspectives on Change: What Academics, Consultants, and

Managers Think About Change. NY: Routledge.

Centrella, S. (2019). Hustle Believe Receive: An 8-Step Plan to Changing Your Life and Living

Your Dream. New York, NY: Simon & Schuster.

Huber, J., Shilkrot, R., Maes, P., & Nanayakkara, S. (2017). Assistive Augmentation. Basingstoke, NY: Springer.

Lawrence, P. (2014). Leading Change: How Successful Leaders Approach Change

Management. London, England: Kogan Page.

Mauritz, T. (2017). Applied Neuroleadership Models in Project and Change Management: A

Toolbox for Project Managers. Munich, NY: GRIN Verlag.