Final Project 687

Running head: MBA 687 MILESTONE TWO 1

MBA 687 MILESTONE TWO 4

Key stakeholders for the change process

Various company positions need to act to change the management. First is the vice president, who acts as the leader for the Singapore headquarters and the US branch change. He is the main leading position who has to serve to compete to accomplish the vision, mission and objectives of the company. He has to assign the roles to the others. The other position is of team leader. He has the junior position in the leadership, but it is already mentioned that there is a lack of trust and communication gap in the team. Hence, the company needs to appoint him to bring the change management to the lower levels.

Significance of each stakeholder

The vice president has to accept the change because the feedback from the employees is not encouraging, and the company has to meet its objectives and vision. The vice president will act as the counselor and opinion leader in the change management process. He will listen to the employees' opinions and will counsel them according to the situation. The team leader will act as the connector because there is a lack of trust and merit accomplishment in the office. He will cover the gap between the managers and the employees. He will guide the employees and convey their messages to the upper authorities to make certain decisions (Bengtsson, 2018).

Strategic goals that align with the change management plan

The mission and vision adhere to the innovation-driven technology, and they focus on teamwork and opportunities to both the customers and employees. The change management process is important, and its rationale is to align with innovation, teamwork, learning and respect for the talents. The strategic goals of learning and talent have completely adhered to the change management process because the employees have different complaints regarding the top management. the trust and the decision-making strategy were missing in the already existing system. The change management plan will meet the company's mission, vision and strategic goals (Rosenbaum, 2018).

Role of improvements to organizational systems

The exit interviews showed that the task force is not involved in implementing ideas, the top-down management is not favorable, and there is a lack of communication and trust between upper and lower management. The change management process will increase the merit-based atmosphere, increase the communication between employees and managers, and empower the employees regarding the decision-making process. These improvements will enhance employees' empowerment and leadership roles, decreasing the leaving ratio. The processes and policies required in change management increase the communication and collaboration among the leaders and the employees (Hechanova, 2018).

Enhancement strategies for team collaboration

There should be meetings among the members and leaders of both branches, and the problems like communication gaps and lack of trust will be recovered. The lack of collaboration was a lack of meetings, and individual performers became team players because all minds are creative and have different ideas to improve the atmosphere.

The leaders should listen to the ideas of employees and should implement if they are good. If they are not good enough, the ideas can be modified, and the change can be implemented with the guidance of team leaders. It will build trust among them. Moreover, male and female employees should be given equality (Espay, 2018).

Change management model

Kotter's change management model will bring the change to the company. The model will be used by communicating the problems with the leaders, and they should be demonstrated the real issues through the exit interviews. The rationale of the change management model will be discussed, and the leaders will be convinced to meet the needs of the employees through the model.

Steps to bring the change

There are eight steps in the change management model at the US branch. These include the need for change, forming coalitions, strategic development, vision communication, removing hurdles, empowering the team, creating short-term goals, incorporating success and implementing the culture change. The roadblocks will be removed by building trust in employees and terminating toxic personalities. The unplanned changes will not be entertained, and the future will be decided after evaluating planned changes. The milestone to reduce turnover of employees and growth in the company needs to be accomplished, and it will act as a measure of success (Galli, 2018)

References

Bengtsson, P., Ledin, K., & Ärlemalm, T. (2018, July). What do they do? a taxonomy of team leader interventions in various meeting scenarios. In International Conference on Applied Human Factors and Ergonomics (pp. 399-404). Springer, Cham.

Espey, M. (2018). Enhancing critical thinking using team-based learning. Higher Education Research & Development, 37(1), 15-29.

Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132.

Hechanova, M. R. M., Caringal-Go, J. F., & Magsaysay, J. F. (2018). Implicit change leadership, change management, and affective commitment to change: Comparing academic institutions vs. business enterprises. Leadership & organization development journal.

Rosenbaum, D., More, E., & Steane, P. (2018). Planned organizational change management: Forward to the past? An exploratory literature review. Journal of Organizational Change Management.