QUALITY POWERPOINT PLUS PAPER ADDITIONS

Assignment 2 - Diagnosing Change

Introduction

Organizational change requires an organization to view the current processes such as operational methods, structure, strategies and the steps to be taken to improve practices. The best practice an organization can take when implementing organizational change is to prepare. Some of the disadvantages to organizational change include costs, personnel resistance and the direct effects the changes may present. Organizations must plan change out accordingly to successfully maximize change efforts. This paper entails the U.S. Navy implementing a new initiative to optimize customer service relations. The additional suggested change is to train individuals properly, and it is preferred not to completely shut down the PSD’s and CSD’s allowing for the face-to-face customer service aspect to remain.

Conclusion

The U.S. Navy revolves around change. Military personnel are accustomed to change, but all change is not always good. Change without analysis can be a disaster but with proper planning, it can be a success. Hence, implementing Kotter's eight-step change theory would have benefited the transition of centralizing and modernizing PSD's and CSD's. Recapturing Kotter's theory, the eight steps are creating a sense of urgency; building a guiding coalition; forming strategic vision and initiatives; enlisting a volunteer army; enabling action by removing barriers; generating short-term wins; sustaining acceleration, and institute change. The listed steps will assist with implementing a second change to ensure centralizing and modernizing PSD's and CSD's reaches and maintain success. Analysis proves that the U.S. Navy is prepared and ready for change.

Assignment 3 - Kotter’s Change Management Model

Introduction

John Kotter, Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School and a graduate of Massachusetts Institute of Technology and Harvard, Kotter’s vast experience and knowledge on successful change and leadership have been proven time and again (Kotter, n.d.). Kotter made a breakthrough in the arena of leadership and managerial roles producing the eight-step process for leading change. Kotter's change model emphasizes the importance of the process of change. Furthermore, emphasizing on the fact that neglecting any of the implemented steps can result in the possible failure of any project. Kotter's eight-step change model outlines the idea that change, although vital will not an easy or quick process. Kotter's change model suits the change proposal the U. S. Navy has implemented to consolidate several Personnel Support Detachment (PSD) and Customer Support Detachment (CSD) locations.

Conclusion

Organizational change is not an easy process. The process can be intense and require many additional changes, which is not always a bad thing. Change models provide critical step by step analysis and implementation of the relevant factors to successfully incorporate organizational change. When you have a guide such as Kotter’s eight-step process for leading change, the process can be smoother to transition. Failure to conduct in-depth analysis can lead to an unsuccessful change. The Navy has a history of change strategies, but not all are highly successful, which happens within an organization that has ever-changing dynamics. As pointed out within this paper, Kotter’s change management model is perfect for the proposed changes to enhance the original initiative.

Assignment 4 - Resistance and Communication

Introduction

Communication is one of the vital tools in any organization, and the U.S. Navy is no exception. The U.S. Navy is equipped with the latest technology for ways of communication due to the responsibilities of military branches in being a force and safely protecting the United States of America, making effective communication is a crucial requirement. Communication is key to the many issues that affect the U.S. Navy, but it does not end without resistance to change.

Conclusion

The goal of organizational change is to ensure the change is communicated across the organization and to avoid resistance as best as possible. Communication has always been a tool that drives change. Leaders can never over-communicate when it comes to organizational change; communication is vital. The U.S. Navy can benefit immensely by mastering the stated communication methods in return preventing resistance by gaining the mutual respects and meeting its expectations of all Sailors during new initiatives about modernizing and centralizing PSD's and CSD's.