BMAL 504 Liberty University Management Paper assign.pdf

You will prepare 2 consulting proposals based on the cases from the textbook assigned

in Modules/Weeks 1–3 (Consulting Proposal 1) and Modules/Weeks 4–6 (Consulting

Proposal 2). Each proposal must be 1000–1500 words and include at least the following

5 sections:

Definition of project

Diagnosis of current situation

Recommendations

Implementation plan

Summary

A sample/template for the proposals is provided in the Assignment Instructions folder.

Each proposal must include a title and reference page formatted according to current

APA requirements. You must use a minimum of 4 scholarly peer-reviewed sources plus

the text. Write the proposal as if you are addressing the CEO or organizational leadership

as identified in the selected case study. The overall narrative in the proposal must include

significant emphasis on diagnosing the problems in the business with recommendations

for relevant change. These recommendations must be supported with specific examples

or sources.

For example:

 If the organization needs to change its recruitment strategy or perhaps offer new

products, what specific types of change are involved?

 Will the employees be affected? If so, what type of employees?

 How should the recommended changes be implemented?

 Are there drivers of the change that will determine the success of the change

initiative? If so, what are they?

 Keep in mind that the proposal is an overview of the current situation, needed

changes, and recommendations; therefore, it is important to refrain from

providing too much detail. However, the proposal must contain enough

information for the CEO to select a course of action. Because the person

receiving your proposal is the CEO, there is no need to re-state information in the

case study as he/she should already be aware of the current situation.

You are encouraged to integrate information from any of the Reading & Study materials

or your own experience. These prompts are provided to support your analysis and critical

thinking as you read the cases and to give you some structure if you select one of these

for your proposal assignments.

Consulting Proposal 1 Questions for Consideration:

Use the following case for Consulting Proposal 1.

 Case The Plane Will Not Move!

 What was the problem McDonnell Douglas was having with the C-17?

 What was the thinking that allowed the issue to persist?

 Describe the three main priorities of Koz, the new plant manager.

How did the employees of MD originally view his priorities? How was this reflected in

terms of production?

What did Koz do to illustrate and amplify his vision for his priorities?

What was the eventual result of Koz’s “nutty idea?”

What factors do you believe led to a successful transformation?

Is the approach of Koz sustainable at that plant, transferable across the company, and is

the change management of Koz reproducible in other leaders. If so, explain why and how

to move forward with it. If not, explain why and suggest a different approach going

forward.

Consulting Proposal 2 Questions for Consideration:

Use the following case for Consulting Proposal 2.

Case Change Agent in Waiting:

 What are the key characteristics of government organizations, like the Housing

Development Board of Singapore, and not-for-profits which help explain the

content for this case?

 What is the change challenge for HDB and for Tan as she returns to her former

employer?

 How do you evaluate her action plan? What are its strengths? What are your

concerns?

 What would you suggest to improve her plan?

 What does it take to drive change from a lower to middle management position

and in a government context?

CONSULTING PROPOSAL #1 1

Consulting Proposal #1

Student Name

Liberty University

BMAL 504 – Leading Organizational Change

CONSULTING PROPOSAL #1 2

Definition of Project:

Diagnosis of Current Situation:

Recommendations:

Implementation Plan:

CONSULTING PROPOSAL #1 3

Summary:

Note the following as you prepare your consulting proposal:

 Your proposal should include each of the above sections (do not combine sections).

 A reference page is also required.

 You may include additional sections in the proposal if they add value and are relevant

to the assignment.

 Format, citations, and references should conform to the latest edition of APA.

 Make sure you support your recommendations with citations from peer-reviewed

journal articles.

 Include a timeline with steps or phases when preparing your implementation section.

Remember that the implementation is not a restatement of the recommendations, but

details on how you would implement them in the organization.

CONSULTING PROPOSAL #2 1

Consulting Proposal #2

Lakesha Wilson

Liberty University

BMAL 504 – Leading Organizational Change

CONSULTING PROPOSAL #2 2

Definition of Project

Chew Ling Tan has recently graduated from Columbia Business School, and has resumed

her responsibilities at the Housing Development Board (HDB) of Singapore. She works in the

Estate Administration and Property Development (or EAPD) division. At this time, though,

customer expectations have increased significantly as compared to the period before her

academic leave. There is also intensified public scrutiny of the governmental agency, and hence

all stakeholders are required to improve on their productivity.

The HDB is seeking to be consumer-focused as well as more efficient. Stakeholders like

Tan are being called upon to be innovating in their endeavor to meet the ever changing

expectations of the general population. Tan has been serving in the position of Deputy Director,

and hence she has noteworthy influence on how the agency runs. She has resolved to reinvent the

division and reimagine the manner in which stakeholders such as contractors, employees, and

clients interact.

While the EAPD has skilled and experienced members of staff, Tan can note that the

demand for changes is stressing them. A significant number of them prefer to continue with the

traditions because these are the practices they are already used to, and have perfected over a long

period of time. The displeasure of the members of staff is threatening to derail the strategic

operational realignment, and hence the agency’s leadership must seek a way of engaging and

persuading them to embrace the vision.

Diagnosis of Current Situation

The proposed strategic operational realignment is bound to impact on the activities of the

entire agency. For it to be effective, all the other stakeholders (especially the contractors) must

commit to doing all they can to facilitate the realization of the vision. In essence, therefore, this

CONSULTING PROPOSAL #2 3

must be a shared objective, and the departments within HDB as well as their partners must be

motivated to invest in it. On her part, Tan has already proposed three important areas where

changes need to be initiated. These increase the streamlining of systems and work processes,

intensifying public engagement so that the interests of the population can be captured, and

revitalizing the manner in which customer service is rendered.

Although these measures are desirable and achievable, the fact that the internal

stakeholders are being asked to embrace new ways of delivering their services causes them to be

hesitant. According to Li, Evans, & Bond (2023), among the main reasons why such hesitancy is

experienced is because the leadership is yet to come up with proper guidelines. In that case, the

stakeholders do not have a way of effectively contributing towards the realization of the new

vision.

Nonetheless, it ought to be appreciated that leaders like Tan simply float an idea, and the

members of the team can make their contributions to enhance it as well as make it more feasible

from their perspective. The specific processes which will guide the day to day operations ought

to be devised with the input of the individuals who will be needing them (Campbell, Coldicott, &

Kinsella, 2019). The fact that Tan has just graduated from Colombia means she is highly likely

to value such consultations, and hence would welcome other people’s ideas.

Recommendations

Tan ought to have started by stating the desired change. She must be in a position to

articulate it clearly, whether it is deemed to be minor or major. The followers need to understand

exactly why it is needed, and also visualize the kind of positive outcomes which are likely to be

achieved (Campbell et al., 2019).

CONSULTING PROPOSAL #2 4

Upon stating (or suggesting) it, Tan and the leadership ought to listen to their followers’

feedback. Listening to and considering feedback makes the transition smooth. In fact, feedback

ought to be solicited throughout the process, and Li et al., (2023) argue that doing so helps in

holding everyone accountable. It is, therefore, an effective way of realizing and maintaining the

alignment (Cortis, Foley, & Williamson, 2021).

The leader must proceed to use emotional intelligence, and this include leading by

example. Demonstrating empathy and compassion can persuade the followers to embrace a

transformation they would have otherwise opposed. Additionally, it is imperative to be honest

and as transparent as possible. In case the followers feel that important information is being

withheld from them, they can resent the change effort and cause it to fail (VanDeusen, 2021).

In every step, the followers desire to know why they have to change. Changing involves

learning new ways of completing responsibilities. This can demand for a significant amount of

time, effort, and sometimes the investment of personal resources. An example is a scenario

where one is forced to hire a domestic worker out of the fear that chores at home can derail their

learning endeavors. For the followers to commit, therefore, they need to keep on being reminded

by they really need to change (Cortis et al., 2021).

Implementation Plan

The actual implementation of the change commences with the definition of the roles. This

must be done in a clear manner so that everyone with a responsibility to accomplish understands

how they are contributing towards the realization of the vision. Such knowledge is among the

best motivators, and it does also make the employees responsible and accountable. Indeed,

everyone knows which aspect of the change they own, and hence they can see how valuable they

CONSULTING PROPOSAL #2 5

are in that process. The definition of the roles ought to be completed within two weeks, and it

ought to be anchored upon the results of an in depth study.

Following the definition of roles, milestones ought to be set; and this process can take an

addition two weeks. As this step is getting accomplished, the stakeholders should be scheduling

regular check-ins as well as establishing the rhythm of communication. The next step is training,

and Cortis et al. (2021) argue that this is often essential. According to VanDeusen (2021), the

assumption should be that all stakeholders require training. This helps in ensuring that everyone

has the same perspective, and hence the team can proceed in harmony. Training for the change is

more than just making the new practices stick. It is also aimed at ensuring that the new change is

effective.

Leaders like Tan must be ready to avail adequate resources and prepare for enough time

for the training to proceed smoothly. Failure to provide resources tend to hinder this step; and

without training, the desired harmony may not be realized. Due to the fact that the workforce is

already competent, however, two weeks of training are enough to facilitate the desired change.

The last step is making sure that the acceptance for change is rewarded. Every stakeholder

should feel adequately incentivized to embrace the transformation (Bakare & Okuonghae, 2022).

Summary

Tan had the best intentions when she suggested changes at HDB. Nonetheless, her ideas

were faced with resistance. This is normal in must organizations, and that is because the

employees prefer maintaining the kind of culture they are used to. However, informing the

stakeholders about the change in time, and being vivid enough to make them visualize it, can

enhance its acceptability.

CONSULTING PROPOSAL #2 6

It is also important to allocate enough resources and time for its implementation. There

are instances when the leaders overlook such activities as the definition of roles, determination of

milestones, and training; and the consequence is that the entire process fails. In essence, it is

possible to realize the desired change as long as the stakeholders are involved and supported as

much as possible.

CONSULTING PROPOSAL #2 7

References

Bakare, O. D., & Okuonghae, N. (2022). Information managers as change agents in achieving

sustainable development in the 21st Century. Journal of Environmental Science and

Economics, 1(2), 58–66. https://doi.org/10.56556/jescae.v1i2.97.

Campbell, D., Coldicott, T., & Kinsella, K. (2019). Systemic work with organizations: A new

model for managers and change agents. Taylor & Francis Group.

Cortis, N., Foley, M., & Williamson, S. (2021, July 30). Change agents or defending the status

quo? How senior leaders frame workplace gender equality. Gender, Work &

Organization, 29(1), 205-221. https://doi.org/10.1111/gwao.12742.

Li, Y. L., Evans, K., & Bond, M. A. (2023). Allies as organizational change agents to promote

equity and inclusion: A case study. Equality, Diversity, and Inclusion, 42(1), 135-156.

https://doi.org/10.1108/EDI-12-2021-0308.

VanDeusen, E. A. (2021). Change agents at work: Brokering boundaries. Cambridge Scholars

Publishing.

CONSULTING PROPOSAL #2 1

Consulting Proposal #2

Lakesha Wilson

Liberty University

BMAL 504 – Leading Organizational Change

CONSULTING PROPOSAL #2 2

I. Definition of Project

1. Chew Ling Tan has recently graduated from Columbia Business School, and has

resumed her responsibilities at HDB.

2. She is, however, trying to implement changes which are unwelcomed.

II. Diagnosis of Current Situation

1. The proposed strategic operational realignment is bound to impact on the activities of

the entire agency.

2. Although these measures are desirable and achievable, the stakeholders are hesitant.

3. The leadership is yet to come up with proper guidelines (Li, Evans, & Bond, 2023).

4. These are processes which guide day-to-day operations (Campbell, Coldicott, &

Kinsella, 2019).

III. Recommendations

1. Tan ought to have started by stating the desired change (Campbell et al., 2019).

2. The leadership should then solicit feedback (Cortis, Foley, & Williamson, 2021).

3. The leader must proceed to use emotional intelligence (VanDeusen, 2021).

4. For the followers to commit they need to keep on being reminded by they really need

to change (Cortis et al., 2021).

IV. Implementation Plan

1. The actual implementation of the change commences with the definition of the roles.

2. The next step is training, and Cortis et al. (2021) argue that this is often essential.

3. Leaders like Tan must be ready to avail adequate resources and prepare for enough

time for the training to proceed smoothly (Bakare & Okuonghae, 2022).

V. Summary

CONSULTING PROPOSAL #2 3

1. Tan had the best intentions when she suggested changes at HDB.

2. Nonetheless, her ideas were faced with resistance.

3. However, informing the stakeholders about the change in time, and being vivid

enough to make them visualize it, can enhance its acceptability.