Currently taking Managing Organisational Change (HRM560), at Strayer University and I have attached an example of assignment three and a copy of the instructions and rubric for this paper. Can anyone assist?
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Using the company that your instructor previously approved, apply Kotter’s eight (8) steps of change management to an HR situation you have selected for change. You will address all eight (8) of the Kotter steps, developing an action plan for each step. Use a tablet, smartphone, laptop, desktop, or traditional video recorder to record a maximum of a five to seven (5-7) minute dynamic video on the topics detailed below. Alternatively, you may submit a four to six (4-6) page paper instead of the video submission.
Title: Your First Name, Your Last Name – Managing Organizational Change
Tags: HRM560, Organizational Change
Description: First Name, Last Name – HRM560 Assignment 3 (Date Uploaded ex. 11-14-2014)
Prepare and present a video that is a maximum of five to seven (5-7) minutes OR write a four to six (4-6) page paper in which you:
1. Ascertain how each of the steps applies to your specific organization.
2. Develop a strategy that illustrates how you would address each of the eight (8) stages of change:
A. Establishing a sense of urgency
B. Creating coalition
C. Developing vision and strategy
D. Communicating the vision
E. Empowering broad-based action
F. Generating short-term wins
G. Consolidating gains and producing more change
H. Anchoring new approaches into the culture
3. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources.
Note: If you choose to submit a video presentation, please also submit a one (1) page summary of your presentation.
If you choose the written paper, your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
· Compare theories of change management and select an appropriate theory for an organization change.
· Analyze diagnostic models relevant to various aspects of the change management process.
· Use technology and information resources to research issues in managing organizational change.
· Write clearly and concisely about managing organizational change using proper writing mechanics.
· Identify organizational changes that link to vision.
Points: 140
Assignment 3: Kotter Change Management Model
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Ascertain how each of the steps applies to your specific organization.
Weight: 5%
Did not submit or incompletely ascertained how each of the steps applies to your specific organization.
Partially ascertained how each of the steps applies to your specific organization.
Satisfactorily ascertained how each of the steps applies to your specific organization.
Thoroughly ascertained how each of the steps applies to your specific organization.
2a. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: establishing a sense of urgency.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: establishing a sense of urgency.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: establishing a sense of urgency.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: establishing a sense of urgency.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: establishing a sense of urgency.
2b. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: creating coalition.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: creating coalition.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: creating coalition.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: creating coalition.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: creating coalition.
2c. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: developing vision and strategy.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: developing vision and strategy.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: developing vision and strategy.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: developing vision and strategy.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: developing vision and strategy.
2d. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: communicating the vision.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: communicating the vision.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: communicating the vision.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: communicating the vision.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: communicating the vision.
2e. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: empowering broad-based action.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: empowering broad-based action.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: empowering broad-based action.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: empowering broad-based action.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: empowering broad-based action.
2f. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: generating short- term wins.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: generating short- term wins.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: generating short- term wins.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: generating short- term wins.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: generating short- term wins.
2g. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: consolidating gains and producing more change.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: consolidating gains and producing more change.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: consolidating gains and producing more change.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: consolidating gains and producing more change.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: consolidating gains and producing more change.
2h. Develop a strategy that illustrates how you would address each of the eight (8) stages of change: anchoring new approaches into the culture.
Weight: 10%
Did not submit or incompletely developed a strategy that illustrates how you would address each of the eight (8) stages of change: anchoring new approaches into the culture.
Partially developed a strategy that illustrates how you would address each of the eight (8) stages of change: anchoring new approaches into the culture.
Satisfactorily developed a strategy that illustrates how you would address each of the eight (8) stages of change: anchoring new approaches into the culture.
Thoroughly developed a strategy that illustrates how you would address each of the eight (8) stages of change: anchoring new approaches into the culture.
3. 4 References
Weight: 5%
No references provided.
Does not meet the required number of references; some or all references poor quality choices.
Meets number of required references; all references high quality choices.
Exceeds number of required references; all references high quality choices.
4. Clarity / Coherence in Presentation and writing mechanics
Weight: 5%
More than 6 errors present. Information is confusing and fails to include reasons and evidence that logically support ideas.
5-6 errors present. Information is partially clear with minimal reasons and evidence that logically support ideas.
3-4 errors present. Information is mostly clear and generally supported with reasons and evidence that logically support ideas.
0-2 errors present. Information is provided in a clear, coherent, and consistent manner with reasons and evidence that logically support ideas.
5. Met formatting requirements, including one (1) page summary for presentation option.
Weight: 5%
Did not submit or incompletely met formatting requirements, including one (1) page summary for presentation option.
Partially met formatting requirements, including one (1) page summary for presentation option.
Satisfactorily met formatting requirements, including one (1) page summary for presentation option.
Thoroughly met formatting requirements, including one (1) page summary for presentation option.
Running head: KOTTER CHANGE MANAGEMENT MODEL 1
Assignment 3:
Kotter Change Management Model
7
Assignment 3
Kotter Change Management Model
xxxxxxxx
x
Strayer University
HRM560-Managing Organizational Change
xxxxxxxx
February 17, 2020
Ascertaining the Steps
John Kotter’s Eight (8) Steps of change management can be applied to Sears Employees Performance Policy and Procedures. Each step in this holistic approach allows for the planning and successful implementation of change within an organization. Vision and strategy gives an organization a picture of what the future of the company will look like after change has been implemented. Applying Kotter’s Eight (8) steps approach will provide the guidance for an organization’s successful transformation in their decision to change. The change that I have recommended to Sears Employee Performance Program is not only needed to improve employee’s performances but is necessary for the future of the organization. Each step in Kotter’s Eight (8) Step Process for change would be a great approach and guide in successfully leading change within the Sears organization.
Developing a Strategy for Successful Change
Step 1- Creating a sense of urgency will be a must. Hosting a meeting with all management teams at every level to inform them of the upcoming change, the reason for the change, the urgency of the change, and the plan for making it happen. I would also discuss the ‘why’ for the change and the future of the company. Then, I would create a sense of urgency with those in leadership roles to support the vision. Next, a mandatory meeting for all employees will be critical to inform them of the change, and how their role will be vital in helping to make change happen successfully. Employees that are unable to attend will be asked to conference in. Creating a sense of urgency must be established during this step in order to successfully move forward with the other steps. Creating a sense of urgency will help to keep employees motivated and energized (Romita, 2015). Creating a sense of urgency forces employees to understand that change is critical for the continued success of the organization. Employees must be convinced that change is not only needed but is necessary.
Step 2- Creating a coalition among managers and employees will strengthen the process and enable it to move forward without strong resistance. Team leaders, supervisors, managers, and executives must build teams that will support the change in their action and behavior. Change must be seen in leaders first. After observing change in leaders, employees will be encouraged and motivated to also change their old habits to new habits. In addition, leaders must build a guiding coalition that establishes trust between themselves and employees. Building effective relationships with employees will help to ensure support and strong coalition for the vision and mission of the organization.
Step 3- Leaders at every level will communicate the vision through specific messages that are directly related to the change, and align company goals with the change. If employees and managers do not understand the desired future, the resulting organizational change initiatives will be unsuccessful (Romita, 2015). A successful change vision and strategy will identify the areas of change, provide clear and realistic targets for measuring success, explaining the why and how, and appeal to the long-term goals of the organization (Romita, 2015). Forming a strategic vision and initiatives allows employees to clearly see and understand the need for the change. Once employees can see the why and how for the change, they are more willing to accept change as a positive instead of a negative.
Step 4- Employees will be communicated the reason for the change, how the company will implement the change, and why the change will be necessary for the future of the company in terms of growth. Effective and creative communication will be everything to the success of the change. The strategy will be to communicate early, and with clear easy understandable messages though company memos, team meetings, group meetings, and internal communication tools. Efficient and effective communication during the process of change will be vital. Leadership must enlist a volunteer army of employees that are willing and eager to support change. The support of majority of the employees especially those in leadership roles to support the change will be a huge plus for the change transformation. There is strength in numbers; therefore, getting employees to rally around and support the change is a great opportunity and right step in making change successful.
Step 5- The strategy will be not to under-communicate; but, to effectively inform employees early of the change. A main focus will be to eliminate obstacles or rethink parts of the change in this step. Management must make every effort to ensure that all equipment, software, employee trainings, seminars, module trainings, and IT support staff are in place and ready to implement the change. Additionally, test runs of new software will be performed to ensure everything is working properly before the effective day of change. “Identify people who are resisting change, and help them see what’s needed. Should this not be a possibility, you need to take action quickly to remove barriers (human or otherwise)” said, Prendergast and Lambert (2014, p. 49).
Step 6- As change is in progress, employees will be rewarded when they reach short-term goals. Rewards shall be given every three months to those employees that have supported and shown new habits and behaviors during the change process. Creating short term goals will help employees to stay motivated to reach long-term goals. Giving out rewards will also motivate other employees to take the initiative to work harder towards the success of the change.
Step 7- As a company, we will analyze our weaknesses and build on them. We will evaluate to see what is working and what can be made better or eliminated. The organization will build on the change, discuss the weak points in the process, and provide ways to improve or even eliminate parts that are not working efficiently. Another focus will be to provide additional training for those employees that are not quite up to speed, and to any employee that feel they need additional training. Hodges and Gill (2015), emphasized, “Never letting up. Organizations should keep learning from experience and not declare victory too soon. They must continue to carry out strategic initiatives and create new ones, to adapt to shifting business environments, and thus to enhance their competitive positions” (p. 247).
Step 8- The last step in developing a strategic approach will be to include the new change into policies and procedures. By doing this, employees will know that the change is real and anchored in the organization’s culture. In this step, the organization must continue to focus on making the change stick. Executives and each level of management must continue to show change in their actions and behaviors. Making the change stick will be critical in the successful implementation of change. Change must be practiced and seen at every level of management. Employees need to see that leaders within the organization are supporting the change in their actions and behaviors. Anchoring the change into corporate culture by including it in policy and procedures will be critical in the successful implementation of change within the organization.
Furthermore, Friesen (2016), emphasized, communicate with change leaders, project team and key stakeholders. Explain why the changes are needed and risks of not changing. Correct misinformation as it arises. Demonstrate support for the change through words and actions. Balance the needs of both project and business teams to achieve goals. Coach employees through the change process. This includes coaching people to prepare for changes in their roles and explaining new performance expectations. Identify and manage resistance. Respond to questions and concerns (p. 43).
In conclusion, implementing change will not be easy; but, it is attainable and important. The use of Kotter’s Eight (8) Step Model is a great framework and guide to lead organizations into the successful implementation of change. Further, creating a sense of urgency and effectively communicating the vision is key and are critical factors in the implementation of change. Equally important, communicating the vision effectively gives a picture of what the future will look like after change has been made. Prendergast and Lambert (2014) said, “Organisational change is hard because you must change more than just the structure and operations, you need to change people’s behaviour” (p. 49). As a final point, following Kotter’s Eight (8) steps process will allow the organization to effectively communicate and create a promising vision that convinces employees that the future looks brighter and better with change in place. As a result, employees are now ready to embrace, support, and make adjustments that will help the organizations move into the future without resistance.
References
Friesen, W. (2016). Change Management: A Key to a Successful Future. Business Credit, 118(9), 42-43.
Hodges, J., & Gill, R. (2015). Sustaining Change in Organizations. Thousand Oaks, CA: Sage.
Prendergast, N. n., & Lambert, K. k. (2014). Organizational Change and Flexibility. Exchange (19460406), (220), 48-51.
Romita, T. (2015, February, 27). 8 Steps Strategic Planning Process by Tom Tomita, Facilitator. Retrieved from
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
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.
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