Change Management Plan
For I

Mike Lucas

The role of change

"Change is so pervasive in our lives that it almost defeats description and analysis" -- (Mortensen, 2008)

Change at any level, individual or collective (communal/familial, societal, or organizational), is a complex and challenging process that requires time, energy, commitment, and often some level of distinct intention and sacrifice, on both the front and back ends of the process. Change describes both the action(s) and the result(s) of any type of alteration, modification, transformation, or exchange of one behavior/idea for another from smaller-scale individual changes to large-scale organizational (or social systems) changes.

At any level, the process of change needs to be managed to some degree. Generally, individuals can manage their own processes of change and in many individual cases, change may happen more spontaneously. Change that occurs in systems, like organizational change, requires a more strategic (or structured) approach to move through the transformation/modification…...

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References

Mortensen, Chris, 2008, Change, In Zalta, Edward (ed.), The Stanford Encyclopedia of Philosophy found at  http://plato.stanford.edu/archives/fall2008/entries/change/ >.

Stace, D & Dunphy, D 1994, Beyond the Boundaries, Leading and Re-Creating the Successful Enterprise, McGraw-Hill, Roseville, NSW.

Introduction A change management plan to implement a new process in the workforce to allow for a business to provide more personalized service is needed in the retail industry (Aloysius, Hoehle, Goodarzi & Venkatesh, 2018). Brick and mortar stores must do something to differentiate themselves from e-commerce businesses, which can provide more convenience to shoppers who prefer not to have to leave their homes. In other words, brick and mortar retailers need to give consumers a reason to come in—and that reason is personalized service. This has been demonstrated successfully by companies like Best Buy, which introduced the Geek Squad to provide a service-oriented approach to consumers so as to get them physically into the store (Meyer, Shankar & Berry, 2018). This paper will discuss the topic of implementing a service-oriented approach to consumers for brick and mortar retailers as a change management plan, using examples such as Best Buy for…...

Organizational Change
Provide a background analysis about the organization's internal and external environment (SWOT AND PEST)

Organization -- W.A. Police Communications (24/7 police operations call center)

SWOT Analysis (Sheriff Grady Judd, 2013)

Strengths

Weakness

Leadership

Teamwork

Communication

Education & Training

Technology & Equipment

Job Security

Benefits

Vehicles

Take Home

Hiring Process and Standards

Promotional and Transfer Opportunities

The Economy and the Budget

High Turnover

Employee Shortages

Unchanging Pay Scales

Loss of Experts to etirement

Loss of Experts to Other Law Enforcement Agencies

Obsolete Vehicles

Consistency

Morale Succession Strategy

Inadequate Overtime Pay

Loss of Grants

External

Opportunities

Threats

Training and Educational Opportunities Multi-Agency Collaboration

Professional Certifications

Grants

Prospective Candidate Diversity

Community elations

The Economy and the Budget

Issues with etirement System

Fuel Prices

Workforce Shortage/ Large Vacancies

Crime ate ise Because of Economic Factors

Growth of Inmate Population

Comparison of etirement Agency Pay to that of Other Agencies

Lost Grants Sponsoring Unfinanced Mandates Civil Lawsuits

Growth of Citizen Population

PEST Analysis (Tony Williams, Bob King, & Jayne Lee, 2011)

Main factors driving change in case of W.A. Police Communications can be studied via PESTLE analysis:

i. Political

The call center might be required to participate increasingly in delivery of…...

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References

Elizabeth Bakken. (2006). Making the Transition to Management. Ceridian Corporation.

Anthony W. Batts, Sean Michael Smoot, & Ellen Scrivner. (2012). Police Leadership Challenges in a Changing World. Washington DC: U.S. Department of Justice.

Edward Connors, & Barbara Webster. (2001). Transforming the Law Enforcement Organization to Community Policing. Institute for Law and Justice.

Fayetteville Police Department. (2016). Police Department - Written Directives and Operating Procedures. Fayetteville Police Department.

Leadership and Organizational Change Potential in the NFL
Organizational Problem or Opportunity

Description of the Problem or Opportunity

Purpose of the Investigation

Management/Business

Audience

Summary of Section Highlights

Problem or Opportunity Background

• Current State of the Target Organization

• elevant Organizational Processes or Systems or Functions

• elevant Theory

isk Management

Organizational Change

Lewin's Change Management Model

McKinsey 7-S Model

Kotter's 8 Step Change Model

Leadership

Corporate Social esponsibility

Investigative Steps

Investigative Approach and Design Strategies

• Investigative Approach

• Theory Thread Strategies

• Data Collection and Preparation Strategies

Investigation Parameters or Limitations

Summary

Findings of the Investigation

Introduction

elevant Analysis

Overall Findings: A Synthesis

Summary

Interpretation and ecommendations 34

Organizational Implications 34

ecommendations 34

• Implications for Decision Makers 35

• Future esearch 35

Summary 36

eferences 37

Executive Summary

The National Football League (NFL) is currently the most popular sport with American adults, however this position is not guaranteed to remain indefinitely. The NFL is plagued by a slew of problems that range from everything from player misconduct and serious indiscretions both on and off the field, issues related to injuries, player safety, and brain…...

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References

Bass, B. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bass, B. (1999). Two decasdes in research and development in transformational leadership. European Journal of Work and Organizational Psychology, 9-32.

Benta, D. (2011). On Best Practices for Risk Management in Complex Projects. Informatica Economica, 142-152.

Business Dictionary. (N.d.). Change Management. Retrieved from Business Dictionary:  http://www.businessdictionary.com/definition/change-management.html

Change Management
Change in the words of Wong (2007, p.195) "may consist of policy changes, new requirements, reorganizations, new management, budget cuts, or a change in business plans." As the author further points out, these changes could either be systematic or sudden. Changes are largely inevitable. In projects, changes according to Meredith and Mantel (2009, P.167) could be caused by three things; errors in initial assessments, receipt of new info regarding the ongoing project, and project environment changes. In some instances, a manager could encounter some behavioral alterations on the part of team members as they encounter change. The said alterations in this case could be as a result of the different responses people have to change. For instance, as Wong (2007) notes, while there are those who may be curious to learn more or view the possibility of change as an opportunity, others could either be suspicious or skeptical about…...

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References

Adair, J.E. ed., 2004. The Concise Adair on Team Building and Motivation. London: Thorogood Publishing.

Meredith, J.R. & Mantel, S.J. 2009. Project Management: A Managerial Approach. 7th ed. Hoboken, NJ: John Wiley & Sons

Tomczyk, C.A. 2010. Project Manager's Spotlight on Planning. Alameda, CA: SYBEX Inc.

Wong, Z. 2007. Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. San Francisco, CA: John Wiley & Sons.

Change Management Scenario
The contemporary business environment is rapidly evolving. Globalization has taken over the organization environment, and with this business is forced to undergo continuous and rapid change driven by increasing stakeholder expectations, new technological advances, and competition that is not only global, but viral (Bendell, 2005). This has resulted in a dramatically different business environment in which the modern business, in order to survive and prosper, is forced to evolve and regularly revise their internal and external business processes. Typically, aggressive and rapid change management systems germinate within the private sector -- only after trial and error, testing, and numerous permutations did they become standard within the public sector organization. This paradigm, however, changed in the late 1990s with a combination of rising client expectations to effectively address major socio-culture, economic, and demographic issues, and change in governmental oversight and minimal requirements pushed management in the public sector to…...

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REFERENCES

Home Depot, Inc. (September 29, 2012). The New York Times. Retrieved from:

 http://topics.nytimes.com/top/news/business/companies/home_depot_inc/index.html 

Aluise, S. (January 19, 2012). Frank Blake Has Brought Home Depot Home. Investorplace.

Com. Retrieved from:  http://investorplace.com/2012/01/frank-blake-has-brought-home-depot-home/

Change Management
As a manager of students, there are a number of changes that may be expected of me during the time that I am in the position of responsibility. It is therefore significant to understand the aspect of change management and how to implement change without meeting a lot of obstacles. The changes within the academic sphere could be in the form of improvement plans management or improvement of the daily work.

The chapter discusses in depth the aspect of improving the daily work which is very relevant within a school as well as the methods of problem solving. The concept of managing and improving daily work has been given a five pronged approach while problem solving has been given a seven pronged approach.

Managing and improving daily work

The five steps towards managing and improving the daily work within an institution has been summarized as Understanding the process, Eliminating errors, Simplifying the…...

If the need for change is accepted, rationally, then emotionally, then gradually workers will become more willing and open to learn, and to incorporate the change into the organization's standard operating procedures. Individuals are more apt to accept change if, for example, they are convinced that it will improve patient care in the long run, than if the directive is merely dispensed as required because 'management says so.'
The critical aspect of fifth phase of the change process of "learning" is how changes are introduced. Communicating is an essential aspect of 'buy-in' but so is fostering a positive sense within the organization about the proposed changes by 'creating early wins' (Campbell 2008). This will lead to an increase in people's perceived own competence in their new roles. Unfortunately, starting with easier projects is not always feasible, but even if it is not, a Clinical Nurse Leader must be particularly sensitive…...

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References

Campbell, Robert James. (2008, January/March). Change management in healthcare.

The Health Care Manager. 27 (1): 23-39

Recklies, Oliver. (2010). Managing change. The Manager. Retrieved February 24, 2010 at  http://www.themanager.org/strategy/change_phases.htm 

Schuler, a.J. (2003). Overcoming resistance to change. Retrieved February 24, 2010 at http://www.schulersolutions.com/resistance_to_change.html

In this system, in which we must increasingly compete for students and research dollars and create new sources of funding, international university rankings are the utmost importance." (Probert, 2006) it is emphasized in this report that these changes are of great significance toward ensuring "greater strategic capacity within the Faculty." Probert (2006) relates two key changes which have been proposed and states them as follows:
1) the reduction in number of existing departments to ensure increased accountability and improved governance structures, and;

2) the creation of a Faculty Executive based on the Heads of School and key Associate Deans. (Probert, 2006)

There are two benefits from these changes noted and stated specifically is: "Growing Esteem requires us to work collaboratively as a Faculty in new ways (for example, in the management of the A, the improvement of the graduate student experience, development of Graduate Schools, multi-disciplinary teaching and research, as well as…...

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Bibliography

2007 BA Curriculum Review: Terms of Reference (2007) Faculty of Arts Renewal Strategy. The University of Melbourne. Online available at  http://www.arts.unimelb.edu.au/campus/curriculum-review/index.html 

Considine, Mark (2007) Curriculum in the University of Melbourne Bachelor of Arts: Report of the Review Panel. 26 Sept 2007. Online available at  http://www.arts.unimelb.edu.au/campus/curriculum-review/D 'AgostinoReport.pdf

Draft for Consultation (2007) the University of Melbourne - Implementing the Melbourne Student Services Model. Proposed Staff Transition Processes. 7 Sept. Online available at  http://www.arts.unimelb.edu.au/staff/mssm/MSSM_staff_transition_process_consultation_DRAFT20070907.pdf 

Melbourne Student Services Model (Student Services Hub) Implementation Project Reference Group (2007) the University of Melbourne. Online available at  http://www.arts.unimelb.edu.au/staff/mssm/reference-group.html

The change leader should feel confident about the change if decision criteria are driven by impartial and objective considerations and his position is based on organizational, mission, vision and strategies. Then leader should try to convince all employees on objective and factual grounds while also taking care of their emotional issues. If leaders do not behave well and control their own emotions then employee morale gets affected. "Most executives do a good job of communicating a strong sense of urgency to effect change and move people out of their comfort zones. This often launches a flurry of activities in the right direction to start with. However, sustaining the quality and level of activities is a different ball game. For the abstraction that is called business, it requires more than organizational structure, incentives and job descriptions to have a multitude of people work in a concerted manner towards a common…...

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References

Lawler III, E. & Mohrman, S.2003,'HR as a Strategic Partner: What Does it Take to Make it Happen?', Human Resource Planning, Vol.26, No.3, p.15+.

Thite, M. 2004, Managing People in the New Economy, Sage Publication, New Delhi.

David, F. (1991). Strategic Management. 3rd Ed. McMillan

Jansen, K. (2000). The Emerging Dynamics of Change: Resistance, Readiness, and Momentum. Human Resource Planning. Vol: 23. Issue: 2.

Change Management
Describe at least three internal and external drivers of change for the organization in this simulation.

Internally, organizational changes are driven by three external pressures, as defined by Lewin's along the three-stage model of unfreezing, changing and refreezing employee behaviors. Motivating people during each of these change stages reinforces the acquired behaviors. Unfreezing involves the motivational factor of persuading people to replace the old behaviors and attitude with the preferred behaviors and attitudes by demonstrating the need for change by infusing employees with the knowledge and the confidence that the new behaviors and attitudes are needed to cope with external pressures. (Kreitner and Kinicki, 2004). hen, refreezing means the new behavior and attitude become integrated into the normal standard operating procedures of the organization. hen, the external pressures of positive reinforcement, modeling and coaching should be used to encourage the desired behaviors continuance. 'Change and constancy are relative concepts; group…...

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To implement the above change strategy in response to pressures, the CEO had to weight he current personnel needs, the changing needs of the external environment, the internal demands of the corporate hierarchical structures, and the emotional and economic demands of the employees.

What kinds of resistance might the leader expect to see? Identify and explain at least five of these. What strategies might you employ to manage each of these areas of resistance?

According to Kreitner and Kinicki, "Resistance to change is an emotional/behavioral response to the real or imagined threats to an established work routine." (Kreitner and Kinicki, 2004). Of the authors' ten reasons employees resist change, five reasons that were of particular impact in the scenario were: surprises and fear of the unknown, as when innovative or radically different changes are introduced without warnings, and the natural emotion/tendency for employees is to become fearful. To prevent the spread of invalid rumors, managers must develop communication plans to minimize employees' emotions of fear of the unknown. Secondly, a climate of mistrust can arise when change comes under pretense and deception and employees come to distrust their managers. In an effort to prevent such an undesirable climate of secrecy managers must honestly discussing coming changes. Thirdly, intimidating changes can cause employee to doubt their capabilities. To

Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For LMA supply chains is their major source of pricing competitive advantage as the company ahs been responsible for several innovations in this process area (Cheung, Myers, 2008). In conclusion as CEO of LMA the challenge of attaining and strengthening global competitiveness begins with being a transformational leader followed by concentrating on transforming compliance into a competitive advantage, and also striving to create a high level of task ownership, mastery and collaboration within and between the company's teams and outside partners…...

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References

Appelbaum, S., J. Berke, J. Taylor, and J. Vazquez. "The Role of Leadership During Large Scale Organizational Transitions: Lessons from Six Empirical Studies." Journal of American Academy of Business, Cambridge 13, no. 1

(March 1, 2008): 16-24.

Spencer Arnesen, and Jeff Thompson. "ERP merger mania." Strategic Finance 85, no. 4 (October 1, 2003): 30-36.

Mark Brenner. "It's all about people: change management's greatest lever." Business Strategy Series 9, no. 3 (May 1, 2008): 132-137.

Change management is one of the most important components in the successful operations of a company or business organization. The modern business environment is characterized by numerous changes that are attributable to various factors including technological developments and globalization. In this regard, business organizations or companies increasingly face the need to adopt changes in their operations in order to align their businesses with the industry they operate it. However, the process of instituting organizational change in complex and can hurt a company’s operations if not conducted appropriately. As a result, there are various change management models that have been developed to help the management in instituting and managing organizational change. These models help in management of planned and unplanned change in the organization in order to enhance its efficiency and effectiveness in the industry or market it operates in. Some of these change management models include Kurt Lewin’s Three-Step Change…...

According to Liao (2006), "The companies have entered into significant, long-term agreements that give Lenovo customers preferred access to IBM's world-class customer service organization and global financing offerings. This will enable Lenovo to take advantage of IBM's powerful worldwide distribution and sales network. Lenovo's customers are able to count on the entire IBM team - including sales, services and financing - for access to IBM's legendary end-to-end it solutions" (p. 3). In addition, pursuant to IBM's five-year contractual commitment, it will also provide Lenovo with warranty services and provide Lenovo customers with leasing and financing arrangements. According to Liao, "Through this long-term relationship, customers will receive the best products with the lowest total-cost-of-ownership" (2006 p. 3). Among the company's initiatives in this final phase of the change management process were additional efforts to further support their new dual business model. To this end, Lenovo upgraded its technology to work…...

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References

About Lenovo. 2007. Lenovo: United States. [Online]. Available:  http://www.lenovo.com/lenovo/us/en/ .

Bass, Bernard M. 1997. "Does the Transactional -- Transformational Leadership Paradigm Transcend Organizational and National Boundaries?" American Psychologist, 52(2), 130.

De Angelis, a.P. 2006, Spring. Don't 'dis' Chinese science. Issues in Science and Technology, 22(3), 31.

Dessler, Gary. 2006. "Expanding into China? What Foreign Employers Should Know about Human Resource Management in China Today." SAM Advanced Management Journal, 71(4), 11.

Change Management
Kotter's sequence: establishing a sense urgency creating a guiding coalition.

Change management: Best Buy's successful adoption of change

Change management: Best Buy's successful adoption of change

It is said that change is constant and the one constant in economic life is change. But despite the 'predictability' of change, the phenomenon of change resistance is another 'constant' in organizations. John Kotter in his book Leading Change offers an eight-step prescription to fight against change resistance, to create a positive environment that fosters change. The efficacy of Kotter's eight steps can be seen in Best Buy and its shift a results-only system of valuing employee's contributions, which stands in stark contrast to its previous attempts to institute change.

Establish a sense of urgency

At Best Buy, before adopting a results-only work environment, the organization was a "ferociously face-time place" (Smashing the Clock, 2006, Business Week). Burnout and attrition of high-quality employees was high, and working 8am…...

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References

Kotter, J.P. (1996). Leading change. Boston: Harvard Business School Press.

Smashing the Clock. (2006) Business Week. Retrieved January 10, 2011 at  http://www.businessweek.com/magazine/content/06_50/b4013001.htm