Change Management C721

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Western Governors University *

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C721

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Management

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Jan 9, 2024

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Western Governors University Henry Santana Student ID: 011308113 Change Management – C721 A. Assess the requirement for organizational transformation within the specified scenario using either the systems contingency model or the organizational life cycle model. Rewrite the entire discourse employing alternative terminology.  In my role as a consultant specializing in change management, I have been assigned the task of evaluating the current situation at Intercorp Manufacturing. My consultations with upper management will involve a thorough examination of specific areas requiring change and the formulation of strategies for implementing these changes. The model I intend to employ for this assessment is the systems contingency model, which allows for a personalized approach to address identified areas in need of transformation, particularly within the upper management echelons. Furthermore, this model facilitates a nuanced review of the company's achievements, underscoring the imperative to transfer successful practices from one domain to others to ensure sustained growth. Despite the company's rapid expansion, certain critical facets crucial for ongoing development have suffered. Notably, employee development, engagement, technological infrastructure, and processes have become outdated. As a result, the change plan must prioritize technological upgrades and initiatives focused on employee development and engagement to enhance overall productivity and efficiency. A crucial step in ensuring positive outcomes involves transitioning from the current top-down management paradigm to a more inclusive structure. This shift aims to foster employee value and encourage the contribution of innovative ideas to address existing challenges. Implementing this change, though challenging, is paramount and requires the involvement of Human Resources (HR) to ensure the alignment of all management levels. Proposed initiatives include establishing an employee committee and instituting regular meetings between management and line employees. Concerning the technological deficit, the proposed strategy involves the creation of a new position – the IT innovation manager. This individual will assess current technological shortcomings and devise a comprehensive plan for upgrading the company's existing software infrastructure. Collaboration with current employees and senior management is integral to this process, ensuring that diverse perspectives are considered. The introduction of this role ensures the company stays abreast of evolving operational software and designates responsibility for aligning technological tools with the business's growth objectives.

B. Delineate the distinctions between a learning organization and a conventional organization.  In a traditional organizational setting, there exists a more rigid and structured management style. The transmission of information and ideas is characterized by a slower pace, and responses tend to be delayed as they await approval from higher management. This conventional framework limits the autonomy of employees, resulting in lower engagement and a restricted capacity for generating fresh ideas or encouraging innovation. Conversely, in a learning organization, the dynamics are reversed. Information and ideas flow rapidly throughout the organization, with management being approachable and readily available. Employees are bestowed with decision-making authority, promoting a sense of empowerment, and creating an environment that nurtures innovation. The pivotal factor for ensuring business growth and sustained success lies in fostering a vibrant and creative atmosphere. I. Determine the specific phase within Woolner's five-stage model that presently characterizes the company's status.  Intercorp is in the second phase of Woolner's five-stage model, as they are in the initial stages of grasping the importance of learning and development. a. Elaborate on the reasons why the company currently aligns with the specified phase in Woolner's five-stage model.  The company's clear articulation of its commitment to organizational improvement via training and development, along with the enlistment of a change management consultant, demonstrates the company's initial acknowledgment of the necessity for change. 2. Describe the application of Senge's five disciplines by the company in the given scenario to transform into a learning organization. 1. System thinking : It necessitates an understanding of how different segments within a company collaborate and the potential impact of changes on them. This involves a thorough examination of all employee suggestions to ensure their goals align with those of the organization before implementing any changes. 2. Personal Mastery: Entails making a concerted effort to enhance individual contributions within the organization. This approach emphasizes that personal growth translates into improved team dynamics, leading to broader advancements across the entire company. Employees who have not been exposed to training or development may lack crucial skills, resulting in negative impacts on business, including reduced morale and a scarcity of innovative ideas. However, even within the most uninspiring workplaces, there are individuals exhibiting resilience and creativity.

Identifying these employees and collaborating to devise an action plan enables collective efforts to enhance the overall situation. 3. Mental Models: Fundamentally, perspectives constitute people's outlooks shaped by their life experiences, whether in the workplace or personal spheres. A crucial aspect of learning involves being mindful of the various viewpoints and understanding their influence on thoughts and actions. Motivating employees to reflect on their beliefs and delve into the reasons behind them can inspire them to explore new opportunities, take calculated risks, delegate responsibilities more extensively, and cultivate new relationships within the organizational framework. 4. Shared Visions: Organizational culture encapsulates a collective comprehension of Intercorp's essence and operational intricacies. The critical inquiry is whether every team member genuinely embraces the company's vision statement. If not, what obstacles exist? For instance, if the company's aspiration is to "pioneer the manufacturing sector through cutting-edge technology and innovation driven by employees," prevalent employee sentiment indicates a disconnection from this shared vision. Some may even harbor resentment, feeling overlooked. Investing in development presents an opportune moment to bolster the company's vision, ensuring all- encompassing employee participation and heightened engagement with the organization. 5. Team Learning: It shares similarities with Personal Mastery but operates on a more expansive scale. The group actively engages in discussions, promotes active participation, and even embraces healthy debates, all of which converge to bring about positive change through collective efforts. This represents the ultimate pinnacle of achievement for an organization. Team learning forms the essence of a learning organization's daily operations and overarching goals. The pivotal approach to embedding this discipline is to focus on empowering teams, enabling them to collaborate, explore, and share their individual capabilities, fostering a cohesive approach through feedback and collaboration. For Intercorp, attaining this stage would signify the definitive realization of a learning organization, with the anticipated benefits becoming apparent in a brief period.  C. Identify the outcome and the type of transformation needed to transition the company from a traditional organizational structure to a learning organization, employing Balogun and Hope-Hailey's model In the context of Intercorp, the change process will unfold as a carefully strategized and successfully executed major transition. The eventual outcome will be a holistic realignment, encompassing a range of organizational and personal activities conducted in tandem. 1. Clarify the appropriateness of the outcome and the type of transformation for the company in the given scenario, utilizing Balogun and Hope-Hailey's model. Upon combining the dynamic and impactful nature of the Big Bang change with the eventual realignment, Inter Corp would find itself positioned within the Reconstruction quadrant

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according to the model by Balogun and Hope-Hailey. This quadrant characterizes companies opting for swift yet moderate changes, recognizing the need for prompt responses while embracing a deliberate and less disruptive transformation strategy. This strategy is well-suited for Inter Corp's situation, where the organization may have compromised the trust and confidence of certain employees due to a lack of emphasis on cultivating a collaborative and supportive work environment in preceding years. Choosing an alternative approach might introduce changes that are either too extensive or too gradual, potentially resulting in employee turnover or resistance to embracing the new vision. D. Explore the application of the four stages of the action research model to facilitate the change process for the company in the given scenario. 1. The First Step As a part of my consulting approach, I will commence the data collection phase. This entails observing the interactions and team dynamics, evaluating past development, or training programs, and engaging in one-on-one interviews to gather in- depth information. Utilizing anonymous surveys can offer additional insights that may not be readily accessible through alternative methods. This stage holds significance, as obtaining impartial information is fundamental for the subsequent phases of the process. 2. The Second Step Moving forward in the action research approach, the task is to create an initial diagnosis of the challenges confronting Inter Corp, necessitating assessment and management in the second stage. This early diagnosis acts as a groundwork to guide the organization toward recommended next steps. It is crucial to acknowledge that, although it marks the beginning, the chosen path may alter based on additional research and context considerations. Therefore, both the gathered information and the preliminary diagnosis should not be treated as conclusive. Using this as an illustration later in the process could effectively highlight the efficacy of well-functioning teams within Inter Corp. 3. The Third Step The next phase entails providing feedback to Inter Corp's leadership, enabling them to consider our findings in their exploration of potential avenues for initiating change. I will delve into the outcomes related to each category earmarked for development, outlining the approach used to collect this information and draw specific conclusions. Following the presentation of these findings, I will revisit each area identified for enhancement and offer recommendations on how to address the identified opportunities for improvement.

4. The Forth Step The following stage is to offer feedback to the leadership at Inter Corp, providing them with our insights as they explore potential paths for bringing about change. I will discuss the findings associated with each category earmarked for development, outlining the approaches used to gather this information and draw conclusions. Posting the presentation of these findings, I will revisit each area identified for improvement and put forth recommendations on how to address the highlighted opportunities for enhancement. E. Suggest two approaches for innovation that management could employ to shift the company in the given scenario from a conventional organizational model to one that embraces continuous learning. The strategies I suggest for Inter Corp to transform the company into a learning organization are the investigative approach and the collaborative strategy. 1. Describe how one of the proposed innovation strategies could be employed by the management during the company's process of change. Inter Corp's management team could opt for the exploratory innovation strategy by handpicking highly skilled individuals with a strong motivation for success and a readiness to engage in the change initiative. This approach is most effective when management establishes fundamental parameters and context but then takes a step back, affording these teams the freedom to apply their creativity. This not only heightens the chances of generating genuinely successful and original ideas but also highlights the organization's embrace of the new leadership strategy. F. Examine how the change process for the company in the given scenario could integrate four stages of Kotter's 8-step model. Step Three, Initiating the transformation process involves the first stage in Kotter's eight-step model, focusing on constructing a vision and plan. Collaborate closely with project team members to devise a comprehensive plan and execution strategy. Subsequently, disseminate these objectives and forthcoming plans throughout the organization, spanning all hierarchical levels. While embracing input and adaptability, uphold a clear understanding of Inter Corp's trajectory and how these changes will refine past management approaches. Ensure that every aspect is intricately linked back to the overarching goal. Step Five, enabling others to act on the envisioned changes, represents the second phase in Kotter's eight-step model, a valuable element in the transformation process. Inter Corp's leadership can initiate this by dismantling barriers that employees have faced within the confines of a top-down management approach. By granting employees the authority to make decisions, taking ownership of those decisions, and equipping them with the necessary resources,

motivation among the workforce is likely to surge as they collectively work towards the company's newly shared vision. Step Six, achieving short-term victories, the third step in Kotter's eight-step model, can be integrated into the transformation process. Acknowledge minor triumphs, actively seek opportunities to commend progress, and maintain a positive atmosphere to keep everyone involved. Delegate the authority to department or team leaders to devise modest reward programs that recognize noteworthy efforts. Failing to feel valued for the hard work, time, and dedication invested can rapidly erode motivation. If Inter Corp is genuinely committed to transformative change and nurturing a culture of organizational learning, placing value on, and acknowledging the dedicated contributions of employees at all levels is crucial for the company's enduring success in this transition. Step Eight, ingraining new methodologies into the cultural fabric is the last step in Kotter's stages that can be employed in the change process. Explicitly communicate that this signifies Inter Corp's novel operational paradigm and underscore the imperative to wholeheartedly embrace this transition. Prevent a return to prior management methods by actively discouraging the resurgence of old habits. Highlight the achievements derived from the new system, recognizing that modest early successes play a crucial role in sustaining the motivation and involvement of the staff throughout the transition process. G. Illustrate the application of each of the five pillars of lasting change to uphold the environment of a learning organization within the company in the given scenario. Leadership: To uphold enduring transformation, the leadership team needs to proficiently communicate the new vision of Inter Corp as a learning organization to the staff. This involves more than just informing employees about the vision; it requires ensuring their understanding of the how, why, and when of implementation. Encouraging their input, fostering active participation, and cultivating a sense of shared effort are integral components. Employees are more likely to support the change when they sense that their perspectives hold value in the overall process. Strategy: Previously, Inter Corp centered its strategy on sales and organizational growth. It is evident that there was no established plan for scaling staff training and development during that period of rapid expansion, assuming there was a plan at all. It is essential to address not only how the company will navigate the shift to a learning organization presently but also to strategically plan for future growth, ensuring that the training and development needs of the company are met. Culture: Implementing the foundational elements of culture to support the evolving learning organization atmosphere entails prioritizing employee development and embracing feedback across all levels of the organization. Inter Corp will witness the substantial value derived from investing in the growth and education of its workforce. Valued employees will feel motivated to enhance their contributions, leading to increased productivity, elevated job satisfaction,

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decreased turnover, and heightened competitiveness in the marketplace. This stems from improved diversity and more efficient utilization of human capital. Structure: Inter Corp is poised to transition from a hierarchical, top-down model to a more open and functional structure, emphasizing self-management. This evolution aims to cultivate a collaborative team environment marked by equal participation and a balanced allocation of responsibilities. Streamlining decision-making processes and minimizing bureaucratic obstacles will provide employees with increased autonomy and ownership, fostering a heightened sense of empowerment and motivation. Systems: Inter Corp has a responsibility to support department and project managers in their decision-making processes related to the integration of modern technology aligned with their unique needs and functionalities. These managers, as subject matter experts in their domains, possess the knowledge required to address the challenges faced by their teams and understand the essentials for effective problem resolution.

Change Management C721

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