Fluent Essays

Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following: See attachment for details  * No plagiarism * APA citing  * 3-4 paragraphs W6Discussion 1: Organizational Change Plan/Creating Small Victories The process of true transformational change is usually lengthy and complicated. Quick and credible short-term wins can keep momentum going for the entire change process. In addition, short-term victories create “breathing room” and allow for time to re-evaluate the feasibility of the change vision at different intervals. Managers or leaders can then make any necessary adjustments so the lasting success of the vision can be ensured. Short-term wins need to be visible and measurable in order to be credible. This requires strong management and leadership skills. In addition, quick wins should be “collective”—everyone involved in the change process should have contributed to the win and be recognized for their contribution. These types of collective wins require strong management skills, such as team building and performance development. This week, you will explore the concept of short-term wins as you develop strategies to support and execute these types of small victories. Now that your knowledge of Kotter’s 8 Steps for Change is solidified, it is time to look at other change scenarios that may not be as linear and take into account more of the unexpected and unplanned aspects of change. Assess the proposed change in your organization in the context of different types of change. Analyze and decide if Kotter’s approach is the best for the change that you desire to see. If not, apply a different change strategy as an alternative to Kotter. In the change process, leadership characteristics such as vision creation, communication, and empowerment are necessities. Additionally, management skills such as budgeting and project management are needed to facilitate concrete and meaningful short-term wins that keep the change momentum going. Consider the idea that it is not enough to be just a charismatic leader or an efficient manager, but that a combination of these skillsets is necessary to lead and manage lasting change. You cannot be just a good leader or just a good manager; you have to be a combination of both in order to produce short-term wins along the path to major change. To prepare for this Discussion: · Review this week’s Learning Resources, especially: · Generating Short-term Wins (synergetics.com) · HT Whiteboard: Creating Short-Term Wins (Step 6) - Bing video Assignment: Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following: · Explain your Organizational Change Plan Assignments and defend the major reason for making the change or for not making the change. · Assume that you have been asked to develop a collective quick win that will begin to bring together the stakeholders who buy-in to the change and the stakeholders who do not. Outline what you would do as a change agent to accomplish this quick win. · Summarize what you would consider to be the top priorities in creating a quick win. · Compare the relationship among leadership, management, quick wins, and positive change. Evaluate how these relationships help you bring the stakeholders together. · As a manager or leader, outline what you would do to “rally the troops” for positive change. · Outline the steps you would need to take to help your quick win plan succeed. · 3 – 4 paragraphs · No plagiarism · APA citing Empowering Action Dr. Timothy Gandee MMSL-6125 Initiating and Managing Change Walden University October 2, 2021 Empowering Action It can be stated that the passivity demonstrated by the sales department is attributed to the numerous structural barriers present within the company. From a personal perspective, the core of the issue is the lack of a recognition and reward system. The result is a cascading effect that breaks down communication as previously mentioned, further deteriorating collaborations, teamwork, and employee empowerment. By exploiting the data and arguments presented by Kundu et al. (2019), imposing a recognition system regardless of scale is highly impactful in motivating employees. The researcher stated that recognition is a critical aspect of employee empowerment and motivation, thus, by exploiting it, team management, and communication can be augmented improving overall corporate performance (Kundu et al., 2019). By also incorporating training sessions, it increases their competency in the industry limiting the effects of the current situation. The training tool that would have the most impact on the employees would be the “bucket list program.’ According to Jung et al. (2020), approaching employee recognition from a personal perspective is highly effective. In other words, each employee is assessed with the program designed to recognize them based on their improvements. The strategy would allow each employee to develop independently thereby bolstering their skill (Jung et al., 2020). Its implementation would require support from the general manager, the finance director, and cooperation from the staff. The tool of wages can be exploited to motivate employees to enforce payment expectations (Jung et al., 2020). By recognizing employees with wage bonuses, it empowers them to perform better. However, it is critical to appreciate the notion that the monetary approach would be exploited in numerous other approaches to diversify employee job satisfaction. To ensure that the empowerment strategy aligns with the objectives of the new company vision, they would receive training on the proper approach to agreements thereby limiting payment methods complications (Darma & Supriyanto, 2017). Other resultant effects would be a reduction in time wastage as well as greater efficacy from each department. However, it is essential to note that the plan may face potentially troublesome stakeholders (Schweiger et al., 2018). Change is a process that is not openly accepted by everyone, thus to mitigate its effects, some strategies would be implemented. The most impactful would be the exploitation of communication and education, whereby upfront communication with the resisting stakeholders allows for issues to be clarified. For those unable to comprehend the value of the change, educative techniques would be employed to ensure they understand (Schweiger et al., 2018). Each of the strategies would exploit effective communication and listening skills whereby the position of the resisting party is understood before the response. Moreover, by exploiting a feedback system, the comprehension of the hesitant stakeholders is assessed to affirm their awareness (Schweiger et al., 2018). Overall, when the previously mentioned change plan is assessed, it is noteworthy that it first approached the issue by attempting to understand the cause and dynamics of the problem. The results are then evaluated before a change strategy is developed. Understanding the problem is essential for having an effective change strategy. Nonetheless, the developed strategy is executed with top management as well as supervisory teams assessing the impact on organizational performance. During the strategy evaluation process, resistance to change is identified and addressed immediately to limit the impact on the efficacy of the plan. It would exploit direct communication and education thereby imparting them with the needed knowledge necessary to understand the value of the changes made. The comprehension of the needs of the employees plays an essential role in empowering them thereby increasing rates of job satisfaction and efficiency. References Darma, P., & Supriyanto, A. (2017). The Effect of Compensation on Satisfaction and Employee Performance. Management And Economics Journal (MEC-J), 1(1), 66. https://doi.org/10.18860/mec-j.v1i1.4524 Jung, K., Kang, S., & Choi, S. (2020). Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity. Sustainability, 12(6), 2340. https://doi.org/10.3390/su12062340 Kundu, S., Kumar, S., & Gahlawat, N. (2019). Empowering leadership and job performance: mediating role of psychological empowerment. Management Research Review, 42(5), 605-624. https://doi.org/10.1108/mrr-04-2018-0183 Schweiger, S., Stouten, H., & Bleijenbergh, I. (2018). A System Dynamics Model of Resistance to Organizational Change: The Role of Participatory Strategies. Systems Research And Behavioral Science, 35(6), 658-674. https://doi.org/10.1002/sres.2509