Table of Contents
The intended outcome of the change process.
Principles of the changeplan.
Key elements of the change plan.
Change drivers andrisks.
Monitoring and evaluation.
Samson Media has been suffering from a reduction of the consumer base for the last two years which has become a threat to the future financial viability of the business. In order to turn things around, a new CEO is appointed to change the strategic direction of the organisation. The new CEO, Amir Johnson, has developed a new strategic plan to reduce cost and to make the organisation more financially viable. The new strategic plan of the organisation includes the following objectives.
The new digital magazines will have the below-mentioned characteristics.
In order to realize the aforementioned business objectives, the company requires significant changes in its operations and HR practices.
Amir Johnson, the new CEO of the organisation will act as the project sponsor. He will be accountable for the successful implementation of change and will ensure that the benefits of the change are fully realised.
The change process intends to make the organisation more cost-efficient by reducing salary and workforce. It also aims to facilitate the transformation of the organisation from a paper publishing company to digital format publishing.
The suggested change plan adheres to the following principles:
The culture of the organisation is critical to the success of change management. Instead of trying to change the culture itself, the proposed plan seeks to draw emotional energy from it to tap into the way workforce already behaves, thinks and work.
Even though it is important to ensure employee engagement at early on, successful change management requires a well-aligned and committed group of executives supported the CEO. Such form of alignment ensures that every member of the organisation is on-board and agrees to the case for change.
A full-hearted engagement is necessary to smooth out the way complex change initiatives work. Involvement on every level, from midlevel and frontline people, is the key principle of the proposed change plan.
Persuading organisational workforce to change its behaviour is not adequate for successful transformation unless structural and operational elements also contribute to the change process.
Moreover, even when organisational formal elements that are required for the change are present, the established organisational culture can undermine the effectiveness of the process. This why informal and formal solutions must work together.
Constant assessment and adaptation are also fundamental for the successful implementation of the change.
The proposed plan also takes the ethical considerations into account to lead the organisational change with integrity.
Some of the ethical considerations this plan adheres to are as follows:
The main elements of the change plan are as follows:
Change drivers for the proposed plan
Key stakeholders of the change process include the following:
In order to assess the interest and power of stakeholders, the interest-power matrix is used.
The abovementioned matrix classifies change stakeholders according to their level of interest and power in the outcome of change. This helps the change leaders to allocate resources to effectively influence the stakeholders on the basis of their interest and power in the change.
High interest and high power (Manage closely) - Stakeholders with a high level of interest are the ones who are likely to resist the change and they need to be managed closely with the help of frequent communication. Organisational leaders are included in this category including the managers and department heads.
High interest and low power (Inform) – This category includes the stakeholders with a high level of interest and low level of influence over the process. Such stakeholders should be kept informed through timely communication. This includes organisational customers.
Low interest and high power (Satisfy) – Stakeholders with a low level of interest in the result but possess high power to affect the outcome should be only be kept satisfied with information during the change process. Regulatory authority and publishing groups are included in this category as even though they have significant power over the change process they are not actively concerned with it.
Low interest and low power (Monitor) – These stakeholders should only be monitored as they have a low level of interest and limited ability to influence the outcome of the change process. These are simply monitored to ensure that their level of interest and power does not change. The broader community is part of this category.
Assessment of organisational change readiness includes getting feedback from staff members regarding the proposed change plan and identifying barriers to change process, along with enablers of change.
According to the feedback gathered from questionnaire and interview, the organisation is highly ready for change as organisational employees are also aware of the financial difficulty the organisation is going through and are ready to initiate changes in the business operations. However, most of the employees were not in favour of reducing the workforce which can act as the potential barrier for change.
The change plan uses Lewin’s change model to implement the change within the organisation.
According to this model, the plan proposes that the change process should follow the "unfreeze, change and refreeze" process. Under this approach, the process includes determining the need for change, ensuring support for change and managing doubts and concerns regarding the change. Then the change managers communicate the change and empower action according to the change management process, along with involving the employees in the process. Finally, training and support are provided to anchor the changes into the culture and to sustain the change within the organisational culture and behaviour.
The proposed change plan follows an effective reporting arrangement with the help of a communication plan to deliver the information. The reporting arrangements use emails, meetings and presentations to share information and to receive feedback from employees and managers/
In order to consolidate change within the organisation, the plan uses experiential learning, leadership assessment and peer coaching and monthly review to keep stakeholders informed of the result of the change process. In addition to this, the plan also includes employee and customer surveys and announcements to facilitate two-way communications to support desired behaviour and to reinforce the new structure.
The following key performance indicators (KPIs) will be used to ensure that tasks and activities are effectively measured and to support the improvement of the change process.
Key performance indicators:
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