Module 4 Slpmanaging Organizational Changefor The Module 4 Slp Assig ✓ Solved

Module 4 - SLP MANAGING ORGANIZATIONAL CHANGE For the Module 4 SLP assignment, think about a significant organizational change that occurred in your workplace. Think carefully about the steps taken by management during the change process, and the organizational change processes and concepts that you read about in the background materials. Then write at least a 2 full-page page paper and include 2 scholarly sources from the required and optional reading list addressing the following: 1. Describe the change that occurred in your workplace, and list the major steps or stages involved in this change. 2.

What stages were successful during this process, and which ones were problematic or handled poorly? 3. Do a side-by-side comparison between the steps you listed in your answer to Question 1 and the steps used in Lewin’s three steps, Kotter’s eight steps, or the five-step approach of action research. What were the key similarities and differences between these models and the ones used in your organization? 4.

Based on your answers to Questions 2 and 3, do you think the change process would have gone better if management used Lewin’s three steps, Kotter’s eight steps, or the five-step approach of action research? SLP Assignment Expectations 1. Your SLP should be at least 2 full-pages in length (not including title and reference pages). 2. Be sure to cite and reference (using APA Style) a minimum of 2 scholarly sources listed in the Course Materials and Bibliography (Module 1 Required and Optional Reading List), or in the Module 1 Background Page: Required and Optional Readings.

3. Upload your paper to the SLP 1 Dropbox before the assignment due date. Module 4 - Case Managing Organizational Change Assignment Overview For this assignment, first, do a thorough review of the required background materials and read up on each author’s discussion about Kotter’s eight-step model of change, Lewin’s three-step model, and the five phases of Action Research. There are also some videos on some of these models that might help as well. Case Assignment When you are done reviewing these models of organizational change, take a look at the following scenario, determine which of the three models of change would be most appropriate, and answer the questions below.

You are required to use APA style of writing, cite at least three of the scholarly sources from the background readings (required and optional), and write 4 full pages (excluding title and references pages). Scenario Acme corporation has had recent problems with increased turnover of employees and decreased profitability. However, leadership is not sure exactly what the problem is or what to do about it. Senior managers have been arguing for many months about what to do, but it is clear that leadership does not have a strategy to get the company back on track. The company (prior to organizational changes) had 24 sales associates that averaged 3,000 in combined sales each month with a profit margin of 32%.

This breaks down to a monthly sales average of , 625 per sales associate. Since the changeover, the employees are stretched thin and have become demoralized as management has been slow to respond to the turnover and has increased pressure to exceed monthly goals. The average monthly sales have steadily decreased for six months after the new Chief Executive Officer (CEO) replaced the vice president of sales, two sales directors, and six sales managers with employees from another organization. The Vice President, directors, and managers have yet to establish relationships, are not very engaging or motivating, have more of a transactional style of leadership, and micro-manage every detail of the sales associates performance.

The following table shows company sales performance since January of this year and includes month, number of staff, average sales, profit percentage and total profit. Month Sales Staff Sales Profit % Profit $ January 20 2,% 3,296 February 19 1,% 2,752 March 18 8,% 1,920 April 18 7,% ,728 May 15 0,% ,360 June 12 7,% ,264 Please use the scenario and the table above to answer the following questions (support each section with sources from the required and optional readings list): 1. Introduce your paper with your thoughts on the scenario and why it happened. 2. Explain which organizational change model (Kotter’s Eight-Step, Lewin’s Three-Step, or the Stages of an Action Research Project) would be most suited for this scenario supporting your decision and response with a source from the required or optional readings list.

3. Provide a solution to the scenario and build a plan of action for this organization using the individual steps of your chosen change model. 4. Use and fill in the table below with your expected forecast potential to show growth in sales staff, sales, and total profit from July through December. Use the formula below the table (New Month Sales x 32% = ______), to calculate expected sales and profit percent for an increase in profit dollars for Acme Corporation.

5. Provide a discussion on how your proposed change model associates with your completed monthly table below. Table 1: Expected Sales and Profit Forecast Month Sales Staff Sales Profit % Total Profit $ July 32% August 32% September 32% October 32% November 32% December 32% · New Monthly Sales X Profit Percentage = Total profit 6. Conclude your paper to align with your introduction, a summary of findings from each section, and wrap up in a final thought. Assignment Expectations Case Assignments are to be prepared in Microsoft Word 12 pt font, be at least 4 pages in length (excluding title and references pages) and include 3 scholarly sources from the required or optional readings list.

The paper should include the following: · Title Page formatted per APA. · An Introduction, Body of Work, and Conclusion. · Report content should include a brief introduction to the assignment, background information about the organization being studied, and your discussion of organizational structure in terms of the concepts or theories being applied in the assignment. Use subtitles, bullets, and tables to improve presentation values. · References page (double-spaced, 12 pt. type, Times New Roman font) should be formatted par APA Style- See APAstyle.org. · Attention is to be given to citing sources of information in-text as well as in the reference list at the end of reports. Citation and reference style instructions are available at · Submit your report in the Case dropbox for this module on or before the date due, as indicated in the TLC Homepage. · The paper should be written in third person; this means words like “I,†“we,†and “you†are not appropriate.

For more information, see Differences Between First and Third Person. · Submit the presentation through the appropriate Dropbox by the due date. Your submission will be graded with the assignment’s grading rubric. Grading Note: Students’ Quantitative Reasoning skills were assessed in the Signature Assignment in Case 3 of MGT301 at the Introduction Level. In this Case Assignment, they will be assessed in a second Signature Assignment at the Reinforced Level of Quantitative Reasoning. Toward the end of the program, they will be assessed again in MGT423 with the Emphasized Level of Quantitative Reasoning skills.

Your submission for this Signature Assignment will be assessed on the criteria found in the grading rubric for this assignment to assess Quantitative Reasoning at the Reinforced Level. Citation and reference style instructions are available at Also, see Trident's Student Guide to Writing a High-Quality Academic Paper . You will find the following useful as you critique sources: Cornell University. (2015). Critically analyzing information sources: Critical appraisal and analysis. Retrieved from Cornell University. (2014).

Evaluating Web sites: Criteria and tools. Retrieved from

Paper for above instructions

Managing Organizational Change: Case Study of Acme Corporation
Introduction
In the modern business environment, organizations face an array of challenges that necessitate change. The case of Acme Corporation illustrates the complexities of managing organizational change. Following the replacement of key leadership figures, Acme experienced significant employee turnover and declining sales performance. This paper analyzes the organizational change encountered at Acme Corporation, explores the effectiveness of management strategies employed, compares these with established change models, and provides a structured plan for improvement.
Organizational Change at Acme Corporation
Acme Corporation faced turmoil after the appointment of a new Chief Executive Officer (CEO) who replaced existing leadership with staff from a competing organization. This change was aimed at revitalizing the company, but instead led to adverse effects, including reduced employee morale, decreased sales, and an unstable work environment. The major stages of this change included:
1. Leadership Transition: Execution of new managerial appointments.
2. Team Integration: Introduction of new leaders to existing staff.
3. Sales Strategy Reassessment: Attempting to enhance sales performance amidst team restructuring.
4. Employee Morale Monitoring: Observing the effects of leadership changes on employee satisfaction.
Successful and Problematic Stages
While some initial stages, like the leadership transition, were executed successfully, integration into the existing workforce was fraught with challenges. The following factors were noted:
- Successful Stages: The initial leadership transition occurred relatively smoothly; however, the lack of integration planning led to numerous challenges.
- Problematic Stages: The new management's transactional leadership style resulted in micromanagement, which alienated staff and diminished autonomy, further aggravating employee dissatisfaction. The absence of effective communication and support eroded morale, resulting in continued turnover (Kotter, 1996).
Comparison with Established Change Models
To analyze Acme's approach systematically, Lewin’s Three-Step Model, Kotter’s Eight Steps, and Action Research Method can be leveraged. A comparison is provided below:
| Stage/Step | Acme Corporation | Lewin’s Model | Kotter’s Eight Steps |
|-------------------------------------|---------------------------------------------------|------------------------------------|---------------------------------------|
| Leadership Transition | Change enacted hastily without substantial planning | Unfreeze (create readiness for change) | Step 1: Create urgency |
| Team Integration | Lack of engagement with existing staff | Change (implement new practices) | Step 2: Form coalitions |
| Sales Strategy Reassessment | Reactionary strategy adjustments | Refreeze (stabilize new practices) | Step 3: Create a vision |
| Employee Morale Monitoring | Ineffective monitoring of morale | Continuous reinforcement | Step 4: Communicate vision |
As shown in the table, a primary gap between Acme's methods and effective change strategies lies in the lack of structured communication and engagement with employees—an essential aspect of both Lewin and Kotter's models.
Potential Effectiveness of Change Models
Based on the current scenario and the comparative analysis of change models, it becomes evident that the implementation of Kotter’s Eight Steps could have vastly improved the change management process in Acme Corporation. Kotter’s model emphasizes the importance of creating a sense of urgency, forming guiding coalitions, and effectively communicating a clear vision (Kotter, 1996).
A structured approach could have provided employees with a better understanding of the change rationale, decreasing resistance and increasing buy-in compared to the abrupt changes initiated by management. Additionally, involving employees in every step could lead to enhanced engagement and morale, consequently improving sales performance.
Action Plan Using Kotter’s Eight Steps
To address the issues at Acme, the following structured action plan is proposed using Kotter’s model:
1. Create Urgency: Communicate the declining performance metrics to all staff to foster recognition of the need for change.
2. Form a Coalition: Establish a task force comprised of representatives from various departments to facilitate communication between management and employees.
3. Create a Vision: Develop a clear vision statement that outlines Achievable goals for performance improvement.
4. Communicate the Vision: Deploy a comprehensive internal communication strategy utilizing meetings, emails, and forums to disseminate the vision and encourage feedback.
5. Empower Action: Provide the necessary resources and remove barriers affecting sales staff, such as eliminating excessive monitoring.
6. Create Quick Wins: Set incremental sales goals, rewarding teams for achieving measurable milestones in customer engagement and sales performance.
7. Build on the Change: Use early successes to reinforce the changes and encourage further initiatives.
8. Anchor New Approaches in the Culture: Ensure that new successful practices are integrated into the company culture, adjusting hiring processes to find candidates who align with a collaborative approach.
Forecasting Sales and Profit Growth
Based on the effective implementation of the proposed action plan, the sales forecast from July to December is anticipated as follows:
| Month | Sales Staff | Sales ($) | Profit % | Total Profit $ |
|-----------|-----------------|----------------|---------------|---------------------|
| July | 15 | 16,000 | 32% | 5,120 |
| August | 18 | 18,000 | 32% | 5,760 |
| September | 20 | 20,000 | 32% | 6,400 |
| October | 22 | 21,000 | 32% | 6,720 |
| November | 24 | 22,000 | 32% | 7,040 |
| December | 25 | 23,000 | 32% | 7,360 |
Discussion on Change Model and Sales Forecast
The potential increase in sales reflects the optimistic outcomes aligned with Kotter’s approach of engaging employees and creating a conducive environment for growth. As the forecast shows an incremental rise in sales and profits, it further validates the expectation that well-implemented changes facilitate organizational success (Kirkpatrick, 1998).
Conclusion
The case study of Acme Corporation illustrates the complexities and challenges inherent in organizational change. Effective change management is crucial for mitigating employee turnover and enhancing organizational performance. By utilizing Kotter’s Eight Steps, Acme can facilitate a smoother transition, foster employee engagement, and improve overall morale and sales performance. The insights derived from this analysis not only underscore the importance of structured change models but also offer a strategic pathway for organizations to navigate future challenges.
References
1. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
2. Kirkpatrick, D. L. (1998). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
3. Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Research.
4. Cawsey, T. F., Deszczyński, J., & Ingols, C. (2016). Organizational Change: An Action-Oriented Toolkit. SAGE Publications.
5. Burnes, B. (2017). Managing Change. Pearson Education.
6. Armenakis, A. A., & Bedeian, A. G. (1999). Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management, 25(3), 293-315.
7. Burke, W. W., & Litwin, G. H. (1992). A Causal Model of Organizational Performance and Change. Journal of Management, 18(3), 523-545.
8. Kotter, J. P. (2012). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
9. Anderson, D., & Anderson, L. A. (2010). Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership. Jossey-Bass.
10. Carnall, C. (2007). Managing Change in Organizations. Pearson Education.