Strayer University HRM560, Assignment 3

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Running head: KOTTER CHANGE MANAGEMENT MODEL 1

Assignment 3: Kotter Change Management Model 7

Assignment 3

Kotter Change Management Model

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Strayer University

HRM560-Managing Organizational Change

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February 17, 2020

Ascertaining the Steps

John Kotter’s Eight (8) Steps of change management can be applied to Sears Employees Performance Policy and Procedures. Each step in this holistic approach allows for the planning and successful implementation of change within an organization. Vision and strategy gives an organization a picture of what the future of the company will look like after change has been implemented. Applying Kotter’s Eight (8) steps approach will provide the guidance for an organization’s successful transformation in their decision to change. The change that I have recommended to Sears Employee Performance Program is not only needed to improve employee’s performances but is necessary for the future of the organization. Each step in Kotter’s Eight (8) Step Process for change would be a great approach and guide in successfully leading change within the Sears organization.

Developing a Strategy for Successful Change

Step 1- Creating a sense of urgency will be a must. Hosting a meeting with all management teams at every level to inform them of the upcoming change, the reason for the change, the urgency of the change, and the plan for making it happen. I would also discuss the ‘why’ for the change and the future of the company. Then, I would create a sense of urgency with those in leadership roles to support the vision. Next, a mandatory meeting for all employees will be critical to inform them of the change, and how their role will be vital in helping to make change happen successfully. Employees that are unable to attend will be asked to conference in. Creating a sense of urgency must be established during this step in order to successfully move forward with the other steps. Creating a sense of urgency will help to keep employees motivated and energized (Romita, 2015). Creating a sense of urgency forces employees to understand that change is critical for the continued success of the organization. Employees must be convinced that change is not only needed but is necessary.

Step 2- Creating a coalition among managers and employees will strengthen the process and enable it to move forward without strong resistance. Team leaders, supervisors, managers, and executives must build teams that will support the change in their action and behavior. Change must be seen in leaders first. After observing change in leaders, employees will be encouraged and motivated to also change their old habits to new habits. In addition, leaders must build a guiding coalition that establishes trust between themselves and employees. Building effective relationships with employees will help to ensure support and strong coalition for the vision and mission of the organization.

Step 3- Leaders at every level will communicate the vision through specific messages that are directly related to the change, and align company goals with the change. If employees and managers do not understand the desired future, the resulting organizational change initiatives will be unsuccessful (Romita, 2015). A successful change vision and strategy will identify the areas of change, provide clear and realistic targets for measuring success, explaining the why and how, and appeal to the long-term goals of the organization (Romita, 2015). Forming a strategic vision and initiatives allows employees to clearly see and understand the need for the change. Once employees can see the why and how for the change, they are more willing to accept change as a positive instead of a negative.

Step 4- Employees will be communicated the reason for the change, how the company will implement the change, and why the change will be necessary for the future of the company in terms of growth. Effective and creative communication will be everything to the success of the change. The strategy will be to communicate early, and with clear easy understandable messages though company memos, team meetings, group meetings, and internal communication tools. Efficient and effective communication during the process of change will be vital. Leadership must enlist a volunteer army of employees that are willing and eager to support change. The support of majority of the employees especially those in leadership roles to support the change will be a huge plus for the change transformation. There is strength in numbers; therefore, getting employees to rally around and support the change is a great opportunity and right step in making change successful.

Step 5- The strategy will be not to under-communicate; but, to effectively inform employees early of the change. A main focus will be to eliminate obstacles or rethink parts of the change in this step. Management must make every effort to ensure that all equipment, software, employee trainings, seminars, module trainings, and IT support staff are in place and ready to implement the change. Additionally, test runs of new software will be performed to ensure everything is working properly before the effective day of change. “Identify people who are resisting change, and help them see what’s needed. Should this not be a possibility, you need to take action quickly to remove barriers (human or otherwise)” said, Prendergast and Lambert (2014, p. 49).

Step 6- As change is in progress, employees will be rewarded when they reach short-term goals. Rewards shall be given every three months to those employees that have supported and shown new habits and behaviors during the change process. Creating short term goals will help employees to stay motivated to reach long-term goals. Giving out rewards will also motivate other employees to take the initiative to work harder towards the success of the change.

Step 7- As a company, we will analyze our weaknesses and build on them. We will evaluate to see what is working and what can be made better or eliminated. The organization will build on the change, discuss the weak points in the process, and provide ways to improve or even eliminate parts that are not working efficiently. Another focus will be to provide additional training for those employees that are not quite up to speed, and to any employee that feel they need additional training. Hodges and Gill (2015), emphasized, “Never letting up. Organizations should keep learning from experience and not declare victory too soon. They must continue to carry out strategic initiatives and create new ones, to adapt to shifting business environments, and thus to enhance their competitive positions” (p. 247).

Step 8- The last step in developing a strategic approach will be to include the new change into policies and procedures. By doing this, employees will know that the change is real and anchored in the organization’s culture. In this step, the organization must continue to focus on making the change stick. Executives and each level of management must continue to show change in their actions and behaviors. Making the change stick will be critical in the successful implementation of change. Change must be practiced and seen at every level of management. Employees need to see that leaders within the organization are supporting the change in their actions and behaviors. Anchoring the change into corporate culture by including it in policy and procedures will be critical in the successful implementation of change within the organization.

Furthermore, Friesen (2016), emphasized, communicate with change leaders, project team and key stakeholders. Explain why the changes are needed and risks of not changing. Correct misinformation as it arises. Demonstrate support for the change through words and actions. Balance the needs of both project and business teams to achieve goals. Coach employees through the change process. This includes coaching people to prepare for changes in their roles and explaining new performance expectations. Identify and manage resistance. Respond to questions and concerns (p. 43).

In conclusion, implementing change will not be easy; but, it is attainable and important. The use of Kotter’s Eight (8) Step Model is a great framework and guide to lead organizations into the successful implementation of change. Further, creating a sense of urgency and effectively communicating the vision is key and are critical factors in the implementation of change. Equally important, communicating the vision effectively gives a picture of what the future will look like after change has been made. Prendergast and Lambert (2014) said, “Organisational change is hard because you must change more than just the structure and operations, you need to change people’s behaviour” (p. 49). As a final point, following Kotter’s Eight (8) steps process will allow the organization to effectively communicate and create a promising vision that convinces employees that the future looks brighter and better with change in place. As a result, employees are now ready to embrace, support, and make adjustments that will help the organizations move into the future without resistance.

References

Friesen, W. (2016). Change Management: A Key to a Successful Future. Business Credit, 118(9), 42-43.

Hodges, J., & Gill, R. (2015). Sustaining Change in Organizations. Thousand Oaks, CA: Sage.

Prendergast, N. n., & Lambert, K. k. (2014). Organizational Change and Flexibility. Exchange (19460406), (220), 48-51.

Romita, T. (2015, February, 27). 8 Steps Strategic Planning Process by Tom Tomita, Facilitator. Retrieved from https://www.youtube.com/watch?v=gSdJ9LBfcEg