Imagine you are the leader in charge of a large reorganization of your work group. Senior leadership, in an effort to align with your organization’s mission, has decided that the following changes are in order:
Your work group, in order to be “closer” to the customer, will spend more time visiting customer locations than working at their desks. This will require some team members to drive up to 35 miles a day farther than their current commute.
A new IT tracking system will be used to chart customer usage of your product, inventory trends and purchase prices of competitor products. This cutting edge technology is being used with your team first, as a trial, before official training is rolled out to the entire company. This means your team will serve as the “guinea pigs” for the new system and be required to document their findings and any system errors/issues. It also means that your team is able to use this innovative new system before anyone else in the company.
In an effort to reduce costs, your current team of 20 employees will need to be reduced by 2, to 18. Two team members will need to be reassigned within the company or asked to leave (laid-off).
Finally, employees that perform well will have an opportunity to earn a larger commission and bonus with the new work design than had previously been possible.
A few things that may be useful to know:
As the leader, you are unsure that you fully buy-in to these changes, but you want to stay with this organization; you are committed to its success.
The mission of your organization is “To be the top selling distributor of customer-focused solutions in the industry.”
For this week’s written assignment, write a 3-5 page paper that:
Outlines how you would roll-out these changes, paying special attention to topics covered in this week’s material: communication, resistance to change, motivation for change and empowering people through participative management.
Suggestion: be specific when outlining the steps you would take and indicate why these steps are important for successful organizational change
—- MUST CITE: Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press. ISBN: 978-1422186435. Kotter, J. P. & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Review Press. ISBN: 978-1422187333.
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