Organizational Change Model

Organizational Change Model

MGT 435 Organizational Management

Organizational Change Model

As Sales and Marketing Director for Sea Treasures, the need to increase revenue by implementing an internet website ordering system to sell the large inventory of aquarium decorator items has been recognized. The company is extremely close to going out of business, and lay-offs store closures have been the result of a short-term solution to increase revenue to recover from slow sales. An idea was presented as a long-term solution which is to expand the website, thus expanding our customer base and sell products such as live sea creatures online. For this paper I will discuss the chosen change models for my short and long-term change respectfully and provide a rationale for my decision and explain the effects these changes would have on employees, managers, execs and the like.

The estimated time given for this change is six months, and to provide new and innovative ways for the company who has held on for 50 years is going to be a challenge. The Internet website is a fantastic way of producing benefits to businesses, including the widening of its marketplace and the reduction of operating costs (Wienclaw, 2013), which could also eliminate employee layoffs, mitigate store closures and provide more financial value to the store name. However, this step into the new age of internet technology could cause some friction within the team, especially with the introduction of new software to veterans within team whom are not computer savvy. For this situation Lewin’s Force Field analysis is the perfect weapon to combat this problem head on.

Upon concluding the number and strength of supporters vs. resisters, one can conclude the support for change far outweighs the resistance (Weiss, 2016). The team doesn’t understand that the benefits of adding a website to the business could provide a much easier and smoother ran company, so educating the team on the new software would be paramount along with quelling their concerns of the misconstrued thought of how difficult the change will be and the dire need for this software to be introduced to keep the company alive. By utilizing Lewin’s model which is based on the law of physics, I must present an unstoppable force (inevitability of change, motivation, etc.) which is greater than the obstacle (resistant teammates) in order compel that object to move. This will be done by way of the unfreezing/changing/refreezing method, in which Lewin argues are the three stages for change (Weiss, 2016). The unfreezing stage calls for abandoning old ways, such as procedures which were in place that were time consuming and counterproductive and mustering support from the team to support the upcoming change. During the changing stage, the information and new technology will be introduced to the team in a crawl/walk/run manner, where I will ensure they are attaining all the information to be proficient, comfortable and confident with the new changes. Finally, during the refreeze stage, team leads and managers must make sure that their employees are utilizing the new software correctly and providing reward for accomplishing the same. Once most employees show positive performance in accordance with the new changes, a transition from training period to move to live use of the program, and from this point forward the large scale long term change can be implemented.

The challenge of long term change is in most cases, actual completion of the changes made and more importantly, successful. It is important to ensure that changes are successfully implemented, especially considering that nearly 70% of change programs in organizations do not meet their goals and only 25% are successful in the long term (Kotter, 2008). For a large-scale long-term project to bring the business online and sell everything over the internet a more comprehensive change model is needed, therefore, Cumming’s and Worley’s five dimensions of leading and managing change is the optimal choice. This method bolsters motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum (Weiss 2016), which is much needed after implementing new software to the business. This plan must be collaborated between all team leads by ensuring commitment and support to all involved. Leaders must work together to develop a clear and unified change strategy, an approach to implementation and a communications plan to drive the intended change (Wilson, 2014). This plan brings fourth unity and cohesiveness within the team, and ensures the train doesn’t stop. Leaders can actively manage their team, ascertain feedback from the new change, and ensure the transition of the new software is smooth and by the numbers. It also allows for the director to highlight team leads who have the charisma and great reputation among their peers to establish influence within the unit, thus bringing more comradery and motivation. Altogether, with the addition of the new software, positive motivation and planning the company will move forward in a positive direction.

Sea Treasures is a business that is in well need of major renovation to their procedures. By utilizing Lewin’s Force field analysis to bring about immediate change and Cumming’s and Worley’s Five Dimensions for leading and managing long term change, the implementation of the online website and oversight will be successful. The change will not come easy, however the methods used will ensure employees the change will make things much easier for all parties affected. Not only will the strategy produce sales, but it will ensure the team acknowledge, adhere and move forward in a positive direction.

References

Weiss, J.W. (2016). Organizational Change (2nd ed.) [Electronic version]. Retrieved from https://content.ashford.edu/

Wienclaw, R. A. (2013). E-Commerce. Research Starters: Business

Wilson, J. (2014). Managing change successfully: overcome resistance through strategy, communications, and patience. Journal of Accountancy, (4). 38.