Change Management for Business Management - myassignmenthelp

Question: Discuss about theChange Management for Business Management Practice. Answer: Main Issues in the Study The main issue in the organization involves a change of the department manager, who implemented changes in policies and resulting changes in staff behavior and attitude towards their job. When Jeff took over as a department manager, he was informed that the staff enjoyed their jobs, took the initiative, and were proactive in finding solutions that affected the company. They even went beyond what were expected of them to ensure that things run smoothly in the store. However, two months into taking over his position, Jeff has noticed reluctance among staff in carrying out basic requirements of their positions, giving short notice sick offs, and a general lack of interest in their job. Why Staff may Have Changed their Attitude First I think the problem was in the way the changes in policies at the store were implemented. First, the changes were implemented over a short period which may have resulted in resistance among the staff. Resistance is being portrayed by the sudden change of attitude and lack of interest among the staff. The company may also have failed to engage in a mutual engagement process with its staff where participatory dialogue is built among staff in each level. The manager failed to use a mechanism that would see all staff participate in giving their views on the policy changes that the manager had drafted. The face of change that was implemented failed to target the behaviors of employees in ensuring that their capabilities were enhanced (Brooks, 2006). The changes that the manager implemented are not effective; he failed in building a relationship and trust between himself and the employees of the company. Step by Step Plan of what Jeff should do Jeff should use the Kotter and Schlesinger Model to review the changes of behavior or rather the resistance from the staff. This model expresses the six change approaches to deal with resistance to organizational change. Jeff should then suspend implementation of policy changes. He should come up with a policy implementation plan. Before implementing the policy changes, he should first engage in a mutual engagement process with the staff. This is a requirement of the change process which has an effect on successful policy change implementation at the store. The changes at the store should be implemented in the form of top-down structure. Jeff should use Lewins change model, to assess the context of the changes for each implementation stage. The changes should be implemented in stages over a prolonged period which would minimize or eliminate resistance among the employees who were affected (Shyns, 2011). After the implementation, the company should continue to monitor the effect of the change and the performance of the employees. The successful policy change would increase growth for the store. Work Plan Objectives and Goals The objectives and goals of this work plan will focus on ensuring that the staff executes their daily operations smoothly and gladly. To design a new strategic aligned behavior by defining the roles and responsibilities of each employee and relationships between them. Provide help to employees by providing mentoring and training programs To determine skills and talent management in the company among its staff Design systems and structures through the relationships reported, compensations, information compiled and measurements control done. Facilitate coordination and communication among staff both at the senior level and lower level. Work Plan Structure Role Responsibilities Participant(s) Department Manager Final decision-maker Vision bearer and providing guidance Review and approval of projects Approves main funding Jeff Graham Accounts Officers Carries financial allocation to department resources Advice on resource allocation strategies. Gives financial guidance to the Department Manager Manages the annual budget Christine Crouch James Warren Customer Executives Resolves conflicts Manages the store in accordance with the companys objectives Serves as the link between the company and customers Handles challenge resolution Debbie Whitson Sanjay Gupta Sarah Smith Marketing Officers Market the stores products Supervises the vendors Communicate customer's needs and complaints to the department leader. Act as intermediaries for securing more customers. Jenna Autuori-Dedic Christine Freytag Obi Obadike Lewis Kyle IT Specify how staff will transit from the existing system to the new electronic system Follow-up of the implementation of the new system to identify areas of success and concern. Provide recommendations and ways to get rid of project barriers Bob Harper Timeframes The following represent timeframes for the implementation project plan of the policy changes in the store: Task Duration Projected Start Date Projected Ending Date Project Size Estimation of the implementation project schedule 2 days 10-5-2017 12-5-2017 Determining the first Interface 1 day 22-5-2017 23-5-2017 Work Plan Definition 3 days 23-5-2017 27-5-2017 Estimation of cost 1 day 27-5-2017 28-5-2017 Timeframe Estimation 2 days 28-5-2017 29-5-2017 Staffing 6 days 2-6-2017 8-6-2017 Selecting the Implementation Committee 2 days 29-5-2017 31-5-2017 Briefing the Committee 1 day 29-5-2017 30-5-2017 Implementation Project Management Defining the implementation program 1 day 2-6-2017 3-6-2017 Implementing the first stage 3 days 3-6-2017 7-6-2017 Performance Indicators for all Positions A weighted performance scorecard measurement system will be used to carry out the performance measures for all the positions in the store. The stores performance dimensions are the noted as the parameters while the stores level of measurement will be either store, corporate or regional. Frequencies of measurement are depicted either in quarterly, annual or six months; Accounts Office Parameter Measurement Level Frequency Return on invested capital Earnings before interest, tax, depreciation and amortization (EBITDA) divided by value of equivalents and leaseholds corporate quarter Controllable Input Gross profit less labor expense and utilities store quarter Gross Profit Growth Taken as from previous years quarter store quarterly Sales level of growth Sales took as in the prior year quarter store quarterly basis Customers Executive Office Parameter Measurement Level Frequency Loyalty Customer executives will visit suppliers based on customer survey Corporate Quarterly Main Convenience Store Primary convenience store will be determined based on customer survey Corporate Quarterly New Product Experience New products determined based on the customer survey Corporate Quarterly Managers Office Parameter Measurement Level Frequency Employee Satisfaction Review survey to promote employee satisfaction Corporate Every six months Operational Excellence Review audit reports determining stores basic standards of operation Store Quarterly Promoting customer preferences Review appraisal reports ensuring implementation complies with consumer preference standards Store level Quarterly-based IT Office Parameter Measurement Level Frequency Information system utilization Departmental manager will evaluate office technological recommendations Store 6 months Sources: (Banker, et al. 2010) Risk Analysis There is certainly no way to eliminate risk from the operations of an organization. This is because risk involves those decisions that involve something that has yet to happen. In such a scenario, we do not know all the facts in regard to the decisions we are making which means that there will always be a risk. Risk should be continuously identified and assessed by the leadership (Barney Hesterly, 2006). The departmental leadership should come up with alleviation approaches to promote risk elimination. The identified risks should be open to amendment by the departmental manager then updated across the financial year of the store. Examples of risk that may occur in the store include governance risks, operational risks, financial risks, external risks and risks that involve compliance with law and regulation (Ward Chapmen, 2013). Risk Assessment Template Activities Your activity name Associated Risk(s) Severity Probability Risk Score Daily operations 1. Damaging Stores property 2. Competition sparks with competitors 1. Negligible 2. Negligible 1. Low 2. Low 1. Low (1) 2. Low (1) Team building 1. Bodily Injury to participants 1. Critical 1. Low 1. Medium (6) Transport 1. Auto Accident 1. Catastrophic 1. Low 1. High (10) IT operations 1. System crashing down 1. Critical 1. Low 1. High Ethical Considerations and Code of Conduct Ethical considerations are the norms and standards that distinguish between bad and good as well as guides a person whether to do something or refrain from doing. The code of conducts are those directions that are laid down by an organization or company so that the staff know how to act when encountered with different situations in their daily operations (Ward Chapmen, 2013). Customer Relations: Regarding customer relations, the company will ensure that the work plan is developed in a way that does not alter with good customer relations. The code of conduct will be that no staff will leave a customer unserved because they were busy. Service to the customer will be a priority especially for the customer executives that have direct contact with the clients. Employee Relations: When developing the work plan staff welfare will be put into consideration. The plan will be discussed freely with all staff where they will be allowed to give their feelings and suggestions concerning the plan. This is to ensure that everyone is satisfied with their work Social Responsibility: The work plan will provide avenues for time for social responsibility. Social responsibility will ensure favorable publicity and recognition by the community. This is based on the recognition that the company has a social responsibility of enhancing the well-being of the community by such actions as preserving the environment and engaging in community-based welfare programs. Legal Considerations The work plan will be developed in a way that it aligns with the law of the land. Ethical consideration will involve ensuring that the actions of the company align with the legal requirements of government agents. Professionalism: The staff will be required to carry out themselves in a way that maintains the integrity and public confidence. References Baker, E. L. (2011). The Management Moment: Emotional Intelligence in the Workplace. Journal of Business Management Practice. Volume 13 Issue 1. Banker, R. D., H. Chang, and M. Pizzini. (2010). The Balanced Scorecard: Judgemental Effects of Performance Measures Linked to Strategy. The Accounting Review 79 (1). Barney, J. B., Hesterly, W. S. (2006). Strategic management and competitive advantage: Concepts and cases. Upper Saddle River, NJ: Pearson/Prentice Hall. Brooks, I., (2006) Organizational Behaviour: Individuals, Groups and the Organization (2nd ed). London. Pitman Publishing. Krause, F., (2009). Management decision making: Enquire within. Retrieved https://www.enquirewithin.co.nz/organizational_culture.htm Mullins, L.J., (2007) Essentials of Organizational Behaviour. Upper Saddle River, New Jersey. Prentice Hall. Shyns, B. (2011). The relationship between employees: self-monitoring and occupational self-efficacy and transformational leadership. Current research in social psychology, 7 (3). pp. 30-42. Ward, S. and Chapmen, C. (2013), Transforming project risk management into project uncertainty management. International Journal of Project Management. 21 (2). pp. 97-105