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To prepare for the Week 6 Assessment, you will complete an organizational change chart, like you did in Week 1, only this time for a well-known multi-national corporation.

Choose an organization such as Samsung, Starbucks, Ford Motor Company, or Waste Management that implemented a major change. For example, a sustainability initiative at Starbucks or Apple making FaceTime available to non-Apple users.

Analyze the organization’s change process based on Kotter’s 8 Steps to Leading Change using the Organizational chart. Make sure to complete a new analysis, do not copy any information from a previous week.

Consider questions such as the following as you complete your analysis:

Do you think this was a positive organizational change? Why or why not?

What strategies and tactics do you think would be effective in creating positive organizational change?

What strategies and tactics might have worked better?

LDR/535 v4
Organizational Change Chart
Ivonne Fornells
University of Phoenix
LDR 535
John Schobin
July 1st 2024
Organizational Change Chart
LDR/535 v4
Page 2 of 6
Organizational Information
Type
Details
Suggested Actions for Improvement
Vision
Achieving efficient and systematic
employee performance tracking
through innovative HR strategies.
It is important to keep updating the vision
in relation to the existing technologies and
the growth of the organization (Halkias,
2020).
Mission
To create a structured and datadriven HR approach for better
management and performance
assessment.
It is also important to review the mission
from time to time to check its relevance to
the organization’s vision.
Purpose
To shift from an informal to a
formal data collection and
management format for employee
performance.
Make sure the purpose of the change is
clearly communicated to all employees and
is easily understood by them (Al-Ali et al.,
2017).
Values
Innovation, Efficiency,
Transparency, Inclusiveness.
Support these values through training and
recognition programmes.
Diversity and
Equity
The company values diverse
perspectives and strives for equity
in all HR processes.
It is suggested to perform periodic checks
to make sure that diversity and equity
objectives are being achieved.
Inclusion
Employees from diverse groups
were involved in decision-making
and process changes.
Improve the level of inclusion by including
more employees in the decision-making
process.
Goal
To implement a formal HR data
collection and management system.
Establish specific target and time frame for
the accomplishment of the goal (Halkias,
2020).
Strategy
Using Kotter’s 8-Step Change
Model to guide the implementation
process.
Ensure that there is constant feedback and
evaluation of the strategies and make
necessary changes.
Communication
Regular updates and training
sessions for employees on the new
HR system.
Communicate the change through several
methods to ensure that all the employees
are aware of the change (Halkias, 2020).
Organizational Perceptions
Organizational Change Chart
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Statement
Rating (1 – 5)
Employees know the organization’s vision.
4
Employees know the organization’s mission.
4
Employees know the organization’s purpose.
4
Employees know the organization’s values.
3
Overall, the organization is diverse and equitable.
4
Diverse groups are included in decision making and processes for change.
3
The change goal was successfully met.
4
The implementation strategies were effective.
2
The organization’s communication about the change was effective.
4
Kotter’s 8-Steps to Change
Step Name
Rating (1 – 4)
Step 1: Create Urgency.
4
Suggested Actions for Improvement
•
•
•
Step 2: Form a Powerful Coalition.
2
•
•
Highlight ongoing issues and
opportunities regularly to maintain
urgency.
Explain to the management that other
firms have implemented similar
changes and have reaped the benefits
(Tansley et al., 2001).
Organize seminars for the purpose of
assessing the possible advantages and
disadvantages of inactivity.
Ensure that key leaders from all levels
in institutions are part of the coalition
by increasing partnership with
stakeholders.
Ensure that the members of the
coalition are free to discuss and share
ideas with one another (Halkias, 2020).
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Step Name
Step 3: Create a Vision for
Change.
Rating (1 – 4)
4
Suggested Actions for Improvement
•
Review and revise the goals and
strategies of the coalition on a
consistent basis.
•
Make certain that the vision is inspiring
and can put down in simple language
that can easily be conveyed to all the
parties (Tansley et al., 2001).
To support the vision, one should use
illustrations and narratives.
Engage the employees in the process of
elaborating the vision to enhance
commitment (Al-Ali et al., 2017).
•
•
Step 4: Communicate the Vision.
3
•
•
•
Step 5: Remove Obstacles.
3
•
•
•
Step 6: Create Short-Term Wins.
4
•
•
Use various platforms to communicate
the vision continuously.
Organize meetings to listen to what
employees have to say and to clear any
misconceptions (Halkias, 2020).
Create a feedback mechanism to check
how much the intended message has
been understood and how to correct this
where it is not the case.
Have a better eye for technical and
human challenges/solutions and
anticipate their occurrence more
effectively.
Ensure the employees struggling with
certain issues receive more resources
and help (Tansley et al., 2001).
Create a work team to be in charge of
the definition and removal of barriers.
Announce small successes and
recognise people’s efforts to keep the
workforce motivated.
Establish measurable and realistic
targets for the first year with a clear
connection to the vision.
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Step Name
Step 7: Build on the Change.
Rating (1 – 4)
2
Suggested Actions for Improvement
•
Provide updates frequently so that the
flow and morale remain high (Al-Ali et
al., 2017).
•
Continuously seek feedback and make
necessary adjustments to the change.
If the change initiatives have been
successful in one area of the
organization, then it should be extended
to other parts of the organization
(Tansley et al., 2001).
Promote change and innovation as a
continuous process.
•
•
Step 8: Anchor the Changes in
Corporate Culture.
4
•
•
•
Reinforce new practices through regular
training and integration into daily
activities (Al-Ali et al., 2017).
Rewards and performance measures
should be consistent with new
behaviors and results.
Leadership should be used to support
the new culture and to demonstrate the
right behaviors constantly.
Organizational Change Chart
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References
Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through
leadership: the mediating role of organizational culture. International Journal of Organizational
Analysis, 25(4), 723–739. https://doi.org/10.1108/ijoa-01-2017-1117
Halkias, D. (2020). Leadership and change management: A cross-cultural perspective. Routledge.
https://doi.org/10.4324/9781315591766
Tansley, C., Newell, S., & Williams, H. (2001). Effecting HRM‐style practices through an integrated
human resource information system: An e-greenfield site? Personnel Review, 30(3), 351–371.
https://doi.org/10.1108/00483480110385870