Deliverable Length: 500-600 Words Key Assignment Part I Your

Deliverable Length 500 600 Wordskey Assignment Part Iiyour Work With

Deliverable Length: words Key Assignment: Part II Your work with UWEAR and PALEDENIM is coming to a close. As you reflect on the following final deliverable, you realize that the new values-driven culture, including the code of conduct, represents just part of the change faced by the organizations. Other areas of change include work roles, reporting structure, and key business processes. The CEOs would like you to recommend a change strategy and process for Theresa and Mike to follow. Review the scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s feedback, and add an additional 200–500 words to the executive report that addresses the following: What change management model (such as Lewin’s, Kotter’s, or ADKAR) should be used, and why? What are the set of steps used in the model you chose? What can the CEOs do to address resistance to change during the merger?

Paper For Above instruction

The successful management of organizational change, especially during a merger, requires a strategic approach that addresses both the technical and human sides of change. For UWEAR and PALEDENIM, adopting an effective change management model is essential to facilitate a smooth transition and foster acceptance among employees. Among the various models available, the ADKAR model stands out as a suitable framework due to its focus on individual change and its structured approach, making it ideal for managing change in complex environments such as mergers.

The ADKAR model, developed by Prosci, emphasizes five sequential elements: Awareness, Desire, Knowledge, Ability, and Reinforcement. It guides change agents through understanding individual readiness and implementing targeted strategies to support employees at each stage of the change process (Hiatt, 2006). This model is particularly effective during mergers because it addresses employee concerns, reduces resistance, and promotes engagement by fostering personal commitment to change.

The first step in the ADKAR model, Awareness, involves communicating the reasons for the merger, its benefits, and the need for change. Clear, transparent communication helps employees understand why changes are necessary and reduces uncertainty. For UWEAR and PALEDENIM, leaders should utilize multiple communication channels, such as town halls, emails, and one-on-one conversations, to ensure message consistency and reach all stakeholders.

The second step, Desire, focuses on fostering motivation and willingness among employees to support the change. Leaders can enhance desire by involving employees in the change process, addressing their concerns, and demonstrating the personal benefits of the merger. Recognizing and rewarding early adopters and change champions can also motivate others to embrace change.

The Knowledge step involves providing employees with training and resources needed to understand new work roles, reporting structures, and business processes. Effective training programs, workshops, and documentation should be tailored to different groups to bridge skills gaps and clarify expectations. This prepares employees to perform new tasks confidently and competently.

Ability refers to developing the employees’ skills and behaviors necessary to implement change effectively. Leaders should offer coaching, mentoring, and hands-on support to ensure that employees can apply new knowledge in their roles. Monitoring progress and providing feedback are crucial for overcoming obstacles and building competence.

The final step, Reinforcement, ensures that change is sustained over time. Recognizing achievements, providing ongoing support, and integrating change into organizational systems and culture are vital. Reinforcement helps prevent regression to old habits and reinforces the new way of working.

To address resistance to change during the merger, the CEOs can implement several strategies aligned with the ADKAR model. Open and honest communication is fundamental; it builds trust and reduces fear of the unknown. Leaders should listen to employee concerns and involve them in decision-making processes, which increases their sense of ownership and commitment. Providing training and support to help employees adapt to new roles and processes can alleviate anxiety and build confidence. Furthermore, identifying and empowering change champions within the organization can influence peers positively and model desired behaviors (Kotter, 1998).

Additionally, acknowledging and rewarding employee efforts and milestones can motivate continued engagement. Transparent feedback loops and regular updates on progress also demonstrate leadership’s commitment and help maintain momentum. Addressing resistance proactively, with empathy and clarity, fosters a culture of collaboration and flexibility, essential elements for successful organizational change during a merger.

References

• Hiatt, J. (2006). ADKAR: a model for change in business, government, and our community.prosci research.
• Kotter, J. P. (1998). Leading change. Harvard Business Review Press.
• Burnes, B. (2017). Managing change. Pearson Education.
• Appreciative Inquiry: A Positive Approach to Organizational Change. (2013). Journal of Organizational Change Management, 26(3), 517–529.
• Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.
• Lewin, K. (1951). Field theory in social science. Harper & Row.
• Burke, W. W. (2011). Organization change: Theory and practice. SAGE Publications.
• French, W. L., & Bell, C. H. (1999). Organization development: Behavioral science interventions for organization improvement. Prentice Hall.
• Sennewald, C. A. (2014). Organizational change management. Routledge.