Hey Nyanya: Example Of My Classmate's Post

Hey Nyanya Here Is An Example Of One Of My Classmates Post I Hope Th

Hey Nyanya, here is an example of one of my classmates post, I hope this helps, so I can post mines thanks. An important change in my life is working for my current company and experiencing downsizing after going through two leadership changes. The company first downsized front line employees and then laid off a full layer of leadership. As a result, I assumed added responsibility and had to go out of town with short notice for additional training. This was, at the time, very stressful because it was right after I had decided to obtain my master’s degree.

It was difficult trying to balance my school, work, and a family schedule with such short notice. A year later, we have launched two new products and I have traveled at short notice for additional training; all while fulfilling my educational goals. I have learned to manage and balance my time in order to complete all obligations. My situation most closely relate to HP because of changing leadership and downsizing. My current CEO recognized immediately, that the company needed to cut cost and downsizing was the fastest way to it.

He communicated his vision upon getting hired into the company, verbalizing we would be experiencing a lay off but did not give specifics at the time. He recognized that the company had layers of middle management levels, which he decrease a full layer of management and restructured responsibilities. The common issues across each story were leadership recognizing a need for change due to the economic state of the company and the organizations downsized and restructured. The difference is how the leadership of each company decided to make the changes within the company. For example, Kodak’s leadership implemented change due to a change in technology and the need to compete with competitors.

They not only downsized employees but they also closed facilities. Whereas HP’s leadership implemented change for fear the company would go under without a merger. The common lessons among the stories are: leadership recognizing the need to implement change initiatives, some change initiatives are being incremental and others transformational, and change initiatives involve downsizing and/or restructuring. The absent lessons seem to be effective communication of the vision, as well as communicating how the change initiative will affect people within the organization. Without effective communication, it causes fear in the employees which leads to a loss of good talent or employees being disgruntled.

Three key conclusions that I have already learned in this course regarding managing change are assessing readiness, communicating effectively to the employees regarding the vision behind the change initiative, and follow up after the change process to see if it was effective. Trahant and Burke (1996) stated “managing change implies assessing organizational readiness, overcoming resistance, and measuring the results of change” (p. 37). These lessons are ones I will definitely ones I will use to apply to future change initiatives. In my opinion, they will help to ease fears and as much as possible provide a smooth transition.

References

• Trahant, B. W., & Burke, W. W. (1996). Traveling through transitions. Training and Development, 50(2), 37-41.
• Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of Management Studies, 41(6), 977-1002.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and our Community. Prosci.
• Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications.
• Cameron, E., & Green, M. (2015). Making Sense of Change Management. Kogan Page.
• Appreciative Inquiry. (2003). An Overview of Appreciative Inquiry. Center for Application of Social & Building Technology.
• Lewin, K. (1951). Field Theory in Social Science. Harper and Brothers.
• Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach. McGraw-Hill Education.
• French, W. L., & Bell, C. H. (1999). Organization Development: Behavioral Science Interventions for Organization Improvement. Prentice Hall.