Instructions In Chapters 3 Of Your Text On Table 32

Instructions in Chapters 3 Of Your Text On Table 32 There Are Listed

In Chapters 3 of your text on table 3.2 there are listed nine models and approaches to organizational change. Consider that you are a large organization and you are preparing to move your business from New Jersey to Arizona in 12 months. Your business has 2500 employees. Some will lose their job, some will retire and some will move with the company. You have 12 months to prepare for this organizational change.

Your job is to recommend to management the model (one model please) that they should use over the coming year to best manage this change. So, I ask that you prepare a 14-16 page presentation (PowerPoint) comparing and contrasting the nine models with the end goal to select one that best fits this organizational situation. In addition, include a title page, an introductory page (an agenda), a concluding page, and a reference page. Each of the 14-16 pages should include notes with at least words each on the notes section within PowerPoint (VIEW / NOTES). The notes reflect comments that you will use for yourself when you present this presentation to management.

The PowerPoint slides that management will see while you are talking will be a summary, typically in bullet format. The first half of your presentation will include the discussion of the nine models, and in the second half of your presentation, select the change model that you think is most appropriate for this process of getting your employees on board with the upcoming move. Discuss the phases of the model you select and explain why it is most appropriate. Use several slides to explain the steps this company should take using the recommended model and why they are important for success.

Move through the 12 month process. This should be a timeline of events they need to perform over the 12 months. Use the many options for color and innovative layouts available in PowerPoint to make your presentation professional. Review the rubric. Make your presentation interesting and attractive to the audience.

If you use photos or diagrams, make sure they are open source while still citing your source. Use APA format for this assignment. Review the supporting materials within this assignment for tips on creating a good presentation. See APA reference guides in the content section of the classroom under course materials. Find at least two other references other than your book and use the article in your presentation. A website is not a scholarly source. Please use a journal or article from the library. Your reference should have an author! Avoid quotes. Use your own words while still citing your sources.

Paper For Above instruction

The organizational change involved in relocating a large business from New Jersey to Arizona within a 12-month period presents a significant managerial challenge. A systematic approach, guided by an appropriate change management model, is essential to ensure a smooth transition, maintain employee morale, and achieve the desired business outcomes. Among the nine models outlined in textbook Chapter 3, Lewin's Change Model emerges as the most suitable for this scenario due to its simplicity, flexibility, and effectiveness in managing large-scale organizational change.

Lewin's Change Model consists of three sequential phases: Unfreeze, Change (or Transition), and Refreeze. The first phase, Unfreeze, involves preparing the organization to accept that change is necessary, which entails communicating reasons for the move clearly, and engaging employees to reduce resistance. This phase primes the organization to let go of existing behaviors and mindset, fostering an openness to new ways of working.

The second phase, Change, involves implementation of the new structures, processes, and behaviors required for the move. During this period, ongoing communication, training, and support are critical to help employees adapt to the new environment. This phase might include logistical planning such as relocation arrangements, retraining programs, and clarity about employee roles post-move, all of which are vital for minimizing disruption.

The final phase, Refreeze, consolidates the changes and stabilizes the organization in its new form. This requires embedding new practices, reinforcing new behaviors, and celebrating milestones to solidify the change. For example, management might implement new policies for remote work or local employment, and recognize employee adaptability and resilience through formal acknowledgments.

Applying Lewin's model to this specific scenario offers systematic steps to manage the transition effectively. During the Unfreeze phase, transparent communication about the reasons for moving, expected outcomes, and support available will help reduce anxiety and resistance among employees. Managers should also involve employees in planning to foster a sense of ownership.

The Change phase involves detailed logistical planning, including individual support for employees who are retiring, relocating, or losing jobs. Providing career counseling, job placement services, and relocation assistance demonstrates organizational support and mitigates negative fallout. Training programs should also be deployed to prepare employees for new roles or remote working arrangements post-move.

Finally, the Refreeze phase focuses on reinforcing new behaviors through policies, recognition programs, and ongoing communication. Regular check-ins and feedback loops will help identify and resolve issues that arise post-move, ensuring a smooth transition and stability in the new location. Building a culture of flexibility and adaptability during this phase promotes long-term success.

In implementing this timeline, the organization should begin the Unfreeze phase immediately, creating awareness and engagement through regular meetings and information sessions. By the third or fourth month, the Change phase will intensify with logistical arrangements, training, and ongoing communication. During the last four to five months, the Refreeze phase will focus on stabilization and reinforcement until the organization is fully settled into the new environment.

Using Lewin’s three-phase model simplifies the complex process of organizational relocation, providing clear stages to manage employee transition, minimize resistance, and embed new practices. Its flexibility allows the organization to adapt specific actions according to emerging needs, making it the ideal model for this significant change.

References

  • Buchanan, D., & Huczynski, A. (2019). Organizational Behavior. Pearson.
  • Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change (10th ed.). Cengage Learning.
  • Burnes, B. (2017). Transformational change: A framework for research. Journal of Organizational Change Management, 30(4), 558-567.
  • Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci.
  • Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130-139.
  • Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Reviving Kotter's agenda for change. Journal of Organizational Change Management, 25(2), 168–183.
  • Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Leadership & Organization Development Journal, 20(3), 173-194.
  • Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510–540.
  • Burnes, B., & Cooke, B. (2013). Kurt Lewin's field theory: A review and re-evaluation. International Journal of Management Reviews, 15(4), 396-408.
  • Paton, R. A., & McCalman, J. (2008). Change Management: A Guide to Effective Implementation. Sage Publications.

Related Assignments