Research An Organization You Are Familiar With In NE ✓ Solved

Research an organization you are familiar with that is in ne

Research an organization you are familiar with that is in need of a change and present how you will manage the change process by incorporating the three essential duties of HRM: attracting, developing, and maintaining a quality workforce. For a Collaborative Learning Community (CLC) assignment, choose one organizational subsystem to change and create a PowerPoint presentation of 12-15 slides (including title and reference slides) addressing the following questions that pertain to the major HRM responsibilities and to change management.

Provide an overview of the organization you have chosen, including three subsystems of the organization, three stakeholders of the organization, and the reason for selecting this organization.

Identify one major organizational subsystem that needs to be changed; justify your choice. How does it compare to a similar successful organization?

The proposed subsystem change will be this mission statement: 'As a family of many cultures, we provide a safe haven for all when you shop here with us. So put down your phones and let our books do the talking.'

Integrate a faith-based or worldview-based component in the presentation and make a clear connection on how it informs the group’s management practices. (Note: worldview influences decisions, values, and perceptions and affects how people are managed; for this assignment this relates to the worldview of the presenters.)

Submit peer evaluations before the due date. Include at least four academic references to support your position, with at least one directly relating to the company discussed and another to the organization being compared. These references must be cited within the presentation, not just in a references slide.

Paper For Above Instructions

Introduction. The assignment centers on applying core HRM duties—attracting, developing, and maintaining a quality workforce—within a change-management framework to a familiar organization. Change management literature emphasizes structured, evidence-backed approaches to aligning people, processes, and culture with strategic aims (Kotter, 1995; Beer & Nohria, 2000). By focusing on one organizational subsystem, the group can demonstrate how HR practices can drive successful transformation while honoring a shared worldview that informs management choices (Schein, 2010).

Organization overview and subsystems. For the purposes of this analysis, I situate the study within a well-known, globally operating retail bookstore and café—an organization whose culture emphasizes learning and customer experience. The organization comprises several interconnected subsystems, including (1) Operations and Supply Chain (store operations, inventory management, supplier relations), (2) Human Resources (recruitment, training, performance management, diversity and inclusion), and (3) Customer Experience and Marketing (brand positioning, loyalty programs, digital engagement). Stakeholders include employees (partners), customers, suppliers/vendors, and local communities. The rationale for choosing this organization lies in its pronounced emphasis on culture, training, and service quality, which makes it a fertile ground for exploring how HRM practices can shape change initiatives and sustain them over time (Starbucks Corporation, 2023). This alignment allows us to illustrate how three subsystems interact to influence organizational outcomes and how a targeted HR-driven change can ripple across the entire system (Kotter, 1995; Huselid, 1995).

Subsystem to be changed and justification. The major subsystem selected for change is the HRM subsystem focused on workforce development and engagement—specifically the design and delivery of training, career progression, and performance management. Justification rests on well-established findings that high-performance HR practices—careful recruitment, onboarding, continuous development, and performance feedback—drive employee engagement, service quality, and turnover reduction, which in turn impact organizational performance (Huselid, 1995; Pfeffer, 1998). In the retail bookstore context, enhancing development opportunities and aligning rewards with learning and service excellence can help attract top talent, reduce turnover, and improve customer interactions. A comparison with a similar successful organization in the same sector (for example, a peer coffeehouse/retail chain known for strong people practices) highlights how a focus on employee development correlates with customer satisfaction and financial performance, supporting the case for HR-driven change (Kotter, 1995; Beer & Nohria, 2000).

Organizational change and alignment with a new mission statement. The subsystem change will be framed around the mission statement: 'As a family of many cultures, we provide a safe haven for all when you shop here with us. So put down your phones and let our books do the talking.' This reframed mission foregrounds inclusivity, non-distraction, and knowledge-based engagement. HRM practices will be redesigned to support this mission through inclusive hiring practices, structured onboarding that emphasizes cultural competence, and development programs that cultivate critical thinking and customer-centric service. The change process will be guided by established change models that emphasize urgency creation, guiding coalition formation, vision and communication, and empowerment (Kotter, 1995; Beer & Nohria, 2000). Training modules will be redesigned to emphasize the value of books and learning as the core differentiator, while ensuring that the store environment remains welcoming to diverse customer and employee backgrounds (Schein, 2010).

Worldview integration and its impact on management practices. Worldview—the personal framework of values, beliefs, and preferences—shapes how individuals interpret situations and make management decisions (Schein, 2010). Integrating a faith-based or worldview-informed component into the presentation means recognizing that presenters bring biases and perspectives that influence leadership style, communication, and change acceptance. The plan will contextualize management practices within a shared, inclusive worldview that prioritizes dignity, learning, and service. Rather than imposing a single belief system, the approach will respect diverse worldviews while foregrounding universal organizational values—respect, curiosity, and the pursuit of knowledge—as a common ground for leadership and employee interactions (Hofstede, 2001; Senge, 1990).

Implementation considerations and evaluation. The HRM-driven change will be implemented in phases: (1) diagnostics and readiness assessment; (2) refining recruitment and onboarding with a focus on cultural competence and learning orientation; (3) redesigning training curricula and career-pathing; (4) updating performance management to emphasize continuous development and customer-focused outcomes; (5) establishing metrics and feedback loops to monitor engagement, learning outcomes, and customer satisfaction. The plan will integrate diversity, equity, and inclusion (DEI) metrics alongside learning outcomes to ensure the mission translates into concrete practice at the store level. Research indicates that aligned HR practices contribute to improved retention, productivity, and performance (Huselid, 1995; Pfeffer, 1998), while change initiatives benefit from clear communication and stakeholder involvement (Kotter, 1995; Armenakis & Harris, 2009).

Worldview-informed management implications. The worldview lens can shape leadership behaviors such as ethical decision-making, attentiveness to staff well-being, and emphasis on learning as a shared value. By acknowledging the influence of personal worldviews, leaders can foster psychological safety, encourage open dialogue, and support experimentation in service design and delivery. This approach aligns with broader literature that connects leadership, culture, and organizational learning, suggesting that leaders who integrate core values into everyday practices can sustain transformative change (Schein, 2010; Collins & Porras, 1994).

Peer evaluations and scholarly support. Peer evaluations will be submitted as part of the collaborative learning process, providing feedback on collaboration, negotiation, and contribution to the change plan. Scholarly references underpinning the project include foundational change-management models (Kotter, 1995; Beer & Nohria, 2000), organizational culture perspectives (Schein, 2010), and HRM-performance linkages (Huselid, 1995). The analysis also draws on worldview-informed leadership concepts to explain how personal perspectives influence management practices (Senge, 1990; Hofstede, 2001). The integration of these sources supports a holistic approach to changing an HR subsystem in a way that aligns with strategic objectives and cultural values (Armstrong, 2009; Pfeffer, 1998).

Conclusion and implications for practice. The proposed HRM-driven change in the chosen bookstore organization centers on elevating employee development and engagement to realize the mission of a culturally inclusive, knowledge-centered customer experience. By connecting HR practices to a broader worldview-informed leadership approach, the organization can create a sustainable change that improves retention, customer satisfaction, and overall performance—consistent with established change-management and HRM research (Kotter, 1995; Huselid, 1995; Schein, 2010).

References

• Kotter, J. P. (1995). Leading Change. Harvard Business School Press.
• Beer, M., & Nohria, N. (2000). Cracking the Code of Change. Harvard Business Review, 78(3), 133-141.
• Armenakis, A. A., & Harris, S. G. (2009). Crafting a Change Message to Create Transformational Readiness. Journal of Change Management, 9(2), 135-150.
• Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method, and Reality in Social Science; An Experimental Study of Group Problem Solving. Human Relations, 1(1), 5-41.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage.
• Huselid, M. A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Performance. Academy of Management Journal, 38(3), 635-672.
• Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First. Harvard Business School Press.
• Senge, P. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday.
• Starbucks Corporation. (2023). Global Responsibility Report. Starbucks Corporation.
• Costa Coffee. (2019). Annual Report. Costa Limited.