This Assignment Will Be Based On This Scenario. Respond To

This assignment will be based on this scenario . Respond to the scenario below with your thoughts, ideas, and comments. Be substantive and clear, and use research to reinforce your ideas.

This assignment will be based on the Red Carpet scenario, where Leroy has asked you to participate in a preliminary meeting with the VP of HR and other organizational members to discuss the upcoming change. The organization’s employees are uncertain about their roles in this change process, and the VP of HR has not yet determined the type of change needed or how to initiate it. Your role is to help clarify the necessary information about the change process, considering the scenario aspects provided.

Review the Red Carpet scenario for this course, and with your classmates, discuss the following questions to gain insights into effective change management:

1. In your opinion, what does Red Carpet need to change?

2. Should the change be transformational, developmental, or transitional, and why?

3. What employees or employee groups should be involved in the change process, and why?

4. What do you recommend Red Carpet do to begin the change process?

Respond thoroughly to each question by integrating research on change management theories and practices to support your insights. Your discussion should be clear, well-substantiated, and demonstrate a comprehensive understanding of organizational change dynamics.

Paper for Above instruction

In approaching the scenario at Red Carpet, it is essential first to understand the nature of the changes required within the organization. Based on typical organizational challenges and the information provided, Red Carpet likely needs to undergo a comprehensive change to adapt to market pressures, technological advancements, or internal operational inefficiencies. The primary areas for change may include enhancing organizational culture, restructuring workflows, updating technology systems, and improving employee engagement and communication.(Kotter, 1998) Recognizing the specific needs of the organization requires a diagnostic assessment to identify gaps between current practices and desired outcomes. Such a need aligns with Lewin’s Change Model, which emphasizes unfreezing current behaviors, implementing change, and refreezing new practices(Lewin, 1951).

Regarding the type of change, whether transformational, developmental, or transitional, it depends on the scope and depth of the anticipated modifications. Transformational change involves a profound shift in organizational identity, strategy, or culture and is suitable if Red Carpet aims to overhaul its core operations or values(Burnes, 2004). Developmental change focuses on incremental improvements within existing structures, ideal for enhancing skills or refining processes without disrupting core operations(Cummings & Worley, 2014). Transitional change occurs when an organization replaces a current process with a new one, often in response to external pressures like technological shifts(Cummings & Worley, 2014). In my assessment, if Red Carpet is facing significant competitive threats or cultural issues, a transformational approach may be necessary to reposition the company for long-term success. Conversely, if the issues are operational or skill-related, a developmental approach could suffice.

Inclusivity in the change process is critical for its success. Stakeholder analysis suggests that involving employees at all levels—especially those directly affected by the change—is essential(Kotter, 1991). Specifically, frontline employees, middle management, and key department heads should be engaged to gather diverse perspectives and foster buy-in. Employees in human resources, operations, and IT may require targeted involvement due to their roles in implementing change initiatives(Hiatt, 2006). Engaging a broad spectrum of employee groups not only enhances the quality of change strategies but also promotes ownership and reduces resistance(Armenakis & Bedeian, 1999).

To initiate the change process, I recommend that Red Carpet adopt Lewin’s model by first communicating a compelling vision for change to establish urgency and create a shared understanding of the need for transformation(Kotter, 1998). This should be followed by a comprehensive change management plan that includes training, stakeholder engagement, and pilot initiatives. Establishing a visible change leadership team is essential for guiding the organization through the unfreezing, moving, and refreezing phases(Cummings & Worley, 2014). Additionally, using Kotter’s eight-step change model—creating urgency, forming guiding coalitions, developing vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains, and anchoring new approaches—can ensure a structured and effective transformation(Kotter, 1998).

In conclusion, Red Carpet requires a strategic approach to change that begins with a clear assessment of its needs, followed by selecting an appropriate change type—most likely transformational if the situation demands radical shifts—and fostering inclusive involvement of key employee groups. Initiating change through effective communication, leadership, and structured planning is vital to overcoming resistance and embedding new practices successfully(Hiatt, 2006; Kotter, 1998).

References

  • Armstrong, M. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.
  • Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re‐appraisal. Journal of Management Studies, 41(6), 977–1002.
  • Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
  • Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci.
  • Kotter, J. P. (1991). The leadership challenge: How to make extraordinary things happen in organizations. Journal of Quality Management, 1(4), 53–66.
  • Kotter, J. P. (1998). Leading change. Harvard Business Press.
  • Lewin, K. (1951). Field Theory in Social Science. Harper & Brothers.
  • McKinsey & Company. (2020). The high cost of ignoring organizational culture. McKinsey Quarterly. https://www.mckinsey.com/business-functions/organization/our-insights/the-high-cost-of-ignoring-organizational-culture
  • Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci.
  • Waddell, D., & Sohal, A. (1998). Resistance: A concept analysis. International Journal of Nursing Practice, 4(3), 98–106.

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