Using The Company That Your Instructor Previously Approved

Using The Company That Your Instructor Previously Approved Apply Kot

Using the company that your instructor previously approved, apply Kotter’s eight (8) steps of change management to an HR situation you have selected for change. You will address all eight (8) of the Kotter steps, developing an action plan for each step. Use a tablet, smartphone, laptop, desktop, or traditional video recorder to record a maximum of a five to seven (5-7) minute dynamic video on the topics detailed below. Alternatively, you may submit a four to six (4-6) page paper instead of the video submission. Note: If you are using a tablet or smartphone you will need to email the video file to yourself, then save it to a computer in order to upload to Blackboard.

You may want to upload your video to a file sharing service, such as Dropbox, if your email will not let you send a large video file. Dropbox is accessible from all smartphones and tablets from the Dropbox app. Once you are ready to upload your video to Blackboard, click here to view the "Student Video Assignment Submission" video tutorial in the "Creating a Presentation for Your Course" playlist. Please use the following naming convention in the popup window for your video once it is finished uploading: Title: Your First Name, Your Last Name – Managing Organizational Change Tags: HRM560, Organizational Change Description: First Name, Last Name – HRM560 Assignment 3 (Date Uploaded ex. )

Prepare and present a video that is a maximum of five to seven (5-7) minutes OR write a four to six (4-6) page paper in which you: Ascertain how each of the steps applies to your specific organization.

Develop a strategy that illustrates how you would address each of the eight (8) stages of change: Establishing a sense of urgency, Creating coalition, Developing vision and strategy, Communicating the vision, Empowering broad-based action, Generating short-term wins, Consolidating gains and producing more change, Anchoring new approaches into the culture. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources. Note: If you choose to submit a video presentation, please also submit a one (1) page summary of your presentation. If you choose the written paper, your assignment must follow these formatting requirements:

Paper For Above instruction

In this paper, I will apply Kotter’s eight (8) steps of change management to an HR-related transformation within the approved organization, focusing on fostering organizational change effectively. I will systematically explore each step's relevance, formulate corresponding strategies, and illustrate how these steps can be executed to facilitate successful change. This structured approach aims to provide a comprehensive roadmap for managing HR change initiatives using Kotter’s model, supported by academic literature.

Establishing a Sense of Urgency

The first step in Kotter’s model involves creating a compelling case for change to motivate stakeholders. In the organization, this could stem from external pressures such as industry disruptions or internal factors like declining employee engagement. For instance, recent HR surveys indicated a significant drop in employee morale and retention rates, signaling the need for immediate change. The strategy involves presenting data-driven evidence to leadership, emphasizing the risks of stagnation, and highlighting competitive disadvantages. Engaging senior management to publicly endorse the urgency is crucial to signal the importance to the entire organization (Kotter, 1996).

Creating a Coalition

Next, forming a guiding coalition entails assembling a diverse team of influential leaders and change agents who can champion the transformation. For HR changes, this group could include HR managers, department heads, and key employee representatives. The coalition’s role is to develop a shared vision, motivate staff, and address resistance. In the organization, selecting coalition members based on influence and commitment ensures broad support. Frequent meetings and open communication foster alignment and shared ownership of the change process (Yukl, 2010).

Developing a Vision and Strategy

Developing a clear vision provides direction, while strategic planning delineates how to achieve desired HR outcomes—such as improved talent acquisition or enhanced employee development programs. The vision in this context emphasizes creating an inclusive, agile, and engaged workforce. Strategies include implementing new HR technologies, revising policies, and redefining organizational culture to support these initiatives. This stage involves aligning the vision with organizational goals and ensuring it addresses underlying challenges (Kotter, 1997).

Communicating the Vision

Effective communication ensures that all stakeholders understand and buy into the change vision. The organization can utilize multiple channels—town hall meetings, emails, and workshops—to convey the vision and strategic values. Repetition and storytelling reinforce the message, and leaders must exemplify the behaviors aligned with the new vision. Transparent messaging reduces uncertainty and builds momentum (Lewis, 2011).

Empowering Broad-Based Action

This step involves removing obstacles—such as outdated policies or resistance—and empowering employees to act on the vision. In HR transformation, this may include training programs, redefining roles, and decentralizing decision-making to foster innovation. Encouraging staff participation in change initiatives engenders ownership and reduces resistance. Recognizing and rewarding early adopters promote continuous movement toward change objectives (Appelbaum et al., 2012).

Generating Short-Term Wins

Achieving and celebrating quick successes motivates the organization and validates the change effort. Examples include completing initial HR systems upgrades or reducing onboarding time. Reporting these wins to the organization boosts morale and reinforces the change’s credibility. Such wins act as momentum-builders, encouraging persistent efforts (Kotter, 1990).

Consolidating Gains and Producing More Change

Building on early successes, the strategy involves embedding new practices into standard procedures, refining initiatives, and expanding the scope. For HR, this might mean integrating new onboarding protocols into policies or extending training programs. Continuous communication and leadership reinforcement prevent regression and promote sustained transformation (Carnall, 2007).

Anchoring New Approaches into the Culture

The final step ensures that changes are institutionalized, becoming part of the organizational culture. This involves updating policies, aligning reward systems, and ensuring leadership models the new behaviors. HR practices that support ongoing development help sustain the change efforts over the long term. Embedding these practices into daily routines cements the transformation (Schein, 2010).

Conclusion

Applying Kotter’s change management model provides a structured, strategic approach to HR transformation. By systematically addressing each stage, the organization can navigate resistance, build momentum, and embed sustainable change. Supported by academic literature, this approach enhances the likelihood of success in achieving HR and organizational goals through effective change leadership.

References

• Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764-782.
• Carnall, S. (2007). Managing organizational change (4th ed.). Routledge.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Kotter, J. P. (1990). force for change: How leadership differs from management. Free Press.
• Kotter, J. P. (1997). Corporate culture and performance. Free Press.
• Lewis, L. K. (2011). Perspectives on organizational change: Systems and complexity theories. Journal of Change Management, 11(2), 179-199.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Yukl, G. (2010). Leadership in organizations (7th ed.). Pearson.