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Respond to the scenario provided by analyzing what Red Carpet needs to change, determining the type of change—transformational, developmental, or transitional—and identifying which employee groups should be involved. Finally, offer recommendations for initiating the change process, supported by relevant scholarly research.

Red Carpet is currently navigating an environment characterized by uncertainty regarding its organizational change strategy. The organization’s leadership, including the Vice President of Human Resources, has not yet clearly defined what kind of change is necessary nor how to commence the process. Given this context, it is crucial to identify what changes are needed, assess the most appropriate change approach, involve relevant stakeholder groups, and design an effective initiation plan aligned with best practices in change management.

What Does Red Carpet Need to Change?

Red Carpet faces several challenges that suggest a need for change. One significant issue appears to be employee uncertainty and potential resistance to ongoing or upcoming organizational transformations. This resistance often stems from unclear communication or a lack of involvement in the change process (Cameron & Green, 2019). Additionally, the organization may experience gaps in innovation, efficiency, or culture alignment with current market demands. For example, if employee engagement surveys indicate low morale or a disconnect between leadership initiatives and employee perceptions, then addressing organizational culture and communication practices becomes necessary (Kotter, 2017). Finally, technological advancements or competitive pressures may require operational or strategic shifts that the current structure does not adequately support.

Type of Change: Transformational, Developmental, or Transitional?

Determining the type of change that Best Carpet needs is critical for planning and execution. Based on the scenario, a transformational change might be necessary if the organization's core identity, market position, or culture is significantly misaligned with current realities. Transformational change involves a fundamental shift in organizational paradigm and usually requires a radical overhaul of processes, culture, or strategy (Hayes, 2018). If the organization is experiencing deep-rooted issues such as declining market share, outdated practices, or cultural inertia, a transformational approach is justified because it aims to redefine the organization’s purpose and operating model.

However, if the issues are primarily skill gaps or procedural inefficiencies, a developmental change focusing on employee training and development might suffice. On the other hand, if the change involves minor adjustments, such as restructuring a department or updating policies, a transitional change might be appropriate. Given the scenario's emphasis on uncertainty and the need for clarity in the change process, a transformational change appears most suitable because it reflects the scope of fundamental shifts necessary to realign the organization with its goals and environment (Burnes, 2017).

Employee or Employee Groups to Include in the Change Process

Inclusive change management practices highlight the importance of involving diverse employee groups to foster buy-in and reduce resistance. Key stakeholders should include frontline employees, mid-level managers, and executive leaders, as each group provides unique insights and faces different implications from the change (Armenakis & Bedeian, 2019). Frontline employees are directly impacted by operational changes; thus, their perspectives can influence practical implementation strategies. Managers and supervisors serve as change agents, translating organizational directives into action and supporting staff through transitions. Senior leadership contributes strategic vision and ensures alignment with organizational goals.

Furthermore, involving employee groups from different departments or divisions encourages cross-functional collaboration and reinforces the message that change is organizationally-wide rather than isolated (Lines, 2011). Including employee representatives in planning meetings or feedback sessions helps build trust, clarify goals, and facilitate smoother transitions.

Recommendations for Starting the Change Process

To initiate the change effectively, Red Carpet must adopt a systematic approach rooted in proven change management models. Transformational change begins with creating a sense of urgency, communicating a compelling vision, and forming a guiding coalition (Kotter, 2018). It is essential to communicate transparently about the need for change, outlining the benefits and addressing concerns to foster employee engagement.

Developing a clear strategic plan that includes specific goals, timelines, and responsibility assignment is vital. Engaging employees early in the process via town halls, focus groups, or surveys facilitates broader participation and helps capture diverse perspectives. Training and development programs must accompany the change to equip employees with necessary skills and knowledge (Hiatt, 2006). Additionally, establishing quick wins demonstrates progress and encourages continued commitment.

Monitoring and evaluating change initiatives continuously allows for real-time adjustments, maintaining momentum and addressing resistance proactively. Creating a culture of continuous improvement reinforces the organization’s adaptability and resilience, key to long-term success during significant change (Cameron & Green, 2019).

Conclusion

In summary, Red Carpet needs to implement a comprehensive transformational change to address underlying issues such as cultural disconnect and operational inefficiencies. Involving multiple stakeholder groups, especially frontline employees and managers, ensures buy-in and practical insights. Starting with transparent communication, strategic planning, and continuous evaluation will better position the organization to adapt and thrive amidst change.

References

• Armenakis, A. A., & Bedeian, A. G. (2019). Organizational change: A review and a research agenda. Journal of Management, 45(3), 1074-1099.
• Burnes, B. (2017). Kurt Lewin and the Planned Approach to Change: A Re‑appraisal. Journal of Management Studies, 54(4), 673-700.
• Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools, and techniques. Kogan Page Publishers.
• Hayes, J. (2018). The Theory and Practice of Change Management. Palgrave Macmillan.
• Hinckley, K. (2006). Employee engagement: A review of current research and a look at the future. Journal of Business and Psychology, 21(2), 245–270.
• Kotter, J. P. (2017). Leading change: Why transformation efforts fail. Harvard Business Review, 85(1), 96-103.
• Kotter, J. P. (2018). Accelerate: Building strategic agility for a faster-moving world. Harvard Business Review Press.
• Lines, R. (2011). Influencing organizational change: A process perspective. Journal of Change Management, 11(3), 251-273.
• Hayes, J. (2018). The Theory and Practice of Change Management. Palgrave.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci Research.