Your Employer Has Been Going Through Many Challenges ✓ Solved

Your Employer Has Been Going Through Many Challenges In The Past 18 Mo

Your employer has been going through many challenges in the past 18 months due to the recent financial crises. There have been major challenges throughout the company, including high turnover, outdated software applications, increasing stress among remaining employees, and historically low morale. The company's executives are planning a reorganization of jobs and responsibilities; however, each attempt at change prompts more resignations. The supervisor has tasked you with preparing an analysis of what the executive leaders must do to address these issues effectively.

Present your findings as a 4–5-page report in APA style. Your paper must include the following elements: apply the best organizational development process skills the executives should utilize; discuss change strategies for the short-term and long-term; evaluate the impacts of available resources; and support your analysis with scholarly references.

This report should feature a title page with a running head and title in all capital letters, an abstract summarizing the main points of your paper in third-person voice, and a body of 3–4 pages double-spaced in 12-point Times New Roman font. The body should include properly integrated in-text citations. The final page must be a references list formatted according to APA standards, with each source cited in the text included in the list.

Sample Paper For Above instruction

The persistent challenges faced by organizations during times of crisis require strategic, well-informed interventions that focus on revitalizing the workforce, optimizing organizational structure, and fostering sustainable change. In the context of a company experiencing high turnover, outdated technology, low morale, and resistance to change, leadership must adopt a comprehensive organizational development approach rooted in proven change management theories.

One effective organizational development process involves the use of Appreciative Inquiry (Cooperrider & Srivastva, 1987). Appreciative Inquiry emphasizes identifying organizational strengths rather than solely focusing on problems, which can foster positive morale and employee engagement. By conducting a series of collaborative, strength-based interviews and dialogues, leaders can uncover what is working well within the organization, thereby laying a foundation for building desired change initiatives. This process encourages a participative culture, empowering employees at all levels to contribute their insights, thus reducing resistance to transformation.

Complementary to Appreciative Inquiry, Lewin’s Change Management Model offers a straightforward framework comprising three stages: unfreezing, changing, and refreezing (Lewin, 1947). In the unfreezing stage, leaders must create awareness about the necessity of change and challenge the status quo by communicating transparently about the organization’s challenges, thereby motivating employees to move beyond their current comfort zones. During the changing phase, restructuring responsibilities and implementing new workflows, technology upgrades, or cultural initiatives can be effectively managed through targeted interventions and training. Finally, refreezing stabilizes the organization by embedding new behaviors and practices into the corporate culture, ensuring sustainability of the changes.

Strategically, short-term change initiatives should focus on immediate morale boosters and quick wins, such as recognizing employee contributions, providing mental health support, and improving communication channels. These steps can reduce resistance and rebuild trust. Long-term strategies, however, must aim at systemic transformation—investing in updated technology infrastructure, leadership development, and a culture that values continuous improvement. Resources such as professional development programs, organizational consultants, and technology investments are critical to support these ongoing efforts (Cummings & Worley, 2015).

Moreover, resource allocation must be aligned with organizational priorities. For example, upgrading outdated software not only improves operational efficiency but also reduces frustration among staff. Leadership must also consider the financial implications of change initiatives, balancing short-term costs with long-term benefits such as increased productivity and employee retention. The integration of resource planning with change strategy enhances the likelihood of sustainable success (Burke, 2017).

In conclusion, fostering successful organizational change during turbulent times requires a multidimensional approach encompassing appreciative inquiry, structured change models like Lewin’s, and strategic resource management. Leadership must focus on communication, employee engagement, and resource alignment to mitigate resistance, restore morale, and build a resilient organization prepared for future challenges.

References

• Burke, W. W. (2017). Organization change: Theory and practice (4th ed.). Sage Publications.
• Cummings, T. G., & Worley, C. G. (2015). Organization development and change (10th ed.). Cengage Learning.
• Cooperrider, D., & Srivastva, S. (1987). Appreciative inquiry in organizational life. In W. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development (pp. 129-169). JAI Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Kotter, J. P. (1996). Leading change. Harvard Business School Press.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Research.
• Burnes, B. (2017). Kurt Lewin: The father of organizational development. Journal of Change Management, 17(4), 273-287.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Appreciative Inquiry Commons. (n.d.). The history and principles of Appreciative Inquiry. https://appreciativeinquiry.champlain.edu