Your Work With UWEAR And PALEDENIM Is Coming To A Close ✓ Solved

Your work with UWEAR and PALEDENIM is coming to a close.

Your work with UWEAR and PALEDENIM is coming to a close. As you reflect on the following final deliverable, you realize that the new values-driven culture, including the code of conduct, represents just part of the change faced by the organizations. Other areas of change include work roles, reporting structure, and key business processes. The CEOs would like you to recommend a change strategy and process for Theresa and Mike to follow. Review the scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s feedback, and add an additional 200–500 words to the executive report that addresses the following: What change management model (such as Lewin’s, Kotter’s, or ADKAR) should be used, and why? What are the set of steps used in the model you chose? What can the CEOs do to address resistance to change during the merger?

Paper For Above Instructions

As UWEAR and PALEDENIM move forward in their merger, the importance of effective change management cannot be overstated. The transition to a new values-driven culture entails significant changes in work roles, reporting structures, and core business processes. To facilitate this transformation, it is essential to adhere to a well-defined change management model, and in this case, I recommend using Kotter’s 8-Step Change Model. This model provides a structured approach that can help leaders navigate the complexities of organizational change while minimizing resistance.

Why Choose Kotter’s Model?

Kotter's model is favored for its straightforward steps that encourage employee engagement and commitment throughout the change process. Each of the eight steps builds upon the previous one, creating a comprehensive roadmap to guide organizations through change. This model also uniquely emphasizes the importance of maintaining urgency and focusing on creating guiding coalitions, which is fundamental when addressing the dynamics of a merger.

The Eight Steps of Kotter’s Model

1. Establish a Sense of Urgency: Communicating the reasons for change can foster urgency among employees. Leaders must articulate the need for change to ensure that everyone understands the impending challenges and opportunities. This communication should resonate with the staff at both UWEAR and PALEDENIM.

2. Create a Guiding Coalition: Forming a coalition of influential leaders and stakeholders is crucial. This team should facilitate the change process, offering support and insights based on their various perspectives. In the context of UWEAR and PALEDENIM, including representatives from both organizations will help build trust and unity.

3. Develop a Vision and Strategy: A clear vision of the future should be established to guide the change process. This vision would articulate the desired culture and corresponding behaviors post-merger. Strategies should support the vision and detail how the organizations intend to achieve their goals.

4. Communicate the Change Vision: Consistent communication is key during a merger. All employees must understand the vision for the new unified company. Leaders should employ multiple channels for communication such as meetings, emails, and workshops to convey the vision effectively.

5. Empower Employees for Broad-Based Action: Overcoming obstacles is critical; therefore, employees should be empowered to act on the vision. This includes removing barriers and enabling team members to freely express concerns or suggestions without fear of retribution.

6. Generate Short-Term Wins: To maintain momentum, it is vital to identify early wins throughout the change process. Celebrating these small victories helps to reinforce commitment and demonstrate the benefits of merger-related changes.

7. Consolidate Gains and Produce More Change: Use the credibility achieved from early wins to implement further changes. The goal is to ensure that additional transformations are made, preventing complacency. Strengthening the culture of change by reinforcing successful projects and initiatives will attest to the merger's viability.

8. Anchor New Approaches in the Culture: Finally, it is essential to integrate the new values into the organizational culture. This can include updating training programs, performance metrics, and documentation to reflect the new identity. By making these approaches part of the day-to-day operations, companies can sustain the changes long term.

Addressing Resistance to Change

Resistance is a natural human reaction to change, particularly in mergers where uncertainty can be high. To manage and address resistance effectively, UWEAR and PALEDENIM’s CEOs should consider several strategies:

• Open Communication: Encourage an open dialogue where employees can voice their concerns, ask questions, and provide feedback. This transparency fosters trust and reduces anxiety surrounding the merger.
• Involvement: Engage employees in the change process by soliciting their opinions and involving them in decision-making. Empowered employees are less likely to resist changes that they helped create.
• Training and Support: Provide adequate training and resources to help employees adapt to new systems or processes and bolster confidence in the new environment.
• Acknowledge Emotional Reactions: Recognize that change can evoke strong emotional responses. Addressing these feelings through employee support programs or counseling services can help alleviate stress.
• Role Modeling: Leaders must exemplify the changes themselves, demonstrating commitment to the new values and culture. When employees see leadership embodying the change, they are more likely to embrace it.

Through the implementation of Kotter’s 8-Step Change Model and addressing employee resistance with proactive strategies, UWEAR and PALEDENIM can navigate their merger successfully. Ultimately, the aim is to create a cohesive organization that not only survives the transition but thrives within the new culture.

References

• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Burnes, B. (2004). Managing Change: A Strategic Approach to Organizational Dynamics. Prentice Hall.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and our Community. Prosci.
• Lewin, K. (1951). Field Theory in Social Science. Harper & Row.
• Bridges, W. (2009). Managing Transition: Making the Most of Change. Da Capo Lifelong Books.
• Kotter, J. P. (2012). Accelerate! Harvard Business Review, 90(11), 44-58.
• Prosci. (2020). Best Practices in Change Management. Prosci Research.
• Cameron, E., & Green, M. (2015). Making Sense of Change Management: A Complete Guide to the Models, Tools, and Techniques of Organizational Change. Kogan Page Publishers.
• Smith, I. (2014). The Importance of Communication during Change Process. Journal of Business Communication, 51(3), 385-385.
• Worren, N., Ruddle, K., & Moore, K. (1999). Complexities of Organizational Change: The Case of the Merger. IEEE Transactions on Engineering Management, 46(1), 22-32.