Change Management Simulation Essay

Many types of risk are created – risk to the project, to the organization, to the employees involved and to the individuals supporting the change.

Once the plans are put in motion interventions are designed to gain the necessary compliance. The manager needs to provide information by doing so he can change an individual’s perception, attitudes and values this is a plus for the manager. Training the employees to the new way will give them information and skill practice it show them how to perform in a system not how to change it. When possible the manager should use groups to discuss issues that are perceived as important and make relevant, binding decisions based on these discussions. Individual and group implementation can be combined so whatever methods are used participants should feel their input is valued and should be rewarded for their efforts. In some cases people are not always persuaded before beneficial change is implemented, sometimes behavior changes first and attitudes are modified later to fit the behavior (Sullivan & Decker, 2009, p. 71).

Step 3 is to create a vision. The vision will have to be something that can be realistically achieved within a couple of months. Making small changes to training will better to subtly introduce the existing employees a better way to process the go back to prevent stray items. Mentioning the vision of the company other than just at orientation can improve the focus of the employees. Having a clear vision of where they stand in the company can increase morale due to their stability and contribution in the company.

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

The human resources department needs to revisit some of their decisions to strength their portion of the structure and better the company for the future. The high turnover rate has caused lack of employee motivation, low morale and with pay levels below their competitors’standards; there is lack of structure in the performance review process within the entire company. These issues can be corrected by creating a coaching, feedback process, and

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

I also conducted pilot project the following week, I want to see the marketing condition of the new sunglass product, to find its drawbacks and relative developing ways.

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

There was a dilemma regarding sustainable economic development in my company, Spectrum Sunglass Company. Due to the request of “green” from Bigmart, which was the largest retail customer, my company should have decided whether its strategy plan needed to be adjusted. I was the Director of Product Innovation within the R&D unit, in addition to being a resolute advocate for reducing the company’s dependence on petrochemical raw materials. However, much resistance took place. I had 96 weeks to persuade my superiors and colleagues.

With the high interest of adopting a more eco-friendly environment, Spectrum Sunglass Company was challenged to provide a greener product to the largest retail customer Big Mart in a short timeframe. Big Mart suggested that Spectrum to reduce the use of petrochemical raw materials in the manufacturing of the products from 90% to 50% within two years. In the interim, Big Mart requested a detailed implementation plan of action within three months. If action plan is not received, Big Mart will cancel business with Spectrum and will work with competitors willing to incorporate greener products. As the Director of Product Innovation, I was eager to implement the change for numerous reasons. Prior to being presented with this challenge, many customers voiced concerns over the company’s environmental impact. Looking for ways to develop the company economically while setting Spectrum apart from competitors both price and design wise. Although the deadline for the action plan was short, the thought of the company growing by developing a distinctive product was positive. However, being a middle manager, I do not have the authority to put the change in place. Collages and senior management support is highly needed.

The “Change Management Simulation: Power and Influence” worked through a 96-week initiative to get Spectrum Sunglasses to adopt a new sustainable output. The goal was to convince the team that a dramatic change in the organization’s strategy and products were necessary, and that environmental sustainability was critical to the company’s future. The move for Spectrum Sunglass Company to move to greener techniques was largely radical because it impacts so many different parts of the organization- Manufacturing procedure, culture and ethos, target marketing- to name a few. Through the weeks of attempting to get the entire organization to adopt the new initiative I was faced with a variety of choices to use. While there was no specific order in which to use them, the ability to use the right decisions at the correct time was pivotal to gaining support and building the organization through a new and challenging enterprise.

* In forth step, I communicate change vision and plan of attain it with team members by assistance of guiding association.

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

When people have changes thrust upon them, it is only human nature that they will display a certain amount of resistance. If people feel no involvement or ownership, "not-invented here" syndrome sets in, and it can be difficult to subsequently win people around. Through consultation and involvement, people will experience greater control over the changing environment they are working in, and so they will be able to contribute positively rather than resist the change.

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.