Sandwich Blitz Case Study

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

The strategies your team of consultants will suggest to implement and communicate this planned change.

Transformation can be almost impossible unless the majority of people within the organisation are involved and willing to help.(Cengage Learning AUS, 2015)

Dalman and Lei have invested a lot of time and experience in developing Sandwich Blitz into a profitable and a friendly place to work. They are now attempting to develop a way so that their operation works more efficiently by having customers place their orders through an electronic ordering system. With this new implementation of technology, they are hoping the mistakes they have discovered in their current process will be eliminated with this new technology. Customers will be able to select their items and submit them electronically so the employees will have one less point of failure in satisfying requests. The staff at Sandwich Blitz will also feel less stress because they will not be overwhelmed by the plethora of customers in the location

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Creating short-term wins is Kotter and Cohen’s sixth step in the change model process. Short-term wins are especially effective during a long and involved change initiative. When a team focuses on tasks that enable quick, visual, and meaningful achievements during the change process, it shows employees that progress is being made and builds momentum to continue the change effort (Kotter & Cohen, 2002, p. 123). In addition, short-term wins reward employees for their hard work, build confidence in the change effort, validate the vision and strategies of the change leaders, and demonstrate to change resistors the positive effects of the change (Kotter & Cohen, 2002, p. 125).

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

In the business environment; success can often be measured by “quick wins” to identify improvements. Once that solution is reached, euphoria sets in as the organization continues to work towards goals and milestones. However, organizations are unaware that many times the “solution” is only a fix and cannot withstand long term. Short term solutions can give the illusion of growth or improvement, however; the foundation of the problem or the issue is never solved for.

1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The second step is to form a powerful coalition. This step requires strong leadership of someone that can take the bull by the horns and build a team of key people that work together to build momentum for the need for change. The third step is to create a vision for change. This step involves help of the coalition to spread the vision to others as part of the strategy to execute it. It should be short, sweet and to the point. Your vision speech should be strong, clear, and practiced. The fourth step is to communicate the vision. It is important to apply your vision to all aspects of the business which may include company newsletters, banners, or throughout the

Whether it’s implementing a new employee rewards program, or making changes in our physical environment, it bears repeating that for most types of problems more than one source of influence may need to be applied to achieve

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

The authors were successful on this step by creating a valuable and diverse team that complimented each other, which was a necessity to ensure they had mixed points of views and opinions. Next, the team must create the approach they are going to take, and to be sure each team member has a clear understanding of the benefits for the future of everyone involved. This step was evident by the group meetings. Fourth, it is imperative for the team to demonstrate impeccable communication skills and the ability to influence others to comprehend the significance of the change (Kotter and Rathgeber 2006).

My first step would be to evaluate my strengths. With all changes being made an evaluation would serve as a crucial part of the reorganization of the company. My focus would be on finding out what is valuable within my company. Then, after an evaluation, removal of anything that can hinder the company from moving forward would be removed. Next, I would gather input internally as well as externally. In my final step, I would introduce my vision for the company and invite feedback to for this vision. I appreciate the idea Tom shared about introducing the change as an experiment. There is no right or wrong when it comes to an experiment. An experiment is supposed to produce results. Once the results are reveal, we can have a more informed decision about which way the company should go.