Leading and managing organisational change

LEAD AND MANAGE ORGANISATIONAL CHANGE 20 LEAD AND MANAGE ORGANISATIONAL CHANGE Lead and manage organisational change Field overview Name of the student Name of the university Author note PART A- Written responses and Project 4 1. Change management briefing report 12 An overview of the current situation at Samson Industries 12 An analysis of the external environment 12 Major operational change requirements for Samson Media 14 facing Sources of information related to best practices to change management 14 A cost-benefit analysis 14 Recommended communication and education strategies 15 Risk

Running head: LEAD AND MANAGE ORGANISATIONAL CHANGE
Lead and manage organisational change
Name of the student
Name of the university
Author note

2LEAD AND MANAGE ORGANISATIONAL CHANGE
Table of Contents
PART A- Written responses and Project...................................................................................4
1. Key phases of a change management process....................................................................4
2. Explain three reasons why an organisation might initiate change.....................................5
3. Explain force-field analysis as a model for understanding the change process.................5
4. Burke &Litwin organisational change model and its application to the change process...6
5. Discuss the purpose of Kotter’s 8-step change model.......................................................7
6. Explain two strategies to communicate change during organisational change..................8
7. Explain how external environment can impact on change strategiess...............................8
8. Explain the importance of a participative management during organisational change.....9
9. Explain two aspects of organisational behaviours and their impact on change.................9
10. Components to be included in change management plan................................................9
11. Reasons for resistance towards change and how to overcome resistance:.....................10
Poorly aligned reward system..........................................................................................10
Peer pressure....................................................................................................................10
12. Barriers to organisational change...................................................................................11
13. Strategies to address barriers to organizational change.................................................11
PART B- Case study analysis of Samson Media.....................................................................11
1. Best practice to change management...............................................................................11
2. Change management briefing report................................................................................12
An overview of the current situation facing Samson Industries......................................12
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An analysis of the external environment..........................................................................12
Major operational change requirements for Samson Media............................................14
Sources of information related to best practices to change management........................14
A cost-benefit analysis.....................................................................................................14
Recommended communication and education strategies................................................15
Risk analysis of the potential risks...................................................................................15
3. Email to the CEO and Senior Management.....................................................................15
4. Meeting with CEO:..........................................................................................................16
5. Draft change management plan........................................................................................16
6. Communication and Education Plan................................................................................19
10. Email to the CEO regarding confirmation of the project...............................................20
References:...............................................................................................................................21
Appendix: survey questionnaire...............................................................................................23
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PART A- Written responses and Project
1. Key phases of a change management process
Managing organisational change is one of the most important tasks in order to sustain
in the hard-core competitive business environment. However, there are some of the
difficulties, which the managers of corporate entities face in the way of managing change.
There are some of the major steps, which the manager should follow in order to manage
change properly (Imran et al. 2016). The steps are presented below:
 Identifying the need of change:
In this step, it is important to figure out the basic need, for which the change needs to be
implemented. In this step, bothopportunities and threats to the company should be identified
and build action plan accordingly with the assistance of structured goal setting methodology.
 Preparing team for change:
This is the second step of change management process, in which it is imperative to align
the vision of change with that of the team members, which is the key of keeping them
communicated regarding the change process. The fundamental objective of this alignment is
to generate intense motivation among the staffs and make them understand about their role
during the change process.
 Implementation
After identifying the main need of change, it is imperative to implement the change
management plan finally. The managers of corporate entities can break down whole process
into smaller components, which can serve them with the ability to simplify the entire process
of managing change (Dawson 2019).
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2. Explain three reasons why an organisation might initiate change
In the highly volatile business environment, change is a constant factor. However,
there are different reasons of initiating change within an organisation. The reasons are as
follows:
New Technology Identification of new technology and the need of applying new method
to produce goods or services lead the firms to initiate change.
Internal and
External
Pressure
Management and staffs, who especially belong from the union,
sometimes create pressure on the firms to initiate change. External
pressure basically come from competition, changing government
regulations, customers, financial markets and need of stakeholders.
End-of-Life
Products
At some point of time, the demand of a particular product may
diminish and lower the rate of profitability of a company (Guevara et
al. 2019). This acts as a driving force behind the firms to change their
production procedure for the sake of producing innovative products.
3. Explain force-field analysis as a model for understanding the change process
Force field analysis is one of the major tools, which is used in order to identify,
discuss and make documentation about the factors that may support change. This model
basically offers the overview about the mode of dealing with the problems related to change.
Figure 1: Force Field Model
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(Source: Guillette et al. 2019)
In this model, there are both the forces that drive change and the forces that can
oppose the change. According to this model, when both the forces become equal, then there
will be no change. In order to imitate change, the driving forces must exceed the restraining
force. This tool is the matter of utmost importance for the sake of making effective decision
by analysing the forces that are both for and against change (George et al. 2020). According
to the model, it is imperative for the management of corporate entities to assess various
objectives of change and take action accordingly in order to proceed the process of change
with utmost efficiency.
4. Burke &Litwin organisational change model and its application to the change
process
Burke Litwin Model of Organisational Change deals developing and maintaining
cause-and-effect relationship. According to this model, there are twelve different elements
such as external environment, mission and strategy, leadership, organisational culture,
structure, systems, management practice, working climate, tasks and skills, individual values
and needs, motivational level and individual and general performance, which play a major
role in the way of determining the degree of change within an organisation (Mathar and Gaur
2020). This model is entirely based on the assessment of both organisational and
environmental factors that play a pivotal role in the way of initiating and managing successful
change.
This model shows that the external factors are the largest determinant of successful
organisational change. Thus, in order to cope up with the external environment, it is
important for the firms to adjust their mission and vision along with culture and structure for
the sake of aligning the staffs in an effective platform. Based on the model, it can be said that
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it is imperative for the higher authority of an organisation to diagnosis the problem first and
then take needful action accordingly for the sake of mitigating the issue in a timely and cost
effective manner (Baran et al. 2019).
5. Discuss the purpose of Kotter’s 8-step change model
The fundamental purpose ofKotter’s 8-step change mode is to accelerate the ability of
an organisation to initiate and manage change successfully. Application of this step can serve
the firms with the ability to avoid any kind of failure in the way of implementing change. The
steps of this model are as follows:
Step 1: Create Urgency In this step, it is important to make the people understand
the need of change. Open communication across the
organisation is very much needed in this context.
Step 2: Form a Powerful
Coalition
In this step, it is important to form the project team, who
will be responsible for initiating change. This is the mode of
encouraging the people to respond positively towards
change (Cone and Unni 2020).
Step 3: Create a Vision for
Change
In the third step, it is the role of leaders to create an
inspiring vision among the subordinates regarding the need
of change. This can help in implementing change within the
desired framework.
Step 4: Communicate the
Vision
In the fourth step,it is important to communicate the vision
of change among the subordinates. This is the way of
encouraging cooperation among the staffs lead them to
engage successfully in the change process (Harmon 2019).
Step 5: Remove Obstacles In this step, it is the role of leader to mitigate the issue to
resistance towards change. In this step, it is important to
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identify those, who are mostly resistance towards change
and create proactive solutions regarding change.
Step 6: Create Short-
Term Wins
In this step, it is important to create short term goal, which
is the key of keeping the staffs motivated.
Step 7: Build on the
Change
In this step, it is important to build and sustain change for
long term. The staffs must be encouraged to adapt change
properly which is the key of promoting change properly.
Step 8: Anchor the
Changes in Corporate
Culture
In the last step, the change must be aligned with corporate
culture.
6. Explain two strategies to communicate change during organisational change
Create communication plan by aligning empathy:
It is the role of change agent to frame the communication plan in such a manner,
which will help in understanding the needs and concern of staffs.
Set expectations
This is one of the major ways of getting the staffs on board quickly. Through this
way, people can understand their roles and responsibilities quickly (Love and Matthews
2019).
7. Explain how external environment can impact on change strategiess
External environment can determine the stability and credibility of a company to
respond towards change with utmost efficiency. This also offers the firms with the flexibility
in order to deal with uncertainty with utmost efficiency.
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8. Explain the importance of a participative management during organisational
change
Participative management plays a major role in the way of increasing the commitment
level among the staffs and enable them to perform their assigned task with utmost efficiency.
During the change process, participative management allows the staffs to take part in decision
making process and encourage the stakeholders from all level to propose and implement
change by analysing core problem (Gigliotti et al 2019).
9. Explain two aspects of organisational behaviours and their impact on change
 Total system approach
Organisational behaviour is a total system approach, which helps in integrating all the
different variables that affect the functionality of an organisation (Schmidt-Wilk 2020).
During the process of change, the management of the firms evaluate the existing system for
the sake of identifying the issue within it.
 Ongoing Process
Organisational behaviour is an ongoing process, which keeps on evolving in the dynamic
business environment. During the change process, this factor helps the firms to avail
flexibility, which is required in order to manage change.
10. Components to be included in change management plan
The components, which are to be included in change management plan are as follows:
Objectives This is one of the major components of effective change management
why define the main reason, for which the change is going to be
implemented.
Risk assessment It is important to assess the main risk associated with change and how it
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will affect the main customers and financial position of the firm.
Communication plan This is another vital component which help in addressing change
throughout the organisation.
Manage resistance People sometimes may obstruct the change process. Here, it is the prime
responsibility of change agents to overcome the resistance by keeping the
staffs motivated (Steiss 2019).
Continuous
improvement
Exploring opportunity continuously is the key of keep on changing and
coping up with the uncertain business environment.
11. Reasons for resistance towards change and how to overcome resistance:
The reasons for resistance towards change are as follows:
Loss of status Working in a new process requires new skills. Lack of such skill leads the
staffs to show negative attitude towards change as they thing that this will
affect their job security.
Poorly aligned
reward system
Without effective reward system, the employees will be resist towards change
as they will no longer be motivated (Araújo-Soares et al. 2019).
Peer pressure Working in the new process and structure creates pressure on the staffs. This
also leads them to resist towards change.
Suggestion for overcoming resistance towards change:
Encouraging the staffs is one of the major ways, through which the issues related to
resistance towards change can be mitigated. It is important to practice team working, which
can help in cultivating strong organisational culture and foster deep connection in between
the staffs.
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12. Barriers to organisational change
Lack of Communication Communication breakdown is the greatest barrier to change. This
can affect the relationship among the staffs and hamper their
ability towards responding towards crisis situation
collaboratively.
Lack of Strategic Direction This is another major barriers, which hampers the ability of the
firms to accomplish the main objectives of change.
Cultural Barriers This can be generated by the diverse ranges of staffs, who are
working in a single project. Cultural barrier results in change
management process by breaking down communication (Venus et
al. 2019).
13. Strategies to address barriers to organizational change
The strategies of overcoming barrier are as follows:
 Leveraging the power of creativity
 Empowering line managers
PART B- Case study analysis of Samson Media
1. Best practice to change management
Managing change is one of the major factors of sustaining in the highly competitive
business environment. According to the case study, being a upmarket fashion magazine,
Samson Media is currently facing some of the major issue in keeping their profit. Most of the
customers are switching to digital media. For which readership of Samson Media has also
fallen. The strategic objective of the company is to increase profit by 8% within 2 years and
converting magazine to the digital format. However, lack of positive attitude among the staffs
can make it difficult for the manager ofSamson Media to implement change properly. Thus, it
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is important for the manager of the firm to clarify the main reason of change among the
staffs. However, before initiating the change process, it is imperative to conduct survey
among the staff. The copy of questionnaire for survey is attached in the appendix:
2. Change management briefing report
An overview of the current situation facing Samson Industries
Analysis of the company’s organisational objectives
The organisational objective of Samson Media is to convert all the magazines to the digital
format and close both the printing and distribution site. In addition, the company also aims to
restructure the head office by moving from permanent staffs to contract staff. In order to accomplish
the objective, the organisation need to change the recruitment and selection process.
A review of the current human resources policies
From the case study, it is evident that the company follows ad-hoc performance
review process, which comprises of recruitment, selection and induction policy and
procedure and a termination policy and procedure. However, the company doesn’t provide
any kind of training to the staffs. As they are aiming to convert their magazine into digital
format, it is imperative for them to conduct training for the staffs in terms of enabling them to
cope up with the new process efficiently.
An analysis of the external environment
In order to assess the external environment of Samson Media, it is important to carry
out PESTLE analysis. This is as follows:
 Political:
The condition of political environment is a major determinant of the success of business.
This is so with the case of Samson Media. The inclusion of geopolitical instability due to the
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factors liketerrorism, Brexit, and stalled trade are increasing the uncertainty for the
companies like Samson Media.
 Economic:
Economic volatility and fluctuations are also affecting the rate of profitability of the
fashion magazines. Recent recession and slow down of global economy is also affecting the
profitability of Samson Media.
 Social:
Over the past few years, major social changes was occurred. People are becoming highly
inclined towards high quality of products and services. Shifting towards the digital magazine
is the latest social trend in the contemporary times (Pietz 2019).
 Technological:
Advancement of technology is highly affecting the readership of print magazines. People,
now a day are more likely to read digital magazine than that of the print magazine. This is the
major social trend, affecting the profitability of the print magazines like Samson Media.
 Legal:
Environment law, labour law and tax are the major regulations, which the print magazines
like Samson Media should follow in order to run the business in a legal and ethical manner.
 Environmental:
Cutting down the rate of using paper is one of the major environment related rules and
regulations, which Samson Media in order to run business in an environmental friendly
manner.
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Major operational change requirements for Samson Media
Initiating change is one of the major factors in terms of sustaining in the hard-core
volatile business environment. As the company is aiming to transform the print magazine to
print magazine into digital magazine, it is important for the general manager of the company
to change the internal functionality. The company should first prioritise training to the staffs.
Training session should be designed for the sake of strengthening technical skill and enable
the staffs to work efficiently in the digital landscape.
Sources of information related to best practices to change management
“Cameron, E. and Green, M., 2019. Making sense of change management: A
complete guide to the models, tools and techniques of organizational change. Kogan Page
Publishers”, is one of the major sources, from which the idea regarding the practice of
change management has been acquired. From this source, the techniques of managing change
have been explored.
A cost-benefit analysis
Solution A
Total cost $2117000
Total benefit $1,500,000
Cost benefit ratio 1.411
Recommended communication and education strategies
Communication is the key factor of keeping the stakeholders about the proposed
change. In order to communicate change, it is recommended for the general manager of
Samson Media to be specific regarding the need of change. This is the way of making the
stakeholders understand about the main basis of change. Confusion can affect the success of
change. Thus, the general manager of Samson Media should keep on repeating the main
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purpose of change to the staffs. In order to have successful transformation, it is recommended
for Samson Media to provide training to the staffs and build their technical skill, so that they
can work on the digital platform efficiently.
Risk analysis of the potential risks
Identification and management of risk is one of the major factors in the way of
managing change successfully. This is the mode of removing any kind of obstacles and
thereby run the change process easily. According to the case study, Samson Media is aiming
to restructure their head office and shift their staffing from permanent to contractual staffs.
This can generate negative attitude among the staffs. This is the main risk. In addition,
transforming towards digital magazine requires huge cost. This is another major risk in the
way of initiating change.
3. Email to the CEO and Senior Management
Subject: Change Management Plan
Respected sir,
As our company is facing major issue of declining readership, which is affecting our rate of
profitability, it is important for us to change and modify the internal functionality. It is my
view that transforming the print magazine into digital magazine will help us to catch the
readers and accelerate the rate of profitability. A draft of change management plan has been
attached with this main. Please find the attached file. Please follow the briefing report:
Subject: Changing the Samson media journal from traditional to digital magazine
Current issue faced by Samson:
 Decreasing rate of readership
 Customers are switching to digital media
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 Lowering rate of profit
 Lowering share price
Objectives of new CEO:
 Increasing the return on capital to 8% within two years
 Closing both the printing and distribution site
 Accomplish cost efficiency
 Restructure the head office staff
Significance of the plan:
The plan intends to transform the magazine from print media to digital landscape, which will
help in increasing the rate of readership as majority of the readers are now transforming
towards digital landscape.
Regards,
XYZ,
General Manager,
Samson Media
4. Meeting with CEO:
General manager: HI
Employees: Hello sirtr
General manager: In this meeting I will be discuss about the change, which is very much needed as
our company is facing major profit related issue
Employees: Ok sir
General manager: I have planned that transforming to digital magazine will help us increase the rate
of readership
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Employee 1: Ok sir
Employee 2: But we are not expert in working in the digital landscape
General manager: We will conduct training session within the office premises to enable you to work
in the digital landscape
5. Draft change management plan
 An introduction: project background
The aim of this project is to restructure the head office and move from permanent staff to
contractual basis and thereby become digital magazine.
 The project sponsor
Human resource department will be sponsor.
 The project’s objectives
The objectives of this project are:
o To increase statistics of profit into 8% by 2 years
o To move from traditional print magazine to digital magazine.
 What the change process will achieve
By making these changes, the organisation will be able to accelerate the statistics of
reader and thereby improve financial condition.
 Principles that underpin the change plan
The principles of change management plan:
o To lead the organisation towards desired state
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o To increase statistics of profit
 Ethical issues that need to be considered
Job security among the permanent staff is the main ethical issue, which needs to be
addressed during the change process.
 Main elements of the Change Plan
The main elements of this plan are:
o Objectives of general manager
o Acquiring cost efficiency
 Change drivers, constraints and risks
The key drivers of change are:
o Lower rate of readership
o Declining profit margin
Risks of this change will be negative attitude among the permanent staffs as their job security
will be on danger.
 Key shareholder analysis
The main stakeholders of this project will be staffs of Samson Media, its senior management,
customers, suppliers, who will provide them with the digital support and government, who
have imposed laws related to environment.
 The company’s readiness to change
From the case study, it is evident that the organisation is highly dedicated towards
improving their profit margin. However, as the company is aiming to move from permanent
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staffs to contractual staffs, it can be said that the company is no properly prepared in order to
initiate change.
 Key change messages
The key change message will be:
“Our company is going to be transformed towards digital platform to increase statistics of
readers, which will help us to remain profitable”.
 Change elements
The elements, which are to be changes are process, recruitment strategy, selection process
and the way of running internal functionality.
 Project reporting arrangements
Each of the people, engaged in the project has to report to the general manager.
 How the changes will be consolidated
Effective communicate of vision for change is one of the major ways, through which
change can be consolidated.
 How the changes will be evaluated
By evaluating the statistics of readers, the general manager will be able to evaluate the
success of the project.
6. Communication and Education Plan
Objectives Activities Time plan
Clarifying the purpose
of change
 Making the people understand the need for
change
1 month
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 Keep on reinforcing the purpose throughout the
project
Lay out a clear
blueprint for the future
 Assessing what the project will achieve in
future
 Development of clear plan
15 days
Offering the staffs
with training
 Enabling them to work on the digital landscape
properly
 Hiring efficient trainers who are equipped with
technical knowledge
15 days
Table 1: Communication and Education Plan
(Source: Author)
7. Email to the CEO and Senior Management
Subject: Approval regarding the change management plans
Respected sir,
Please be noted that I am going to conduct the project on transforming the magazine to
landscape as we are facing severe issues in the way of retaining profit as majority of staffs are
now transforming towards digital landscape. Please kindly approve the plan by seeing the
change management and education plan. Plese find the attached file.
Regards,
XYZ,
General Manager,
Samson Media
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10. Email to the CEO regarding confirmation of the project
Sub: Confirmation about the project on change
Respected sir,
Please note that I want to initiate the project on change, only after getting your approval.
Please kindly approve my request by evaluating the plan. A copy of change management plan
has been attached with the mail. Please kindly find the attached file.
Regards,
XYZ,
General Manager,
Samson Media
The change management plan:
Actions Objectives
Proposed change Change Samson media from print magazine to digital
landscape
What will change  Closing the printing and distribution site
 The structure of head office will be changed
 Recruitment strategy will also be changed
 Changing the traditional magazine
Reasons for
change
 Decreasing rate of readers
 Lowering rate of profit and share price
Intended outcome  Increasing rate of profit by 8% within two
years
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 Increasing the rate of readership
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References:
Araújo-Soares, V., Hankonen, N., Presseau, J., Rodrigues, A. and Sniehotta, F.F., 2019.
Developing behavior change interventions for self-management in chronic illness: An
integrative overview. European Psychologist, 24(1), p.7.
Baran, B.E., Filipkowski, J.N. and Stockwell, R.A., 2019. Organizational change:
Perspectives from human resource management. Journal of Change Management, 19(3),
pp.201-219.
Cone, C. and Unni, E., 2020. Achieving consensus using a modified Delphi Technique
embedded in Lewin's change management model designed to improve faculty satisfaction in
a pharmacy school. Research in Social and Administrative Pharmacy.
Dawson, P., 2019. Reshaping change: A processual perspective. Routledge.
George, A., Hayashi, H., Bebawy, J.F. and Koht, A., 2020. Somatosensory evoked potential
loss due to intraoperative pulse lavage during spine surgery: case report and review of signal
change management. Journal of clinical monitoring and computing, 34(1), pp.117-124.
Gigliotti, R., Vardaman, J., Marshall, D.R. and Gonzalez, K., 2019. The role of perceived
organizational support in individual change readiness. Journal of Change Management,
19(2), pp.86-100.
Guevara, C., Lyons, K. and Wolfe, K.S., 2019. Change Management in Practice: Creating a
Culture That Promotes Technology Adoption. In Developing Educational Technology at an
Urban Community College (pp. 21-33). Palgrave Macmillan, Cham.
Guillette, M., Couturier, Y., Moreau, O., Gagnon, D., Bergman, H. and Vedel, I., 2019.
Governance process and change management: The case of the Alzheimer’s Québec Plan
Implementation. Innovations, (3), pp.145-168.
Harmon, P., 2019. Business process change: a business process management guide for
managers and process professionals. Morgan Kaufmann.
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Imran, M.K., Rehman, C.A., Aslam, U. and Bilal, A.R., 2016. What’s organization
knowledge management strategy for successful change implementation?.Journal of
Organizational Change Management.
Love, P.E. and Matthews, J., 2019. The ‘how’of benefits management for digital technology:
From engineering to asset management. Automation in Construction, 107, p.102930.
Mathar, D. and Gaur, M., 2020. Change Management: Identifying Change Agents Using
Social Network Analysis in an ERP Implementation. International Journal of Computer
Engineering and Technology, 11(1).
Pietz, K., 2019. Change Effort Organizational Communication Effectiveness and Work Locus
of Control Influence on Change Fatigue in the Workplace.
Schmidt-Wilk, J., 2020. Resources for Teaching Organizational Change.
Steiss, A.W., 2019. Strategic management for public and nonprofit organizations. Routledge.
Venus, M., Stam, D. and Van Knippenberg, D., 2019. Visions of change as visions of
continuity. Academy of Management Journal, 62(3), pp.667-690.
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Appendix: survey questionnaire
1. Are you aware about the change?
 Not at all aware
 Very aware
2. Do you understand the objectives of change?
 Not at all well
 Very well
3. Do you think that initiating organisational change is very important?
 Of no importance
 Essential
4. How achievable are the objectives of change?
 Not at all achievable
 Entirely achievable
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