Management and Organization Development

This assignment collection provides a comprehensive overview of management and organizational development concepts. It includes papers on Lewin's theory of planned change, McKinsey's 7S framework, and business process modeling notation. The documents also cover topics such as task decomposition, knowledge distribution, and the locus of innovation in open innovation and organizational boundaries. This assignment is suitable for students looking to understand key management theories and concepts.

Running head: MANAGE ORGANIZATIONAL CHANGE
Manage organizational change
Name of the student
Name of university
Author note

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Table of Contents
Overview of strategic management.................................................................................................2
Importance of Mission, vision and values.......................................................................................2
Organizational change.....................................................................................................................3
Importance of organizational analysis in organizational change.....................................................3
Importance of determining current state of organization................................................................4
Four elements of internal environment............................................................................................4
Trend analysis..................................................................................................................................5
Tools of trend analysis.....................................................................................................................5
Best of French (Case study).............................................................................................................5
Value chain......................................................................................................................................6
Value chain for Best of French........................................................................................................6
Vision for change.............................................................................................................................7
Stakeholders in planning and implementing change management..................................................7
Importance of engaging with managers...........................................................................................8
Importance of defining change goals...............................................................................................8
Importance of priority management matrix.....................................................................................9
Benefits of consulting a change specialist.......................................................................................9
Models of consulting.......................................................................................................................9
Change management theories........................................................................................................11

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Important plans in the change management..................................................................................11
Risk management...........................................................................................................................11
Factors important in strategic change............................................................................................11
Suggested objectives......................................................................................................................12
Initiation of the innovation culture................................................................................................12
Overcoming the resistance to change............................................................................................13
Change Management Plan.............................................................................................................13
Resource Plan................................................................................................................................15
Communication Plan.....................................................................................................................16
Reference.......................................................................................................................................19

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Overview of strategic management
Strategic management refers to the strategic and effective use of the resources available
for the business organizations in driving their business operation. In addition, it also refers to the
initiation of the strategies in accordance to the business factors faced by them and which will
help them in staying ahead in the competition (Vogel and Guttel 2013). Strategic management
also refers to the determination of the competitors in the market and initiates strategies in
accordance to that in order to cut off the competition. Thus, it can be concluded that strategic
management is the holistic business process which organizations initiates in order to stay
relevant in the competition and to drive future business potentiality.
Importance of Mission, vision and values
Mission refers to the present working objectives of the business organizations and what
the organizations are striving to deliver currently. On the other hand, vision refers to the future
objectives or aim of the organizations, which they want to achieve in the long term. It acts as
their yardstick in maintaining their business operation (David, David and David 2014). Values
refer to the beliefs maintained by the organization in guiding their activities and business
processes. Values refer to the core thinking of the organization, which reflects in their business
activity trends.
All these elements are important in considering the strategic direction due to the reason
that, based on the mission statement of the organization, strategic management should be
designed in such a way that it will deliver output in order to meet the mission of the organization.
Moreover, determination of the vision statement is also important due to the reason that, the

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design of the strategic management will make sure that future aim and objectives of the
organization can be met effectively. Determination of values is also important because it
influence the ethics to be maintained in the strategic management of the organization. Thus,
effective determination of these elements will help the business organizations in having proper
strategic management in place.
Organizational change
Contemporary business organizations operate in more challenging and competitive
environment with having various environmental factors to consider. Moreover, the current
market and business scenario are changing more frequently and it is important for the business
organizations to adopt the change effectively (Vora 2013). In this case, organizations implement
change management in changing their current business practices according to the present
business environment. Organizational change refers to the partial or entire change in the internal
management in order to be more accustomed to the present situation.
Importance of organizational analysis in organizational change
Organizational analysis is important due to the reason that the more effective will be the
analysis of the organizational need and requirement, the more beneficial it will be in designing
the change management. Change in the organization should be implemented only after the proper
determination of what the organization is actually requiring and their needs. According to that,
change should be implemented (Van der Voet 2014). Thus, organizational analysis is important
in order to first identifying the needs and areas where change is important before implementing
the change management.

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Importance of determining current state of organization
Prior to the determination of the change management, the current state of the organization
should be determined in order to identify the current needs of the organization. Change
management should always be implemented on the current requirement and gap in the
organization (Lakhani, Lifshitz-Assaf and Tushman 2013). Thus, managers should determine the
current state or position of the organization in order to have the idea about the areas to be
changed.
Four elements of internal environment
 Human resource is one of the key elements. The more skilled and trained will be the
employees, the more productive will be the internal environment of the organization
(Kuratko, Hornsby and Covin 2014).
 Organizational structure is another key element. Flat and horizontal organizational
structure helps in effective communication between the internal stakeholders and vice
versa.
 Organizational culture is another element. Engagement of the employees depends on the
culture being followed in the internal environment of the organization (Buschqens,
Bausch and Balkin 2013).
 Organizational mission is the last element. This refers to what the organization is doing in
their daily business and what are the standards. This helps in maintaining the level of
internal environment according to the standards.

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Trend analysis
Trend analysis is the determination or estimation of the future scenario based on the past
data. It helps the traders in determining the future trend according to the past and present trend
(Tian et al. 2015).
Tools of trend analysis
On-Balance volume, Distribution line and Average directional index are the key tools of trend
analysis. Average directional index will help in determining the trend identified in the Porter five
forces theory.
Best of French (Case study)
1. It is recommended to Jaques that he should employ brand head in each of his four
restaurants. This will reduce the direct communication of him with all the stakeholders.
On the other hand, brand heads will be responsible for their respective branches and will
report to Jaques. Thus, the management will be more effective and efficient (Keely,
Liddy and Afkham 2013).
2. It is suggested that Jaques should take the help of the third party and specialized
recruiting agents in recruiting and selecting the new employees. This will reduce the
responsibility of him over recruitment and it will also reduce favoritism. Qualified human
resource manager should be employed in order to take care after the organizational
culture and employee management (Findlay et al. 2013). Employee practices of the
leading organization can be followed in order to gain the key insights.

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3. People will have financial background and experience should be selected along with
taking the help of the independent auditor. Independent auditing will ensure that no
miscalculation in the accounting should take place.
4. The recommended changes are basically based on the new recruitment and thus the
impact on the current state of the organization will be low. However, the employees may
get affected due to the reason that, employment of the new branch heads will change the
approach of managing the employees.
5. It is recommended that, employees should be involved in the decision making process
prior to the implementation of the change. This will help to identify the areas of change
where further steps should be required. Moreover, involvement of them in the decision
making process will also help to regulate the resistance from the side of the employees.
Value chain
Value chain is the entire process of the business organizations from the production of the
goods to the delivery of the products to the customers and providing after sales service to the
customers (Antras and Chor 2013). Thus, value chain is the process by which, organizations add
value to the product or service offerings to the customers.
Value chain for Best of French
The value chain for Best of French should start from the sourcing of the raw materials. It
is suggested that, raw materials should be sourced from organic sources in order to maintain the
product quality and to enhance the customer satisfaction. The kitchen should involve
experienced chefs with having the knowledge of different cuisines. This will help to offer
customers diverse service and distinctive from the competition. The store ambience should also

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be maintained in such a way that it will enhance the rate of customer satisfaction. Moreover,
online mediums and portals should be used in order to initiate customer relationship
management. This will help to determine the issues of the customers and rectifying effectively.
Vision for change
Vision for change refers to the approach of the organization being initiated in order to
design and implement change management. Vision for change is important for the business
organizations due to the reason that it will create and build the approach of how, when and why
to implement change management in the organization. It is recommended to Best for French that
they should have flexible organizational structure and culture in order to change effectively and
in frequent process according to the business environment. Their vision for change should be
train the employees and other inertial stakeholders in due to the present business environment
and to implement the change for better.
Stakeholders in planning and implementing change management
Developing and implementation of the change management should be involving internal
stakeholders from different levels of the organization. For instance, employees should be
involved in planning the change management. This is due to the reason that, feedback and
opinion from the employee should be gathered before the implementation of the change
management (Hayes 2014). The more will be the determination of the employee feedback, the
more will be the identification of the areas of change or improvement for the change
management. Moreover, upper level management should also be involved in the process due to
the reason that, they will have the better estimation about the organizational affairs.

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Implementation process should also involve the lower level employees due to the reason
that, it will reduce the resistance of the employees in the change process. Change management
should be implemented with consultation with the employees. This will ensure that, there will be
no resistance from the side of the employees in the time of the implementation of the change
process. Upper level managers should be also involved due to the reason that, they are the only
who will able to design the change management according to the situation.
Importance of engaging with managers
It is important for the managers to consult with other managers in identifying the change
requirements. This is due to the reason that, different managers will have different way of
thinking and perspective. Thus, consulting with different managers will help in garnering
different and diverse thinking (Ramazani and Jergeas 2015). It will also help in identify the
different aspects organizational requirements, which will help in covering different areas with
the help of the change management.
Importance of defining change goals
It is important to define the change goals due to the reason that, change management
will be implemented according to the goals being set. Without having proper goals in the change
management, it will be difficult to manage the change plan according to a certain objectives
(Taniguchi, Graas and Friman 2014).
It is recommended that Best of French should have the change goals of implementing
online system in their customer service in order to provide more effective customer service. It

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will help them to implement the change management in relation to the effective customer
service.
Importance of priority management matrix
In determining the priority in the change management, priority management matrix
helps in identifying the urgency and importance of the certain change in the organization. This
matrix will help to determine that whether a certain change is important or urgent to implement.
Thus, organization will be able to design the change management plan accordingly.
The key priorities for Best of French will be employment of the suitable human
resources, providing training to the employees regarding effective customer service and
implementing latest technologies in providing customer service.
Benefits of consulting a change specialist
There are various benefits of consulting with the change specialist. One of the key
benefits is the expert knowledge being received from the consultant. These change specialists are
having loads of experience in the related fields, which will help the organization in effectively
implementing the change management process (Cummings and Worley 2014). Another benefit is
the reduction in the responsibility among the management of the organization. This is due to the
reason that, with the help of the specialist change expert, organizations will not have any
responsibilities for the implementation of the change management process.
Models of consulting
The three models of consulting are the expert models, medical models and process
model. Expert model refers to use of the internal or external expert in solving a certain issue in

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the organization. The advantage of this model is the lower cost involved in it. This is due to the
reason that, in some cases, internal expertise and opinions get the issue solved, which caused less
incursion of added cost (Zur Muehlen and Recker 2013). The key disadvantage of this model is
the limitation of its application. This model can only be used when the issues are known and can
be replicated.
The next model is the medical model. This refers to the delegation of the entire
responsibility of the change management on the external consultant. In this model, external
consultant is being called and they are given the entire responsibility of implementing the change
process. The key advantage of this model is access to the expert knowledge in the change
management process. This is due to the reason that the entire responsibility is given to the
external consultant, which helps in the access of the expert knowledge. On the other hand, the
key disadvantage of this model is the lack of knowledge with the external stakeholders. External
consultant is not having the knowledge as the internal stakeholders of the organization.
The last model is the process model. This model refers to the tips given by the
consultant in the change management process but the ultimate responsibility of the
implementation will be with the organization. Thus, in this case, external consultant is not
responsible for the implementation of the change process in the organization. The key advantage
of this model is the proper integration of the expert knowledge of the external consultant with the
internal stakeholder’s knowledge. Thus, the implementation process will be more effective in
nature. The key disadvantage of this model is the probability of emergence of disagreement
between the internal and external stakeholders. This will create added issues in the process of the
change management.

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Change management theories
Lewin change management theories states three basic steps in implementing the change
process in the organization. The first step is the unfreezing the existing organizational process,
the next step is the implementation of the change and the last step is the refreezing of the
disturbed organizational process (Shirey 2013).
Another model is the McKinsey 7s model. This refers the seven key steps, which are
important for the business organizations to maintain in implementing the change process. These
elements are strategy, structure, systems, shared values, style, staff and skills (Singh 2013).
Important plans in the change management
It is important to also include the need of the employees in the change process along
with the competitor analysis. This will help in ensuring the competitiveness of the organization.
Risk management
Risk analysis is important due to the reason that, every organizational process involves
risks and it is important to determine them in advance. Risk analysis should be carried out by
determining the need of the employees and the managers. This will help to identify the risks
being faced by them (Chance and Brooks 2015). The key risks for Best of French are the
economical risk, time risk and business risk.
Factors important in strategic change
Some questions need to be considering is the requirement of the employees, market
trend for next following years and cost involved in the change process.

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Suggested objectives
The key objective for Best for French is to regain the positive impression in the market,
to expend in more cities and to be the market leader in terms of customer service.
Initiation of the innovation culture
In order to have innovation culture, organization should have transformational and
motivating leadership, properly skilled employees, effective training program and engagement of
the employees and diversity in the workforce.

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Overcoming the resistance to change
Employees should be well communicated regarding the change management. This will
reduce the fear among the employees regarding the change management. Moreover, employees
should be given the security of their job in order to reduce their resistance (Hon, Bloom and
Crant 2014). Feedback of the employees should be considered in implementation of the change.
Change Management Plan
Task Name Duration Start Finish
Change management Plan 182 days Tue 3/6/18 Wed 11/14/18
Change management 19 days Tue 3/6/18 Fri 3/30/18
identify required changes 7 days Tue 3/6/18 Wed 3/14/18
formulation of change management
plan
7 days Thu 3/15/18 Fri 3/23/18
Deploy the plan 5 days Mon 3/26/18 Fri 3/30/18
Milestone 1: Change management
plan deployed
0 days Fri 3/30/18 Fri 3/30/18
Business Process Re-engineering 27 days Mon 4/2/18 Tue 5/8/18
documenting the processes 5 days Wed 5/2/18 Tue 5/8/18
review the developed functions 10 days Mon 4/2/18 Fri 4/13/18

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mapping the practices into optimum
efficiency
5 days Mon 4/16/18 Fri 4/20/18
conduct workshop for confirmation 7 days Mon 4/23/18 Tue 5/1/18
Milestone 2: Business process re-
engineered
0 days Tue 5/8/18 Tue 5/8/18
Functional requirement 21 days Wed 5/9/18 Wed 6/6/18
develop and submit draft for CRM
implementation
5 days Mon 5/28/18 Fri 6/1/18
Examine the CRM draft 3 days Mon 6/4/18 Wed 6/6/18
Preparing the final requirement 4 days Tue 5/22/18 Fri 5/25/18
Clarifying the required work 7 days Wed 5/9/18 Thu 5/17/18
deploying the final CRM draft 2 days Fri 5/18/18 Mon 5/21/18
Milestone 3: CRM final draft
Deployed
0 days Wed 6/6/18 Wed 6/6/18
CRM phase analysis 25 days Thu 6/7/18 Wed 7/11/18
Analyzing the CRM Phase 15 days Thu 6/7/18 Wed 6/27/18
Infrastructure analysis of CRM 10 days Thu 6/28/18 Wed 7/11/18

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process
Milestone 4: CRM phase analyzed 0 days Wed 7/25/18 Wed 7/25/18
CRM phase realization 80 days Thu 7/26/18 Wed 11/14/18
integration and interfaces 25 days Thu 8/30/18 Wed 10/3/18
Customization 30 days Thu 10/4/18 Wed 11/14/18
Infrastructure adapting 25 days Thu 7/26/18 Wed 8/29/18
Milestone 5: CRM phase rollout 0 days Wed 11/14/18 Wed 11/14/18
CRM phase concept 10 days Thu 7/12/18 Wed 7/25/18
Resource Plan
Name Start Finish Remaining
Work
Cost
Variance
Managing director Tue 3/6/18 Wed
11/14/18
192 hrs $19,200.00
Finance manager Tue 3/6/18 Wed 10/3/18 568 hrs $22,720.00
Operation manager Tue 3/6/18 Wed
11/14/18
1,072 hrs $42,880.00
Human resource manager Tue 3/6/18 Wed 608 hrs $18,240.00

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11/14/18
Sales manager Tue 3/6/18 Tue 5/8/18 288 hrs $12,960.00
System engineer Wed 5/9/18 Wed
11/14/18
1,056 hrs $10,560.00
Testing engineer Wed 5/9/18 Wed
11/14/18
976 hrs $8,784.00
Software developer Wed 5/9/18 Wed
11/14/18
368 hrs $2,944.00
Communication Plan
Meeting Participant Purpose Date
Initial project
discussion
finance manager,
human resource
manager, managing
director, operation
manager, sales
manager, Project
Manager
To plan the project
deliverables, purpose and
schedule
March 2018

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Conducting
meeting before
finalizing the
change
management
document
finance manager,
human resource
manager, managing
director, operation
manager, sales
manager, Project
Manager
To discuss the feasibility of the
developed plan
May 2018
Completion of
Milestone1
finance manager,
human resource
manager, managing
director, operation
manager, sales
manager, Project
Manager
To reflect upon the activities in
the first phase and provide
approval for moving into the
same phase May 2018
Completion of
milestone 2
finance manager,
human resource
manager, managing
director, operation
manager, sales
manager, Project
Manager
Discussing the business
engineering process, the issues
and the changes required
May 2018

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Completion of
milestone 3
operation manager,
Software developer,
system engineer, testing
engineer
Discussing the final CRM draft
and the possible modifications
that has to be made
June 2018
Completion of
milestone 4
finance manager,
operation manager,
system engineer, testing
engineer, Project
Manager
To evaluate the current design
that has been developed so
further improvement can be
made August 2018
Completion of
milestone 5
managing director,
operation manager,
Software developer,
system engineer, testing
engineer
To examine the success of the
project and identify variation in
desired out and the reason for
variation. November 2018

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Reference
Antràs, P. and Chor, D., 2013. Organizing the global value chain. Econometrica, 81(6), pp.2127-
2204.
Büschgens, T., Bausch, A. and Balkin, D.B., 2013. Organizational culture and innovation: A
meta‐analytic review. Journal of product innovation management, 30(4), pp.763-781.
Chance, D.M. and Brooks, R., 2015. Introduction to derivatives and risk management. Cengage
Learning.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.
David, M.E., David, F.R. and David, F.R., 2014. MISSION STATEMENT THEORY AND
PRACTICE: A CONTENT ANALYSIS AND NEW DIRECTION. International Journal of
Business, Marketing, & Decision Science, 7(1).
Findlay, A., McCollum, D., Shubin, S., Apsite, E. and Krisjane, Z., 2013. The role of recruitment
agencies in imagining and producing the ‘good’migrant. Social & Cultural Geography, 14(2),
pp.145-167.
Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.
K. Vora, M., 2013. Business excellence through sustainable change management. The TQM
Journal, 25(6), pp.625-640.