Management of Organizational Change

This document discusses the management of resistances in implementing organizational change and provides recommendations for effective change management.

Running head: MANAGEMENT OF ORGANIZATIONAL CHANGE
Management of Organizational Change
Name of the Student
Name of the University
Author Note

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To: The Chief Executive Officer of Lakeland Wonders
From: Name of the Student
Date: 6th February 2019
Subject: Management of the resistances in implementing organizational change.
___________________________________________________________________________
Dear Madam,
I pray for your kind consideration to discuss the management of the resistances in the
implementation of the change inside Lakeland Wonders. I conduct my operations under the
leadership of Barry Quince in the design department of the company.
Principles of Ethical Change Management:
I consider that the management of the change in modern business context is observed
to be one of the major aspects of the business conduction of the modern day organizations.
The modern business industry is observed to be significantly competitive and that is pretty
evident with the entry of the increasing number of the organizations into the business
industry. I think that the companies are seen to undertake the change management initiatives
in order to overcome the intense competition of the market and improve their position in the
market. The intense competition of the market is seen to produce considerable amount of
barriers to the survival of the organizations and affect the growth of the organizations as well.
According to me, the effective and ethical management of the change becomes significantly
crucial for the organizations under such situation and in order to do so, two of the principles
that are notably important for you, are protection of the basic rights of the employees and the
other members associated with the operations of the organization along with the
organizational justice (Cullen et al., 2014).
I think that the protection of the basic rights of the employees and the other members
of the organization becomes significantly crucial in order to effectively manage the
organizational changes. It is expected that the operations of the change agents will be notably
influenced within the organization in implementing the change. I consider that the rights of
the employees and the other change agents regarding the consultation on the factors that are
affecting the operations of them in managing the change is of great significance. This enables

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us to have the account of the influential factors that can increase the efficiency of our
performances and can pose barriers in our operations on the other hand. Along with this, the
establishment of the required transparency so that we be able to see on what context the
employment decisions, that are affecting our performances, are made, is significant
contribution of the principle (Long & Perumal, 2014). This allows us to understand the
mechanism of decision making in implementing the change in a better manner and on top of
this, it enables us to be aware of the needs of such decision making and align our operations
in accordance to that.
In addition this, I think that the management of the organizational justice is also
significant in the ethical management of the change. The fairness in treating each one of us is
seen to increase the effectiveness of our operations (Strom, Sears & Kelly, 2014). The
organization is required to establish an effective performance management system so that
they be able to assess our performances on the basis of the same criteria. I consider that it is
significantly helpful for the management of our organization as they will be able to evaluate
our improved performances and recognize the good work of the employees in managing the
change through the performance rewards system (Ibrahim & Perez, 2014). The principle
notably helps the organizations to motivate their employees to improve their performances
and implement the change in an effective manner.
Barriers:
The selected manager for the case is Mark Dawson, the senior vice president of
operations of the organization, Lakeland Wonders.
The case of Lakeland Wonders is seen to be significantly delicate. Its s pretty evident
that you were able to assess the condition of the organization where you found that the
organization was unable to produce sufficient number of products to the market and that is a
prime reason responsible for the decreasing sales of the organization (Georgalis et al., 2015).
Under such situation, you were seen to propose for the preparation of the organization to
achieve the money-making Bull’s Eye deal.
The senior vice president of the organization was seen to be concerned with the
formation of the strategy for the effective matching of the costing of the products of the
company so that it be able to achieve the Bull’s Eye deal (Hornstein, 2015). Along with that,
he had no idea about the accessibility of the required infrastructure so that the company can
build on this in the mid-market manufacturing. Along with that, I think Mark Dawson was

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seen to be concerned with the effect that the change will have on the employees of the
organization and in addition to that, he was confused with the effect of it on the approaching
contract expiry between the organization and the union of the employees.
Responses of Cheryl:
Following the literature of Thomas and Hardy, I consider your responses to be
celebration of the resistances posed by Mark Dawson, the senior vice president of the
operations of the organization and that is significantly evident with the wide range of
solutions that you produced for the mitigation of the concerns of Mark (Thomas & Hardy,
2011). The celebration of the resistances from your part allowed the senior management of
the organization to think about the implementation of the change and that produced notable
amount of paths for the organization to effectively implement the change.
You were seen to take the option of offshore manufacturing for reducing the costing
of the products so that the organization be able to align their cost of products in accordance to
the desired costing of the products to achieve the deal (Alvesson & Sveningsson, 2015).
Along with that, you were seen to identify the option of the outsourcing of the required
infrastructure in the midmarket manufacturing so that the concern of the significant
consumption of the time and the cost of the construction of the infrastructure gets eliminated
(Matos Marques Simoes & Esposito, 2014). You were also able to eliminate the concern of
Mark regarding the impact of the change on the employees with the clarification that the
change will only expand the workforce rather than forcing any sort of job cuts (Kossek et al.,
2014).
Recommendation:
The recommendation for you will be to execute a session for communicating
regarding our concern where you need to clarify that the mid-market manufacturing will only
increase the workforce as the existing operation will continue in the same fashion. Along
with that, I think you need to select the suppliers for the required infrastructure of the mid-
market manufacturing as that will notably increase the usefulness of your proposal to the
senior vice president of operations. Finally, you must incorporate some required sense of
urgency in Mark as the lucrative deal will not be there for taking for a longer period of time.
Hence I request you to consider these facts in the effective management of the change
inside the organization and I am ready to meet you for any sort of further elaboration on this.

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References:
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change
work in progress. Routledge.
Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014). Employees’ adaptability
and perceptions of change-related uncertainty: Implications for perceived
organizational support, job satisfaction, and performance. Journal of Business and
Psychology, 29(2), 269-280.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process
characteristics and resistance to organisational change: The role of employee
perceptions of justice. Australian Journal of Management, 40(1), 89-113.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Kossek, E. E., Hammer, L. B., Kelly, E. L., & Moen, P. (2014). Designing work, family &
health organizational change initiatives. Organizational dynamics, 43(1), 53.
Matos Marques Simoes, P., & Esposito, M. (2014). Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), 324-341.
Thomas, R., & Hardy, C. (2011). Reframing resistance to organizational change.
Scandinavian Journal of Management, 27(3), 322-331.
Long, C. S., & Perumal, P. (2014). EXAMINING THE IMPACT OF HUMAN RESOURCE
MANAGEMENT PRACTICES ON EMPLOYEES'TURNOVER INTENTION.
International Journal of Business & Society, 15(1).
Strom, D. L., Sears, K. L., & Kelly, K. M. (2014). Work engagement: The roles of
organizational justice and leadership style in predicting engagement among
employees. Journal of Leadership & Organizational Studies, 21(1), 71-82.
Ibrahim, M. E., & Perez, A. O. (2014). Effects of organizational justice, employee
satisfaction, and gender on employees' commitment: evidence from the UAE.
International Journal of Business and Management, 9(2), 45.

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