Organizational Behavior - Change Strategy, Gantt Chart, Communication, and Issues

This article discusses the change strategy using Kotter's model, Gantt chart, communication, and issues related to organizational behavior. It also provides solutions to address the issues and potential problems created by the CEO.

Running head: ORGANISATIONAL BEHAVIOUR
Organizational Behavior

ORGANISATIONAL BEHAVIOUR 2
Table of Contents
Change Strategy..........................................................................................................................................3
Gantt chart...................................................................................................................................................4
Communicate the Change............................................................................................................................5
Change Issues..............................................................................................................................................6
References...................................................................................................................................................9
Appendix: Gantt chart...............................................................................................................................11

ORGANISATIONAL BEHAVIOUR 3
Change Strategy
Using Kotter’s model, describe a strategy of how to implement this change
Kotter’s change management theory defines eight stages where each of them emphasizes on the
identical strategies related to people responses on transformation (Carnall, 2018).
(Sources: Cameron & Green, 2015).
Establish a sense of urgency is the initial phase of a change management model that focuses on
developing a sense of urgency between people to motivate them to shift with respect to the
company’s goal. In addition, team building is the next phase of change model that is related to
developing the team by combining certain elements such as information sharing, skills, and
commitment within an organization. The third step of Kotter's change model is building an
appropriate vision that considers building a vision for transformation (Doppelt, 2017). This phase
is not the only approach of transformation but also link the emotional sentiment and innovation
with the goal of business. The next phase of change model is communication in which an
individual associated with the transition and their need is a significant element of Kotter’s

ORGANISATIONAL BEHAVIOUR 4
change management theory. In addition, moving and empowering the act is next procedure of
change model in which an individual has a requirement to eliminate and avoids the barriers by
developing feedback in a feasible manner (Kuipers, Higgs, Kickert, Tummers, Grandia, & Van
der Voet, 2014).
The short-term goal is the sixth phase of Kotter's change management model in which Bow
Valley Manufacturing should emphasize on short-term goals and categorizes the objectivity into
small and attainable elements. Consequently, it is a better procedure to accomplish the objectives
and goal without using several internal and external factors. Persistence is the next procedure of
change model that is a key factor of success. In this procedure, Bow Valley Manufacturing
should not quite at the time of change procedure even there are several forces affecting the
company (Lozano, Ceulemans, & Seatter, 2015). Along with this, incorporate change is the last
phase of Kotter's change process. It is significant to reinforce the change by making the positive
working atmosphere and organizing transformation effectively.
Gantt chart
Implementatio
n of Change
plan
Start
Date Last Day
Duratio
n
(Days)
Establish a
sense of
urgency
23-11-
2018
30-11-
2018 8
Form a
powerful
guiding
coalition
01-12-
2019
01-01-
2019 30
Create a
vision
02-02-
2019
02-04-
2019 60
communicate
the vision
03-04-
2019
03-05-
2019 30
Empower
others to act
on the vision
04-05-
2019
04-06-
2019 30

ORGANISATIONAL BEHAVIOUR 5
Plan for and
create short-
term wins
05-06-
2019
05-07-
2019 60
Consolidate
improvements
and produce
more change
06-07-
2019
06-08-
2019 30
Institutionalis
e new
approaches
07-08-
2019
22-09-
2019 45
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
communicate the vision
Empower others to act on the vision
Plan for and create short term wins
Consolidate improvements and
produce more change
Institutionalise new approaches
11/23/2018
12/1/2019
2/2/2019
4/3/2019
5/4/2019
6/5/2019
7/6/2019
8/7/2019
8
30
60
30
30
60
30
45
Gantt chart
Start Date
Duration (Days)
As per the above chart, it can be stated that for making plan and creating short-term wins and
creating vision take more time as compared to other activities.
Communicate the Change
Managers can communicate the cause of changes and procedures that will be required to make
transformation at the workplace. For instance, when Bow Valley Manufacturing has required
implementing a process that would aid to gain the efficiency of the employee then they have

ORGANISATIONAL BEHAVIOUR 6
required of the high amount of workforces for developing new process and sustaining in the
operation of the business (Cummings, Bridgman, & Brown, 2016).
Explain how the change will happen
Workforces feel reassured due to changes hence if they will be able to get on board regarding
clear picture of what is going to happen and when. Bow Valley Manufacturing has to use a
numbered systematic list to assure their employees regarding transformation. When workforces
respond well to graphics, use them. It should also ensure to set expectations by enlightening the
procedure so the individual can clearly address the road ahead (Verhulst, & Lambrechts, 2015).
It is critical to outline what needs to be done and when. Moreover, it demonstrates an infamous
call to action. The company should demonstrate those factors that employees are looking at the
end of the communication. It should highlight the necessary action by linking to websites. In
addition, an effective communication is a two-way channel. Workforces will be aware of change
when the management is communicating about it. An individual can perform real work in the
company through high awareness. The company should develop a mechanism for input like
hotline and suggestion box. It should also make sure privacy when necessary. It would be a good
option for communicating the change (Ceulemans, Lozano, & Alonso-Almeida, 2015).
Change Issues
How you suggest the company addresses the three issues stated below:
Describe two types of resistance senior management might encounter from this
organizational change and how you might address these
Senior management faces a certain type of resistance during organizational change. Workforces
resist anything that threatens their job security and nothing screams. For example, employees
feel they could be fired due to changes. In case of Bow Valley Manufacturing firm, the new
structure will transform power to the executives responsible for different product groups but

ORGANISATIONAL BEHAVIOUR 7
executive will not be responsible for manufacturing in their area but will retain control over sales
activities. Hence, they will resist the organizational changes. In this case, the company should
discuss with their employees about the causes of changes before making changes in the
workplace.
Another type of resistance of change faced by senior management is the possibility of a less
desirable condition (Rasche, & Rehder, 2018). For example, some executives want
manufacturing area work but Bow Valley Manufacturing has transferred them into sales work.
Hence, they can resist to changes and it may affect the workplace. The company should develop
proper communication regarding causes of making changes and how they are planning to
implement it. When workforces have no ideas regarding why change protocols are required then,
the company should make feel comfortable and familiar to those employees who resist the
changes at the workplace. There are accountabilities to schedule meeting in order to explain the
changes that company is implementing and offers a forum for feedback, ideas and concerns
regarding how to make changes as proficiently as possible (Lines, Sullivan, Smithwick, &
Mischung, 2015).
Identify the source(s) that best explain this conflict of hierarchical management, and
describe ways to reduce dysfunctional conflict in this situation.
It is assessed that Bow Valley management as hierarchical and arrogant, whereas Elbow Valley
managers were naive, cautious, and lacking an achievement orientation. This may create conflict
among employees due to communication breakdown. It is assessed that while a person develops
conflicting ideas then they eliminate to interact with each other. It declines communication
between them and leads to loss of productive ideas (Rasche, & Rehder, 2018).

ORGANISATIONAL BEHAVIOUR 8
For avoiding the conflicting dysfunction, an individual can avoid and postpone conflict by
eliminating it and changing the concern. Avoidance could be effective as a temporary measure
purchase time and expedient indicates dealing with minor and non-recurring conflicts.
Employees should work together in order to address a mutually beneficial solution to the issue.
In addition to this, collaboration can also be a time-intensive and win-win solution of the
conflict. It is also feasible while there is a lack of respect, trust, and communication between
team members (Ceulemans, Lozano, & Alonso-Almeida, 2015).
Based on your knowledge of organizational subcultures, what potential problems is the
CEO creating and how could they be resolved
It is assessed that the CEO wants everyone to support the organization’s dominant culture of lean
efficiency and hard work. Adoption of this new culture may affect the employees as they resist to
this changes. Due to this new culture system, people can leave the company regularly in order to
get a better job and this may lead to generate the turnover issue. The solution retreats the rules
and policies and gives their employees a voice. It is effective to make understand the employees
how they will be participated in changes and makes a suggestion regarding how the change
process will initiate at the workplace (Verhulst, & Lambrechts, 2015).
CEO can face that prospective teammates are less as compared to existing. Furthermore, HR
management can discuss the hiring issue with CEO and resolve it. CEO should also listen to each
employee to make them feel happy at the workplace. It should also illustrate the different causes
of changes at the organizational level (Lozano, Ceulemans, & Seatter, 2015).

ORGANISATIONAL BEHAVIOUR 9
References
Carnall, C. (2018). Managing change. UK: Routledge.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools, and techniques of organizational change. USA: Kogan Page
Publishers.
Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for
business, government, and civil society. UK: Routledge.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The
management of change in public organizations: A literature review. Public
administration, 92(1), 1-20.
Lozano, R., Ceulemans, K., & Seatter, C. S. (2015). Teaching organizational change
management for sustainability: designing and delivering a course at the University of
Leeds to better prepare future sustainability change agents. Journal of Cleaner
Production, 106, 205-215.
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), 33-60.
Verhulst, E., & Lambrechts, W. (2015). Fostering the incorporation of sustainable development
in higher education. Lessons learned from a change management perspective. Journal of
Cleaner Production, 106, 189-204.
Ceulemans, K., Lozano, R., & Alonso-Almeida, M. D. M. (2015). Sustainability reporting in
higher education: Interconnecting the reporting process and organizational change
management for sustainability. Sustainability, 7(7), 8881-8903.
Rasche, C., & Rehder, S. A. (2018). Change management. UK: Kohlhammer.

ORGANISATIONAL BEHAVIOUR 10
Lines, B. C., Sullivan, K. T., Smithwick, J. B., & Mischung, J. (2015). Overcoming resistance to
change in engineering and construction: Change management factors for owner
organizations. International Journal of Project Management, 33(5), 1170-1179.

ORGANISATIONAL BEHAVIOUR 11
Appendix: Gantt chart
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
communicate the vision
Empower others to act on the vision
Plan for and create short term wins
Consolidate improvements and
produce more change
Institutionalise new approaches
11/23/2018
12/1/2019
2/2/2019
4/3/2019
5/4/2019
6/5/2019
7/6/2019
8/7/2019
8
30
60
30
30
60
30
45
Gantt chart
Start Date
Duration (Days)