Change Management Activities and Performance Indicators Report

This report delves into the intricacies of change management within an organization, emphasizing the shift from individualistic to collaborative work styles and from a market to a clan culture. It outlines the adoption of Lewin's change management model, encompassing unfreeze, change, and refreeze stages, supported by training and mentoring to mitigate resistance. The report details the change management process, involving key stakeholders, and highlights performance indicators tied to each stage, spanning a six-month period. Furthermore, it stresses the significance of aligning performance indicators with organizational strategies, policies, and the implementation of a situational leadership style to achieve desired outcomes, ultimately aiming to enhance productivity and profitability. The report concludes with a reiteration of the importance of considering these factors in change management initiatives to achieve organizational objectives.

INFLUENCE AND
LEAD CHANGE
Change Management Activities And
Performance Indicators

INTRODUCTION
 The process of change management had
become an integral one from the
perspective of the contemporary business
corporations (Holten and Brenner 2015).
 Business corporations need to take into
account their organizational policies,
strategies, vision, mission and others for
the formulation of different kinds of
changes (Van der Voet, Kuipers and
Groeneveld 2016).
 They are also required to take the help of
different performance indicators for
monitoring the changes

ORGANIZATIONAL STRATEGIES,
POLICIES AND PLANS
 Cost leadership and product
differentiation are the strategies which is
being followed by my organization.
 The major objective behind the usage of
these strategies to offer the best quality
products or services to the customers at
the lowest possible prices.
 The organization follows the policy of
satisfying the employees to enhance their
productivity
 The organization is presently planning to
acquire a new business for the
enhancement of the scope of its business

OVERVIEW OF THE
CHANGE
 The organization intends to change
the working style of the workers
from individualistic working style to
collaborative working style
 In order to support this change in
working style, the organization also
intends to change its organizational
culture from market culture to clan
culture
 Substantial changes in the
management and leadership style
would also be undertaken

CHANGE MANAGEMENT
MODEL
 Lewin’s change management model
would be used for the implementation of
the identified changes
 The organization would follow its three
important stages, that is, unfreeze, change
and refreeze (Van Rossum et al. 2016)
 Adequate coaching, mentoring and
training would be offered to the
employees to overcome the resistance
from them
 The reasons for the implementation of the
change and its likely benefits would also
be explained to them

CHANGE MANAGEMENT
PROCESS
 The change management process
would be used keeping in
perspective the organizational
strategies, policies and plans
 The Board of Directors, Managers,
Leaders and others would also be
involved in the process of change
management
 Effective monitoring or control
measures would be used to ensure
the success of the change which is
being implemented

PERFORMANCE
INDICATORS
 Three performance indicators on the basis of
the three stages of Lewin’s change management
model have been used.
 The first stage would be completed in the first
two months
 The second stage would be completed in the
next three months
 The third stage would be completed in the last
one month
 The duration of the entire process would be
from 1st February 2019 to 1st July, 2019
 Furthermore, the effective change in the
working style and the culture of the
organization are two other indicators which
would be used.

CREATION OF POSITIVE
PERFORMANCE INDICATORS
 The three performance indicators have
been formulated on the basis of the
goals or the objectives that the
organization is trying to achieve through
the implementation of the concerned
change
 The first positive indicator would be a
change in the working style of the
employees
 The second positive indicator would be
a positive change in the organizational
culture from market culture to clan
culture

PERFORMANCE INDICATORS AND
ORGANIZATIONAL FACTORS
 It is necessary for the organization to
embed the performance indicators with
the organizational strategies, policies
and plans
 This will enable the organization to
achieve the goals or objectives with
which the concerned change was
formulated in the first place
 The change which would be
implemented had been formulated
keeping into perspective the desire of
the organization to enhance its
productivity and profitability

PERFORMANCE INDICATORS AND
ORGANIZATIONAL FACTORS (CONT.)
 Effective leadership style, that is,
situational leadership style would
be followed for the purpose of
embedding the performance
indicators with the organizational
factors
 This is also likely to help the
organization to get the desired
result from the implementation of
the change

CONCLUSION
 The process of change
management helps the
organizations to implement the
necessary changes within their
workplace
 These are intended to help the
organizations to achieve their
organizational or business goals or
objectives
 Thus, it becomes important for the
organizations to take into account
these factors during the process of
change management.

REFERENCES
 Van Rossum, L., Aij, K.H., Simons, F.E., van der Eng, N.
and ten Have, W.D., 2016. Lean healthcare from a change
management perspective: the role of leadership and
workforce flexibility in an operating theatre. Journal of
health organization and management, 30(3), pp.475-493.
 Van der Voet, J., Kuipers, B.S. and Groeneveld, S., 2016.
Implementing change in public organizations: The
relationship between leadership and affective
commitment to change in a public sector context. Public
Management Review, 18(6), pp.842-865.
 Holten, A.L. and Brenner, S.O., 2015. Leadership style
and the process of organizational change. Leadership &
Organization Development Journal, 36(1), pp.2-16.