Change Management Report: Strategies for Successful Change

This report provides an overview of change management principles, focusing on leadership roles, employee reactions, and strategies for successful implementation. It begins with an introduction to Pegasus Transportation, highlighting its mission and vision. The report then delves into the crucial role of change leaders in creating and communicating a vision for change, ensuring resources are available, and facilitating employee understanding and adoption of new techniques. It explores various employee reactions to change, including fear, resentment, neutrality, and enthusiasm, and outlines strategies to manage these reactions, such as explaining the process, equipping employees with necessary skills, and engaging them in the change process. The financial impact of these emotional reactions is also discussed, emphasizing the potential for financial losses if change is resisted, as well as the costs and benefits associated with successful implementation. The report concludes with recommendations for successful change management, including employee training, ownership of the change process, and collaboration between employees and managers. An action plan is proposed, emphasizing the empowerment of employees as change leaders. The report is supported by references to relevant literature and resources.

Change Management
PEGASUS

Introduction
 Pegasus delivers the best transportation services to its client.
 The company makes sure that transportation services are quick and on time.
 Customers who choose the company are benefited with best services of
transport and delivery.
 The company stands by its promise of cooperation, collaboration, commitment,
and speed. The logistics services are designed to get loads of customers to be
delivered on time.
 Direct freight services are also provided by the company with the same speed
and safety.
 The drivers of the company are well trained and dedicated to their work. They
are capable of handling all sorts of challenges that come to their way.

Introduction
 Mission
The mission of the company is to successfully integrate technology,
process, and talent of employees, to exceed the expectation of its
customers. The culture of the company revolves around continuous
improvement.
 Vision
The company envisions to be the leader in the industry by exceeding the
expectations of customers and delivering the best services that it could.

Change leaders
Change Management and Role of Change Leaders
 To manage changes, leaders play an important role.
 Leaders create a change vision. This vision is shared among all employees.
 A leader makes sure that change management is being implemented with the
resources available within the organization.
 A transformation leader is one who brings out changes in organization in a way that
employees and organizations are benefited ultimately benefiting customers.
 A change leader helps his employees understand and adopt the new change.
 He trains employees to enable them to understand new techniques and technologies.
 A good leader does not dictate. Instead, he helps his subordinated to absorb the
proposed change (Al-Ali, 2017).

Reaction to change process
Reactions
 Fear: Employees’ are scared that the change will affect their job security and
the role that they currently assume. They feel that the change process will
take away their existing benefits and designation.
 Resentment: employees might show anger and resentment to change. They
might feel that they are not prepared for the change and the change will
take away their job role ( Illumine Ltd, 2014).
 Neutral: some employees might stay neutral to the change proposed.
 Enthusiasm: some employees might get excited about the proposed change.
They might feel that the change will bring in additional perks and job
experiences to them (Travis, n.d.).

Strategies to Manage Reaction
to the Change Process
 Explaining the process: employees deny the changes because they are unaware of
how the change will take place and what impact it will create. Educating employees
about the change process, how it will take place and how it will benefit the
organization and its employees, will create more acceptance to the change (Tams,
2018).
 Equipping for the change process: employees do not want the change to be
implemented because they are not equipped to handle it. Job role and positions
might change as the result of the change process. Training programs can help
employees to cope up with the proposed changed and new roles assigned.
 Engaging: employees are the ones who are most affected by the change process.
Involving employees in the change process and accepting their ideas will help them
to own the change process and to be easier towards the change to be implemented
(HR Landscape Pty Ltd, 2017).

The Financial Impact of
Emotional Reactions
 Resentment and anger to change might resist the change process. Most of
the times organizations go through change process because they are
suffering from losses due to outdated practices prevailing in the organization.
If employees’ do not respond to the changes, an organization may continue
to suffer from losses.
 Implementing the change process requires time and money. Training
programs arranged for teaching new skills require budget and financial
resources. Restructuring requires financial resources. Thus, change may incur
time and money to be implemented.
 However, if a change process is successfully implemented it may bring huge
revenues in the future thus, outweigh the cost of implementing change
management (Gleeson, 2017).

Recommendations
 Before implementing the change employees should be trained to learn
the new job role
 Employees must own the change process
 Employees should be ensured that the change will benefit employees in
many ways
 Employees and managers must work together to implement the
change.

Action plan
 Employees might be resistant to the change process.
 Before change is implemented, the managers will treat their employees
as the leaders of the change.
 They will be empowered to bring changes in their own specific areas
ideas.
 The will sit along with the managers to discuss the change process.
 In this way, employees will own the change process and they will act as
the catalysts of the change.

References
 Illumine Ltd. (2014, January 14). 4 Common Reaction to Organizational change. Retrieved from https://www.illumine.co.uk/2014/01/common-
reactions-of-employees-when-organisational-changes-take-place/
 Al-Ali, A. A. (2017). Change management through leadership: the mediating role of organizational culture. International Journal of
Organizational Analysis, 25(4).
 Astley, G. W. (1984). “Structural sources of intra-organizational power: a theoretical synthesis. Academy of Management Review, 1, 104-116.
 Gleeson, B. (2017, June 25). 1 Reason Why Most Change Management Efforts Fail. Retrieved from
https://www.forbes.com/sites/brentgleeson/2017/07/25/1-reason-why-most-change-management-efforts-fail/#57238ecb546b
 HR Landscape Pty Ltd. (2017, September 6). Approaches to managing reactions to change. Retrieved from
https://www.thehrlandscape.com.au/approaches-to-managing-reactions-to-change/
 Pegasus Transportation Inc. (2019). About us. Retrieved from http://www.pegasustransinc.com/
 Schaffer, R. H. (2017, October 26). All Management Is Change Management. Retrieved from https://hbr.org/2017/10/all-management-is-
change-management
 Ramirez, E. B. (2014). The inner circle: How politics affect organizational climate? Journal of Organizational Culture, Communication, and
Conflict, 18(1), 65-88.
 Tams, C. (2018, January 26). Why We Need To Rethink Organizational Change Management. Retrieved from
https://www.forbes.com/sites/carstentams/2018/01/26/why-we-need-to-rethink-organizational-change-management/#3d23df6ae93c
 Travis, E. (n.d.). Employee Reactions to Organizational Change. Retrieved from Chron.com: https://smallbusiness.chron.com/employee-
reactions-organizational-change-17732.html