Pegasus Department Heads: Change Reorganization Comprehensive Report

This report provides a detailed analysis of the change reorganization process at Pegasus Department. It begins with an introduction defining change reorganization and its importance, followed by an examination of the need for change, including determining reasons for change and data collection methods. The report then outlines new operational procedures, including defining duties, evaluating relationships, structuring communication, and matching employee skills. It also outlines a new approach, including proposal development, impact assessment, and training. The report further explores communication channels, including evaluating stakeholders and providing consistent information. It also addresses overcoming resistance through honesty and demonstration of benefits. Finally, the report presents a change model design for Pegasus, emphasizing consistent communication and conflict resolution, and references relevant literature on change management.

Pegasus Department Heads
Change Reorganization
NAME
INSTITUTION
DATE

Introduction
 Change reorganization is complete turnaround from the activities that a company used to
undertake to new framework of operations (Aladwani, 2001).
 Businesses decide to alter their operation activities as a result of low performance that
requires change to be implemented. Sometimes change is carried out to improve
processes, reducing cost and targeting new markets (Mento, Jones & Dirndorfer, 2002)
 The following process reflects a breakdown of activities that Pegasus Department requires
to carry out change in an organization.

Need for Change
 Determining the reasons why change is required based on current performance (Carter,
2008).
 A business is mandated to address problems that will result to turnaround on operational
activities.
 The institution is expected to use various methods of collecting data in the workplace to
effect change (Lynch & Mors, 2018).

New procedure of operation
 Define clear duties and new arrangement of the organization (Bartlett, 2017).
 Evaluating impact of relationships with respect to change.
 Structuring of clear communication platforms for employees.
 Drafting new rules and regulation that will govern relationships in the new setting.
 Match employees’ skills to qualified positions in the new framework (Keil & Ndou, 2016)

Outlining new approach
 Develop a proposal that included schedule plan of activities.
 Stating clear reasons that warranty change.
 Foresee the implementation of all new activities.
 Describing new positions and new procedures (Dhir, 2019).
 Determine the impact of new strategy.
 Match Job titles with corresponding tasks in new organization.
 Offer training services to facilitate change.
 Outlining step by step process for change (Downing, 2016).

Communication Channel
 Evaluating interested parties and how to structure information for them about change.
 Communicating to people affected by change and updating them frequently.
 Ensure that that there is clear and consistent information.
 Develop communication for external stakeholders (Hayes, J. (2018).
 Allow feedback and opinions from people affected by change (Locker & Kaczmarek,
2009).
 Encourage employees to share ideas by structuring frequent meetings.

Overcoming Resistance
 Being honest and clear asp possible with objectives.
 Make a formal announcement from decision makers.
 Show employees the benefits of change process.
 Use real demonstrations.
 Work to achieve small milestones at a time (Lynch & Mors, 2018).

Change model Design for Pegasus
 Consistent communication processes (Kirkman & Turk, 2002)
 Conflict resolutions processes.
 Inspire employees through practical examples (Build successful business teams (Lewin's
Change Management Model Understanding the Three Stages of Change. (n.d.).

References
Aladwani, A. M. (2001). Change management strategies for successful ERP implementation. Business Process management journal, 7(3), 266-275.
Bartlett, C. A. (2017). Multinational structural change: evolution versus reorganization. In International Business (pp. 259-283). Routledge.
Carter, E. (2008). Successful change requires more than change management. The Journal for Quality and participation, 31(1), 20.
Dhir, S. (2019). The changing nature of work, leadership, and organizational culture in future ready organizations. Corporate culture, Management,
Leadership, Job redesign, Organizational Behavior, Innovation, Change Management, Human Resources, VUCA.
Downing, J. (2016). Achieving Success in a Culture of Change: Reorganization and the Prospect of Positive Outcomes.
Hayes, J. (2018). The theory and practice of change management. Palgrave.
Keil, M., & Ndou, E. D. (2016). Human Resources Strategy and Change: Intervention on Leadership Development at the Department of Energy in
South Africa. Handbook of Human Resources Management, 1285.
Kirkman, J., & Turk, C. (2002). Effective writing: improving scientific, technical and business communication. Routledge.
Lewin's Change Management ModelUnderstanding the Three Stages of Change. (n.d.). Retrieved from
https://www.mindtools.com/pages/article/newPPM_94.htm
Locker, K. O., & Kaczmarek, S. K. (2009). Business communication: Building critical skills. New York, NY: McGraw-Hill Higher Education.
Lynch, S. E., & Mors, M. L. (2018). Strategy implementation and organizational change: How formal reorganization affects professional
networks. Long Range Planning.
Mento, A., Jones, R., & Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice. Journal of Change
Management, 3(1), 45-59.