Lakeland Wonders: A Report on Change Management Strategies

This report analyzes the change management strategies implemented by Cheryl Hailstrom, CEO of Lakeland Wonders. It examines the nature of organizational change, the CEO's approach, including strengths like the growth plan, bonus scheme, and recruitment plan, while also pointing out weaknesses such as her leadership style, communication, and teamwork. The report applies change management concepts, including Lewin's Change Model, Van de Ven and Poole's framework, Alvesson and Karreman's metaphors, and Allen, Maguire, and McKelvey's organizational complexity. It also discusses alternative change management approaches that could have been beneficial, and concludes with a summary of the findings, highlighting the importance of effective change management for achieving organizational goals.

Running head: CHANGE MANAGEMENT 1
Change Management
Student’s name
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Executive summary
This report provides an analysis of the nature of organizational change into account while taking
in to account the reasons for this change. The report also analyses the extent to which the change
management approach adopted by Cheryl Hailstorm, CEO of Lakeland wonders, is appropriate.
In addition, it discusses the gaps in her change management approach. In this report, four change
management concepts have been applied. Lewin Change Model, Van de Ven and Poole's
framework of change, Alvesson and Karreman's metaphors of change and Allen, Maguire and
McKelvey's organizational complexity. The report also discusses the alternative change
management approach that could have been appropriate.

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Table of Contents
Introduction..................................................................................................................................3
Nature of organizational change..................................................................................................4
Types of organizational change...................................................................................................4
Analysis of Cheryl Hailstroms management approach................................................................5
Strengths.......................................................................................................................................5
Weaknesses..................................................................................................................................6
Lewin’s change management model............................................................................................6
Van de Ven and Poole's framework of change............................................................................7
Alvesson and Karreman's metaphors of change framework........................................................8
Conclusion...................................................................................................................................8
References..................................................................................................................................10

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Introduction
Organizational change refers to an alteration in the work environment of the organization.
It affects the existing the physical balance, the organization’s structures, job design and even
human relations in the organization.
Change management refers to a systematic approach aimed at the transformation of an
organization’s goals, processes or technology for the purpose of implementing strategies for
effecting, controlling and helping people adaptive to change.
Nature of organizational change
1. Change is systematic: this means that any change effected in an organization has to be
methodical and implemented by following an already fixed plan or laid out procedure.
This addresses all potential issues that may arise because of the change.
2. Change requires long-term commitment: changes in an organization do not take place
overnight. A long period of time is necessary to ensure that employee attitude and
behavior is positive and the change strategies are successful (Georgalis & Samaratunge,
2015, p.101).
3. Organizational change is a continuous process: It involves strategies for continuous
reassessments on the effects of such change and strategies for receiving feedback.
Types of organizational change
i. Planned change: refers to the deliberate design and implementation of a structural
innovation, a new policy or goal, or a change in the operating philosophy, climate or
style. There’s an already designed plan that’s followed during implementation and thus
mitigates the risk of failure.
ii. Technology related changes refer to all knowledge that provides new ways of doing
things which includes inventions as well as techniques used when designing,
manufacturing, and distributing products. They increase the efficiency of a process that
results in an increase in output. Technological changes are applied to achieve a desired
level of growth.
iii. Task changes are those that determine which tasks are required to achieve an objective.
They usually focus on the internal motivation to work as well as the quality of work

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(Carnall, 2018, p.113). It is important to match people with tasks which match their
individual strengths.
iv. Structural changes redefine the nature of relationships which include: changes in the
hierarchy, line staff and functionality. They affect the formal reporting relationships,
interactions as well as their informal relationships (Elsmore, 2017).
v. People related changes are those that involve people’s skills and behavior. The extent of
such changes usually depends on the type of change as well as the behavior of individuals
in the organization (Greenberg, 2014) e.g. Technology usually requires changes to
personnel who can successfully apply the new technology.
Analysis of Cheryl Hailstroms management approach
Strengths
Lakeland wonders CEO, Cheryl hailstorms approach to change was appropriate to the following
extent.
1. Growth plan
The company has new investors who also have a seat in Lakeland wonders board of
directors. They had great expectations and had set aggressive growth targets for Cheryl and her
team. They had no choice but to pursue these targets. The CEOs plan is to venture into a new
market segment by signing with Bull's Eye Stores. This is a midmarket segment that the
company doesn't operate in. there are key indicators which support her plan as well as part of her
management team, finance, marketing and sales, being behind her plan.
2. Bonus scheme
Cheryl had proposed a bonus scheme to the union in order to increase cycle times by her
employees. She recognized that they ended their days as soon as their scheduled shifts were over.
This bonus scheme proposal had both the interests of the company as well as the employees in
mind. There would be financial gains for employees as well as efficiency savings made by the
company from the improved performance. This would also serve to increase the employee's
morale in the workplace.
3. Recruitment plan

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The CEO recognizes that her current team does not have the necessary expertise to take
over the new product development. She plans on recruiting CecilFleming because she has the
expertise in overseas sourcing as well as share the same enthusiasm in the tasks at hand.
4. Switching to better strategic partners
Cheryl recognized that the local design team that the company used wasn't capable of
top-notch work. She was considering using larger, well known and award winning design
company (Sampsen Design). Cheryl as a CEO is uncompromising on the quality level expected
of the company.
Weaknesses
Despite all these positive actions from Cheryl as a CEO, she has the following shortcomings:
1. Leadership style.
She needs to put an emphasis on motivating, inspiring or persuasion when dealing with
her employees. Her current style of leadership may be interpreted by some of her employees as
intimidation and coercion on her part (Holten & Brenner, 2015, p.9).
2. Communication.
There’s a lack of proper communication from Cheryl to her management team about her
vision of expansion, their needs as well as her expectations of them. This will be the ground
work which will be the basis of them working together effectively.
3. Teamwork.
Cheryl needs to adopt a teamwork approach towards problem solving. She should take in
to account the views of other managers, e.g. the manufacturing manager, Mark, who has always
delivered for her in the past. Also, she should’ve consulted the employee’s union before
proposing the bonus scheme (Hayes, 2018).
Since Lakeland wonders is a very old company that the employees relate to very closely,
Cheryl would have been better suited to apply Lewin’s change management model.
Lewin’s change management model
This model was developed in the 1950’s by Kurt Lewin and involves three main stages:

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1. Unfreeze
This involves getting the organization prepared for the change. It explains to the
employees why change is necessary for the organization. It helps break the status quo as well as
minimizes resistance to change from the employees (Cummings & brown, 2016,P. 47)
2. Change
This is the transitioning phase. It takes time as people embrace new procedures,
developments and changes. The managers need to reassure the employees about the importance
of these changes. Communication and time are crucial at this stage.
3. Refreeze
Here, change has been accepted and embraced by all stake holders. The company is
stable again and things are back to their normal routine. Employees are confident and
comfortable with the acquired changes.
Van de Ven and Poole's framework of change
Van de Van and Poole framework interprets the change process which conceives the human
organizational set up. The authors described the changes in four different theories. Life cycle
theory talks about the events and progress which can be the linear or sequential format. Change
in the life-cycle process can be anticipated in a logical way with some of the logical
constructions. In addition, as stated by Van de Ven & Poole, (1995), evolution theory states that
change can be understood by the wider backdrop where the events can be stated as competitive
survival. Cheryl Hailstrom wanted to change within the organization where she believed that
natural selection of organizational process is inherent. She wanted to change the process of
manufacturing by decreasing the import. Dialectic philosophy describes change as the existence
to be shaped by the conflict and opposition where the people find the contradiction in a natural
state. Cheryl Hailstrom needs to think the context of change in thesis, antithesis-synthesis
process. Moreover, Teleology means the change which is enacted by the process of the goal-
setting method where the organization can function to adapt to the changes which are the
requirements in the give time frame. Cheryl Hailstrom had identified the cooperation and
building of trust in the change process. Cheryl Hailstrom should understand what has gone prior
and she must build the change based on the actions adapted.

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Alvesson and Karreman's metaphors of change framework
Alvesson and Karreman discussed the journey of leadership and the authors discussed the
process of change in the problematic domain. The authors further stated that empirical material
constructed the form which can bring the strong impetus and the metaphor is quite uncommon
for the contemporary research process. The authors described that mystery construction which is
quite uncommon in the change of the business. The mystery is not the temporary factor in the
business (Alvesson & Kärreman, 2007). The authors described the change in constructive
perspective. Cheryl Hailstrom’s change process can be described as social construction as he
understands the change between the surroundings and the human resources.
Allen, Maguire and McKelvey's organizational complexity
This concept of organizational complexity provides the review of the innovation literature as the
special focus is on the complexity perspective. The authors clarified the concept of the business
complexity and they explore the possible points with added value gained from the complexity.
Complexity science is useful to discuss the communication of the organization and the change
communication (Allen, Maguire & McKelvey, 2011). The self-organising concept of the group
creativity can be discussed with assessing organizational change which can promote the
organizational change. Cheryl Hailstrom's change is associated with the organizational
development and she did not avoid the complexity theory as lack of theoretical coherence can
lead to failure of the tasks. First, Cheryl Hailstrom needs to identify and untangle the complexity
of the organizational change. Cheryl Hailstrom can assess the value of change so that the staffs
can investigate the development of the organization.
Conclusion
Change management ensures that the implementation of change is thorough and smooth
and that all the expected targets have been achieved. There’s focus on the wider impacts
especially on individuals, relationships, policies and strategies in the organization. This means
that change management is very broad and approaches towards it vary from organization to
another as well as from project to project.

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Reference List
Allen, P., Maguire, S & McKelvey, B., (2011). The sage handbook of complexity and
management. London: Sage Publications.
Alvesson, M., & Kärreman, D. (2007). Constructing mystery: Empirical matters in theory
development. Academy of management review, 32(4), 1265-1281.
Carnall, C. (2018). Managing change. Abingdon: Routledge.
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.
Elsmore, P. (2017). Organizational Culture: Organizational Change?: Organizational Change?.
Routledge.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process characteristics
and resistance to organizational change: The role of employee perceptions of
justice. Australian Journal of Management, 40(1), 89-113.
Greenberg, J. (2014). Behavior in Organizations: Global Edition. Pearson Higher Ed.
Hayes, J. (2018). The theory and practice of change management.
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), 2-16.
Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in
organizations. Academy of management review, 20(3), 510-540.