Managing Organizational Change: Skills, Strategies, and Impacts Report

This report analyzes organizational change management, focusing on the application of various organizational development skills and change strategies to address human resource issues and enhance employee performance. The report emphasizes the importance of people skills, such as effective communication and trust-building, and process skills, including updating outdated software, to improve employee productivity and reduce turnover. It recommends the use of Lewin's change model for short-term objectives, specifically addressing immediate issues, and McKinsey's 7-S framework for long-term strategies, focusing on key internal organizational factors. The report evaluates the positive impacts of these resources, including improved employee issue resolution and service quality, concluding that the integration of these strategies will significantly benefit organizational effectiveness. The report also provides an overview of the different change models and frameworks that should be initiated in order to mitigate the issues in the workplace. It is discussed that people and process skills should be initiated to enhance the employee performance and productivity along with improving the software process in the workplace. In addition, it is also discussed that Lewin change model and McKinsey’s 7s framework should be used for short term and long term factors respectively.

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Managing organizational change
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Abstract
This report discussed about the different organizational development skills that should be
initiated in order to mitigate the stated issues. It is discussed that people and process skills should
be initiated to enhance the employee performance and productivity along with improving the
software process in the workplace. In addition, it is also discussed that Lewin change model and
McKinsey’s 7s framework should be used for short term and long term factors respectively.
There are numbers of favorable impacts identified that can be gained from the resources in this
paper.

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Introduction
In respect to the human resource management issues being faced in the workplace, it is
important for the executives to initiate the organizational development process skills. This is due
to the reason that with the help of the organizational development process skills, employees can
be managed in the most effective manner along with the fulfillment of the expectations of them.
On the other hand, this should also be noted that with the help of the organizational development
process skills, change process can be implemented with the lower probability of resistances
(Ellinger & Ellinger, 2014). However, the initiation of the organizational development skills will
be different in different business situations and thus the external and internal business factors
should be considered.
This paper will discuss about the best organizational development process skills that will
be effective in solving the human resource issues stated in the case. The organizational
development process skills will be developed in such a way that it will solve the issues and
reduce the resistances from the existing employees. In addition, change strategies will also be
discussed for both short term and long term objectives along with the evaluation of the impacts
of the resources. It is expected that the discussed strategies will have the maximum benefits for
the organization.
Determination of the organizational development process skills
One of the major organizational development skills that should be applied is the people
skills. This is due to the reason that human resource based issues can be mitigated with the help
of the effective people skills. This will include enhancement of the employee productivity and
trust. In the case, it is stated that the company is facing the issue of high turnover, which can be

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formulated as the fact that lack of trust is present between the employees and the managers
(Lozano, 2014). In this case, if the trust of the employees can be enhanced, then they will feel
more comfortable in communicating their issues to the managers and can get solved. On the
other hand, people skills include effective communication process, which can help the employees
in sharing their issues with the executives and the top level managers can share their vision with
their subordinates. This process will ensure that employee productivity and performance along
with the reduction in the turnover rate of them. On the other hand, process skills should also be
initiated, which will include the change of the outdated software being used in the workplace. It
should be noted that process skills should be initiated based on the feedback of the involved
stakeholders including the lower level employees (Yang, Huang & Hsu, 2014). This is due to
reason that if the new processes can be implemented on the basis of employee feedback, them
the probability of resistances will be less. Training and development techniques can also be
effective in reducing the stress and job pressure from the employees. This is due to the reason
that with the providence of proper training and development facilities, employees will be more
equipped and skilled in dealing with different work based challenges (Li et al., 2014). The more
skilled and equipped will be the employees in regards to their respective job roles, the lower will
be their stress level in dealing with.
Determination of the change strategies
There are different changes strategies can be initiated considering both the short term and
long term factors. In terms of the short term factor, it is recommended that Lewin change model
will be effective due to the reason that the three steps of this model can be implemented for
gaining short term benefits. For example, it is stated that employee turnover is more that denotes
that their issues and challenges are not getting solved. According to the Lewin change model, the

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first is the unfreezing of the organizational process and identification of the areas of
improvement. Thus, in this case, major issues of the employees should be identified and the
change process should be implemented accordingly (Hussain et al., 2018). This will help to
reduce the resignation rate of the employees during the change process implementation. In
addition, the refreezing process of organizational process should involve the feedback generation
mechanism in order to manage the future resistances.
In terms of the long term change strategies, it is recommended that McKinsey’s 7 step
model should be used. This is due to the reason that this model considers the elements, which are
the key internal organizational factors. Thus, amending them will provide long term benefits and
will help to enhance the effectiveness of the processes that are causing issues in the organization
(Ravanfar, 2015). Thus, it can be concluded that these two change strategies will be effective in
meeting the short term as well as the long term goals.
Evaluation of the impacts of the resources
One of the major impacts of the resources will be the resolution of the issues of the
employees. This is due to the reason that if all the human resources can be involved in the
change process, then the identification of the issues will be more effective. Based on the
limitations and issues being faced by the employees, change process implementation will help to
reduce the level of resistances. On the other hand, process updates will help in improving the
service quality that will further increase the effectiveness of the employees. Thus, it can be
concluded that the identified resources will majorly have favorable impacts on the organizational
effectiveness.
Conclusion

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Thus, it can be concluded that people and process skills should be initiated in terms of the
organizational development skills. With the help of the people skills, employee management
process will become effective and with the help of the process skills, software issues in the
company can be mitigated. It is also discussed that each of these organizational development
skills will have positive impacts on the workplace. This paper also recommended that Lewin
change model should be initiated for the short term factors while McKinsey’s 7s framework
should be implemented for the long term factors.

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Reference
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Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's
change model: A critical review of the role of leadership and employee involvement in
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Li, Y., Chen, H., Liu, Y., & Peng, M. W. (2014). Managerial ties, organizational learning, and
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Lozano, R. (2014). Creativity and organizational learning as means to foster
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Ravanfar, M. M. (2015). Analyzing Organizational Structure based on 7s model of
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