Report on Leading and Managing Organizational Change Initiatives

This report delves into the complexities of leading and managing organizational change, examining the effects of change on individuals and teams, and addressing potential resistance. It analyzes the implementation of multitasking, the introduction of smaller teams, and the upgrading of computer systems within organizations. The report provides recommendations for managers, including coaching on planning and managing initiatives, and strategies for dealing with employee concerns and resistance. Cost-benefit analyses are conducted to assess the feasibility of proposed changes, and change management project plans are outlined to ensure successful implementation. The importance of communication, collaboration, and consultation with stakeholders is emphasized throughout the report.

Running head: LEAD AND MANAGE ORGANISATIONAL CHANGE
Lead and manage organizational change
Name of the Student
Name of the University
Author Note

LEAD AND MANAGE ORGANISATIONAL CHANGE
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Task1
Question 1: Effect of the change on individuals. Effect of the change on the team. Team
members concern. Advice to deal with the concern.
The effect of introducing multitasking in the organization will be a beneficial for the
individuals since they will get more job satisfaction and the will be more flexible. They will
also experience high growth in their career (DeVaro et al., 2015).
The effect of the change on the Ryan’s team as a whole will boost up the confidence
among the team members to take up newer challenges, projects and take on more
responsibilities and decisions in their job role.
Ryan should ensure that all the employees of his department gets equal opportunities.
Regarding their concerns, he should take note on health, safety, dignity and welfare of all the
employees working in his department.
Question 2: The major resistance points/obstacles to the change. Measures to handle
them.
Multitasking may seem to be an advantage in an organization but in the long run
performing constantly at several tasks generally leads to a major drop in the level of
productivity (DeVaro et al., 2015). Some of the bad effects of multi-tasking is:
Lack of Focus- Employees tend to lose the focus required to complete a task while working
on several tasks at the same time.
Impairment of Memory-Multitasking generally leads to over stimulation of the brain
functions and it leads to memory impairment.
Increase in Stress Levels- Stress levels increase when some individual attempts to work on
too many tasks at the same time.

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Ryan can reduce multitasking by suggesting the workers to do one task at a time, finish the
previous task before starting a new one, focus on the bigger tasks and eliminate unnecessary
interruptions.
Question 3: Recommendation.
As a manager to coach Ryan on how he should plan, introduce and manage this
initiative towards the organization, some steps should be followed. Ryan should note the fact
that the introduction of multitasking will hamper the productivity of his organization in the
long run. He should suggest his teams to follow some of the steps.
 Employees should not leave any email setting in the box.
 They should acknowledge the fact that multitasking is bad
 Employees should focus on the most important thing.
 Employees should always check their mail, if at leave should drop a mail of leave
previously.
 The team members should always maintain an organized web address.
 Employees should know their potential to work on difficult tasks.
 Employees should make it easy to get started
 Employees should structure their day to day work load and should keep multitasking
to a minimum (DeVaro et al., 2015).
Task 2
Question 1: Hall’s hierarchy and plan for the change.
Hall’s Hierarchy explains why Wendy’s team is resisting to adopt the changes.
According to the model of hall, there lies some of the major factors which affects an
employee mindset. Awareness, Information, Personal, Management of Changes at work,

LEAD AND MANAGE ORGANISATIONAL CHANGE
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Consequences or impact, collaboration and refocusing are the major points of the hierarchy
model (Wijaya, 2015). Employees of the organization tend to move forward or desires to
grow in a higher rank, they do not want to lower their position or enroll themselves in a
smaller team group where the chances of growth and recognition is comparatively less.
Besides, smaller group tends to draw more productivity from each and every employee of the
group which may affect some employees working patterns.
Question 2: Invitation for participation in designing changes.
Wendy wanted to introduce smaller teams to accelerate the productivity of the
organization and the enhance the skills of each and every employee and accelerate their work
flow (Lead and Manage Organizational Change, 2015). Wendy should invite her team to
participate in designing the changes since the team members are reluctant and stubborn to
follow the organizational change and introducing the change without the proper confirmation
and positive responses from the employees may lead to further issues in the job since this
would be imposing an order over them which they dislike.
Question 3: Dealing with Bruce
Bruce’s attitude has been stubborn and he was not at all ready to cope up with the new
organizational changes. He seemed determined not to co-operate and work in small team.
Wendy should have a one to one conversation with Bruce to understand his issues. Bruce has
been working in the organization for organization and it is important to understand his needs.
If he leaves the job, it can affect the company’s productivity. Wendy should make him
understand the chances of showcasing skills are higher if he works in smaller teams, besides
he will attain higher rate of job satisfaction.

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Question 4: Change management strategy.
Budget
Cost benefit analysis  Formation of smaller teams require
individual team equipment.
 The company will benefit from the
formation of smaller teams and the
profit level will increase (Burke,
2017).
Methodology for change
Risk analysis  They refused to accommodate the
revised team-based process.
 Risk for the company and the
Wendy since they are in the dilemma
whether the change will be
beneficial or not.
Program objectives/outcomes
Mitigation strategy  Recruitment of new employees for
the organization.
 Having a one to one discussion with
the old employees to make them
understand their growth in the
organization and their chances of
show-casing their skills.

LEAD AND MANAGE ORGANISATIONAL CHANGE
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 The company should focus on
developing an overall approach for
reducing any risk targeting the profit
of the organization.
Task 3
Question 1: Requirements to implement new changes. Necessities for this strategic and
operational change.
Ace Marketing has been in a stagnant position for many years due to cost constraints and
resistance to technology. With the growing market and tech savvy customers Ace marketing
has to make changes and upgrade its computer systems (Lead and Manage Organizational
Change, 2015).
Necessities for the major strategic and operational changes includes
 Performance gaps: With the growing competition, the performance of the company is
at risk
 Threats: Customers tend to prefer more tech savvy services.
 Existing policies: Changes in the existing company policies needs to be done.
 Practices: Practice of the archaic and traditional ways needs to be developed
 External environment: Existence in the market has been a tough competition.

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Question 2: Cost benefit analysis
Costs
New computer equipments
Number Item Details
Cost
each
Total
cost
10 network-ready PCs with supporting sofware 2450 24500
1 server 3500 3500
3 printers 1200 3600
cabelling and installation 4600 4600
sales support software 1500 1500
37700
Other Costs
Items Cost Total Cost
40 lost man days 200/day 73000
lost sales through disruption 20,000 20000
lost sales through inefficiency during first months 20,000/month 240000
333000
Total Cost: 37700+14800+333000=385500
Hence, Total Cost – Benefits= (385500-180000) =205,500. The total cost is greater
than the benefit hence the changes are really not required in the company.
Training Costs
Number Items Cost Total cost
8 Computer introduction 400 3200
8 Keyboard skills 400 3200
12 sales support system 700 8400
14800
Benefits Estimates
Tripling of mail shot capacity 40000
Ability to sustain telesales campaigns 20000
Improved efficiency and reliability of follow up 50000
Improved customer service and retention 30000
Improved accuracy of customer information 10000
More ability to manage sales effort 30000
180000

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Question 3: Change management project plan.
Key activities
Developing communication  Proper communication for
development
 Collaborative work structure
Arranging and managing activities to
deliver
 Computer and technology will
increase the sales figure and the
profit margin of the company.
 Higher quality and reliable services
to attract more customers
Project plan action  Need to recruit more sales personnel
who have sound knowledge of
computer.
 Increase the team size
 Installation of new computers and
servers required
 Training schedule to be organized
for existing employees
Question 4: Consultation for the input in the changed process.
Team Members Members should get trained and have
efficient knowledge about technology to
deliver high quality services to the

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customers (Lead and Manage
Organizational Change, 2015)
Stake holders They can be requested to invest on the
company showing them the expected profit
line after the development.
Specialists and experts Should cope up with the tech savvy
environment

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References
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
DeVaro, J., Kim, J. H., Wagman, L., & Wolff, R. (2015). User Motivation and the Effects of
Multitasking: An Analysis of an Online CQA Forum.
Lead and Manage Organizational Change. (2015) (1st ed., pp. 1-6). Retrieved from
http://myassignment.help.com.5.s3.amazonaws.com/1998261_218050137_image-
7188.jpg
Wijaya, B. S. (2015). The development of hierarchy of effects model in
advertising. International Research Journal of Business Studies, 5(1).