Change Reorganization Report: Procedures for Pegasus Department Heads

This report provides a structured framework for change reorganization designed for the department heads of Pegasus. It begins by identifying the need for reorganization based on current objectives, gaps in performance, and data collection methods. The report then outlines the process of identifying new operational frameworks, including evaluating new functions, considering leader-employee relationships, and establishing clear communication channels. It details the development of new policies, employee characteristics, proposal development with timelines, and the evaluation of new positions and training needs. A clear communication plan is developed, focusing on stakeholder communication, framework updates, employee feedback, and external communication strategies. The report recommends the Lewin's Change Management Model, emphasizing constant communication, dispute elimination, team motivation, and team building. The report concludes by referencing key sources on change management and organizational restructuring, offering a practical guide for effective organizational change.

Change Reorganization
Name
Institution
Date

Introduction
 Change reorganization is the process by which an organization decides to change its
structure for various purposes that are of interest to the company (Aladwani, 2001).
 There are several reasons for change reorganization such as financial bankruptcy to
poor management among other cases like enhancing efficiency, cutting cost and re-
positioning (Mento, Jones & Dirndorfer, 2002).
 The following is change design structured for the department heads of Pegasus aimed at
laying out the required procedures for effective change reorganization.

Problem Identification
 Evaluating the need to reorganize an organization based on the current objectives
(Carter, 2008).
 An institution considers gaps in that can be filled to enhance performance.
 Various methods of collecting information such as interviews are used to collect
information (Lynch & Mors, 2018).

Identify new framework of operation
 Evaluate the new function and duties in the new setting (Bartlett, 2017).
 Consideration of relationships between leaders and employees.
 Determination of clear communication channels.
 Development of new policies that support the new framework.
 Determining characteristics of employees with respect to attaining the new structure
(Keil & Ndou, 2016).

Proposal development
 Timelines.
 Considering reasons for reorganization.
 Consideration of the impact before implementation and after
 Laying out positions and tasks for new positions (Dhir, 2019).
 Evaluate the needs for new positions.
 Matching job description with new tasks.
 Evaluate the need for training.
 Laying out clear roadmap for the new strategy (Downing, 2016).

Developing clear communication plan
 Determine the stakeholders and the need for them to be communicated
 Develop a framework that will review and update communication.
 Periodically communicate to staff with respect to implementation progress.
 Structure communication fro external use (Hayes, J. (2018).
 Brainstorm regularly to collect feedback from employees.
 Motivate team members to contribute to the framework.
 Provide suggestion box for purposes of seeking additional information

Appropriate change model for Pegasus
 Constant communication.
 Eliminates disputes.
 Motivate team members to take action.
 Encourages team building (Lewin's Change Management ModelUnderstanding 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.
 Lewin's Change Management ModelUnderstanding the Three Stages of Change. (n.d.). Retrieved from
https://www.mindtools.com/pages/article/newPPM_94.htm
 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.