[SOLVED] Plan Change - Management

Typed, single-spaced, one-inch margins all around (top, bottom, right and left)
Student name, assignment information, date in, and page number upper right-hand corner
Times New Roman 12 font
Headings to denote subject change in the paper
Article citation to be in APA style

Required articles from library electronic periodical databases – No textbook will be used
Atkinson, P. (2005). Managing resistance to change. Management Services, 49(1): 14-19.
Ford, J.D., & Ford, L.W. (2009, April). Decoding resistance to change. Harvard Business
Review, 87: 99-103.
Humphreys, J., & Langford, H. (2008). Managing a corporate culture slide. MIT Sloan
Management Review, 49(3): 25-27.
Kotter, J.P. (1998, Fall). Winning at change. Leader to Leader, 10: 27-33.
Kotter, J.P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review,
85(1): 96-103.
Kotter, J.P., & Schlesinger, L.A. (2008). Choosing strategies for change. Harvard Business
Review, 86(7): 130-139.
Loup, R., & Koller, R. (2005). The road to commitment: Capturing the head, hearts and hands of
people to effect change. Organizational Development Journal, 23(3): 73-81.
Schaffer, R.H. (2010, September). 4 mistakes leaders keep making: How to overcome deep-
seated obstacles to change. Harvard Business Review, 88(9): 86-91.12-*
Copyright © 2005 Prentice-Hall
Organizational Culture

The key characteristics that the organization values and that distinguish it from other organizations.

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What is Organizational Culture?
The set of important assumptions (often unstated) that members of an organization share in common.

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Culture

CULTURE IS TO HUMAN COLLECTIVITY WHAT PERSONALITY IS TO AN INDIVIDUAL

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Why is Culture Important?

Even firms doing well on traditional business criteria can stumble in blending their corporate personalities.

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Dimensions of Culture
Innovation and Risk Taking
Attention to Detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Nonstability

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Innovation and Risk Taking

The degree that employees are encouraged to be innovative and take risks

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Attention to Detail

The degree that employees are expected to exhibit precision, analysis, and attention to detail

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Outcome Orientation

The degree that management focuses on results rather than process used to produce those results

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People Orientation

The degree that management decisions take into account how people in the organization will be affected

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Team Orientation

The degree that work is organized around teams rather than individuals

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Aggressiveness

The degree that people are aggressive and competitive rather than easygoing

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Non-stability

The degree that organizational activities emphasize growth as opposed to maintaining the status quo

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Reasons to Strive for a Strong Culture

They are associated with high organizational performance.
Increased employee commitment and loyalty
Yield a sustainable competitive advantage

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Where Does

Culture Come From?

Founders hire and keep employees who think and feel the way they do.
Founders indoctrinate and socialize these employees to their way of thinking.
Founders act as role models.

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Copyright © 2005 Prentice-Hall
How is Culture Transmitted to Employees?

Stories
Rituals
Material Symbols
Language

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CMGT 597 – Organizational Change Planning
Winter Mini 2021 – 2022

Organizational Change Case Scenario

Rural Bank, Inc. (RB) is a $5 billion financial services organization. For the past 50 years, RB has focused exclusively on the lending of money to farmers and ranchers for the purchase of land and equipment (tractors, cotton pickers, etc.). They operate solely in Texas and have an office in every county within the Sate. The average office is staffed with four customer service representatives (CSRs) who perform the majority of clerical duties, and four loan officers who take credit applications, analyze them, and make loan decisions. RB is a traditional lending institution where current and potential customers drive to their local branch and request funds as needed. That is until now.
Growth in the agricultural sector has been nonexistent for several years. The truth is that the bank is in decline, as new business is roughly 5% of the asset base per year while payoffs result in nearly 10%. The firm must grow rapidly and consistently or the bankruptcy spiral will continue. The leadership team understands the dilemma and has made the decision to undertake the needed revolutionary (radical) change to position the firm for growth. In response,
YOU have been brought into the firm as a leadership team member to function as the change agent.

The situation is this – First, a new technology has become available (radical change is often initiated by innovation). It is credit scoring software. It is reasonably cheap and has proven reliable in predicting loan repayment and maintaining credit quality. After a review of RB’s current trends, it has been determined that 90% of current lending could be accomplished satisfactorily with the new software.
This software would assist in RB’s change from a traditional banking culture to that of a very proactive sales culture. No longer would loan officers sit behind desks and wait for loan requests. They would have company cars, laptops, portable printers, etc. In essence, they would now be money salespeople. Instead of passively waiting, they would be outside calling on potential clients in search of the desperately needed new business. Of course, such a dramatic cultural shift, predicated by the change, will have numerous implications for the company.
For one, the change means the structure must also change (The strategy must dictate the structure, not the other way around). With the new business model, there will be no need for an office in every county. In fact, the company expects to move from the current 254 offices to only 20 strategically located around the State, as customers will no longer be expected to come to their local office. Of course, this impacts personnel. In particular the number of CSRs will decline and many of those remaining will likely have to relocate to the new regional area offices.
The bigger impact, though, will be on the loan officers. Most have been witA Generic Organizational Change Plan Outline

(Based upon Kotter’s Perspective for Transformation)

I. Introduction

II. Executive Summary/Purpose/Goals
a. Include recognition of the need for change
b. Recognize need for a plan

III. Actions/Steps/Events that will Establish a Sense of Urgency Given the Organizational Culture

a. Analyze current and/or future market and competitive realities
b. Identify the opportunities and/or threats driving the need for change

IV. Actions/Steps/Events taken to Form a Powerful Guiding Coalition
a. Identify the key players needed to advance a change effort
b. Define the selection, structure, and relational characteristics of the team

V. Actions/Steps/Events to Create a Compelling Vision for Change
a. Create a vision for directing the change effort
b. Determine point A (where the firm is currently) and point B (where the firm desires to go)
c. Develop a timeline for the change journey

VI. Actions/Steps/Events to Effectively Communicate the Vision
a. How will communication take place? In what format and communication channel? (i.e., in person, by e-mail, by division, by focus groups, publicly, privately, etc.) How often and/or on what timeframe?
b. Who will be involved? How will they be selected? How will they be involved?

VII. Actions/Steps/Events to Manage Resistance to Change
a. Education and communication
b. Participation and involvement
c. Facilitation and support
d. Negotiation and agreement
e. Manipulation and co-optation
f. Explicit and/or implicit coercion

VIII. Actions/Steps/Events to Empower Others to Act on the Vision
a. Removing systems or structures that hinder the change project
b. Encouraging risk-taking and nontraditional ideas

IX. Actions/Steps/Events to Plan and Create Short-term Wins

a. Create visible performance improvements
b. Acknowledge and reward employees involved in improvements

X. Actions/Steps/Events to Consolidate Improvements and Produce More Change (i.e., advance the change project)

a. Use credibility from early successes to change additional systems/structures that do not fit the new vision
b. Develop employees/recruits who can implement the new vision

XI. Actions/Steps/Events to Institutionalize the New Approaches

a. Articulate the link between new behaviors/processes/structures and organizational success
b. Develop actions to ensure leadership development

XII. Actions/Steps/Events to Reevaluate Change

a. Evaluate critical success factors as control measures
b. Analyze the environment to determine if point B is still appropriate

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