aet560 w5 organizational_change_process_new_conclusion

Organizational Change Process

Catherine V. Harris

Brittany Morneweg

Kathy NieboerSeptember 08,

2015AET/560

Phyllis Carbonaro

(Google images, 2015)

Organization Overview

• Founded in 1902• Incorporated January 17,

1913• International in 1995• 2006 partnerships with

Sephora cosmetics

(Encyclopedia Britannica, 2015)

(Google images, 2015)

Scenario• Under previous

management, JC Penney’s production declined. New management has taken over anticipating immense changes.

• Change agents will be used to improve employee job performance and emphasize organizational success.

(Google images, 2015) (Mourdoukoutas. 2013)

Strategic Restructuring

• Goal - Regain employee/employer loyalty and trust through increased employee performance.

• Increase employee performance as a result of Change Agent instruction.

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Change Model

Lewin’s Change Management Model

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Theories of Practice

• “Effective change efforts are built on a drive to achieve outstanding performance” (Spector, 2013, p.155).

• Rationale: The success of the transformational period is directly correlated to employee performance.

(Spector, 2013, p.155)(Google images, 2015)

Theories of Practice

• “Effective leaders take specific steps to ensure communication transitions both upward and downward” (Spector, 2013, p.156).

• Rationale: Part of having an impact on change is creating open avenues of communication.

(Spector, 2013, p.156)(Google images, 2015)

Training Program

• Name of Instruction: Communication and Change • Length: 2-Day training for

4-Hours• Day 1: Effective

Communication• Day 2: Coping with

Change

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Training Program

• Objective 1: Employee communication will increase two to three times weekly between management and employee• Indicate appropriate

channels/mediums• Build communicative

rapport

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Training Program

• Objective 2: Employees will embrace coping skills allowing them to accept the organizational changes• Identify motivations• Exemplify importance of role

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Shared Diagnosis

• Identify barriers• Lack of trust in employee – manager

relationship• Decreased communication from

employees and management

• Develop solutions together• Employees new expectations• Training on effective communication

and coping with change• Assessments of training, increased

communication, and employee feedback regarding change

Shared Diagnosis

• Continuous improvement monitoring• Pre-assessment data from

shared diagnosis compared with formative assessments from training, summative assessments two weeks after trainings, and monthly pulse checks throughout this year.

Measuring the Change Process

• Interdepartmental Assessments• Creating focus groups• Monitor frequency of staff

meetings• Conduct independent

evaluations – what is considered good and bad communication on behalf of management and employees

Strategies• Overcoming resistance• Careful implementation of

transformational practices and changes

• Employee participation in changes and change process

• Management uses resistance as an opportunity to learn

• Creating commitment• Shared goals• Professional development

(Google images, 2015) (Spector, 2013, p.12-87)

Strategies• Offering incentives• Performance pay• Intrinsic and extrinsic• Sequencing incentives

• Addressing teams• Intentional teams• Interdependent tasks• Teams and teamwork are

“part of the way of operating”

(Google images, 2015) (Spector, 2013, p.92-138)

Training Assessment

• Pre and post assessment surveys are used to evaluate progress of employee job performance regarding an increase in communication and an increase in positive feedback about change

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Continuous Monitoring

• In four weeks after training, frequency in two way communication will be tracked and compared prior to meetings

• Data will be collected monthly from the following avenues:• Bi-weekly team meetings• Monthly one-on-ones• Monthly email pulse checks• Suggestion box

(Google images, 2015)

• By implementing training for effective communication JC Penney will benefit by having communication open in both the upward and downward structures to develop a strong foundation of trust in employee/employer relationships.

• The training on coping with change will arm employees with tools to empower them to accept their feelings about change as natural, manage their stress, and exercise old and new responsibilities (Cawsey, deszca, & Inglos, 2012, p.237).

• Continuous monitoring will allow the organization to access the strategies used in this change process and learn from it for future inevitable changes.

Conclusion

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References

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Cawsey, T. F., Deszca, G., & Inglos, C. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Thousand Oaks, CA: SAGE Publications, Inc.

Encyclopedia Britannica. (2015). J.C. Penney Corporation, Inc. Retrieved from

http://http://www.britannica.com/topic/JC-Penney-Corporation-IncGoogle Images. (2015). Retrieved from https://images.google.com/Mourdoukoutas, P. (2013, September). A strategic

mistake that haunts JC Penney. Forbes. Retrieved from

http://www.forbes.com/sites/panosmourdoukoutas/2013/09/27/a-strategic-mistake-that-haunts-j-c-penney/Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Upper Saddle River, NJ: Pearson Education