Business Finance
Rasmussen Creating A Successful Change Management Plan Assignment

Rasmussen College

Question Description

Competency

Examine leadership's role in executing successful change.

Instructions

Delta Pacific Case Study

As the change leader for Delta Pacific Company (DPC), you know certain elements need to be in place by leadership for a change to be successful. DPC wants to change the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. Now it's time for you to help the leaders execute a successful change:

  • Determine how leadership impacts the organizational culture during this change
  • Examine elements that are critical to making this change sustainable
  • Assess the top mistakes leaders make and determine the best way to avoid those mistakes

As the change leader, it is your responsibility to help ensure a successful change in the shift of DPC's organizational culture. Part of this includes alerting leadership to how their own behavior impacts change and how change can be sustainable.

Conduct academic research and create a plan to present to the CEO and board in which you complete the following successful change management plan:

  • Explanation of leadership behaviors that impact organizational change.
  • Description of critical factors that ensures this cultural shift will be sustainable.
  • Examination of the top mistakes leaders make during a change.
  • Explanation of your recommendations as to the best ways the leaders can avoid making those mistakes.
  • Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader, and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO).

Include your APA-formatted reference page with at least two credible sources.

A note about credible sources: Credible sources are reliable, accurate, and trustworthy. These sources are written by authors respected in their fields of study. You want to identify sources where the author of the article is listed if they've referenced other information. The sources should be cited so that you can check for the accuracy of and support what they have written.

Unformatted Attachment Preview

Project Case Study: A New Direction for Delta Pacific Introduction In a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy. The Case Scenario The Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC. However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized that they needed to make a change and they believed they had a new vision for their company. As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management. But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management reengineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere. As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles. However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success. ...
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Final Answer

attached is my answer

Change in Management Plan for Delta Pacific Company (DPC)
Course Name
Student Name
Professor Name
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Change in Management Plan for Delta Pacific Company (DPC)
The leadership impacts the organizational culture during this change as Delta
Pacific Company lead the market in innovation improvement, assembling and deals for a
long time, This made them one the main organizations in the mechanical market. At a
certain point, Delta Pacific Company was viewed as a standout amongst other businesses
in the nation. As the market moved toward becoming globalized Delta Pacific Company
began to experience rivalry from everywhere throughout the world and began to see a
decrease in their business. Looking into organizations it isn't remarkable for
organizations to change their plans of action to enhance the business. Some renowned
organizations that rolled out some colossal improvements to their plans of action are
Apple, Pay Pal, and Google (Anderson, 2013). The Delta Pacific case expected to change
its model so as to keep and manufacture its client connections by utilizing the ability and
information of its workers.
The elements that are critical to making this change sustainable include that the
Delta Pacific case study presents challenges that happen in an association changing its
plan of action. The organization at first used a conventional plan of action which was
client connections were worked through the administrations and items provided by the
organization. The adjustment in the model required the organization to move. The model
required the organization to manufacture their client connections utilizing the aptitude
and information of the workers.
The top mistakes that leaders make include that this case required a great deal of
persistence after some time while changing starting with one plan of action then onto the
next. The best way to avoid those mistakes can be the time that was taken enabled the

representatives to comprehend and adjust to the new plan of action and furthermore
comprehend their new ...

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