Comprehensive Change Management Process

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nja2222

Business Finance

SEU

Description

The final project for this course requires students to create a comprehensive Change Management Process, including its origination and implementation. To complete this project, address the following:

  • Choose a Middle Eastern organization in which you are currently working or with which you are familiar. Provide a brief description of the organization, including its history, number of employees, products/services, mission/vision, strategies, etc.
  • Discuss the problem or issue confronting the organization. Why is there a need to change (e.g., falling profits, low morale, challenges recruiting talented employees, etc.)?
  • Assess the principle reasons for the organization’s problem or issue. What is the root cause and what are other causes of the problem/issue?
  • Identify the intended change you propose for the organization. Detail the reasons for the change, including any research you conducted that led you to this recommendation (for instance, similar organizations in a similar situation followed this strategy, or studies indicated this was the preferred solution for other organizations in a similar situation).
  • Identify a plan to implement the change. Be clear about the steps or processes that you propose to implement this change, including any resources which may be needed throughout the process.
  • Identify the measurement/control mechanisms you would utilize to determine if the change management process is working effectively. Also include any contingency plans you would propose if/when the plan is not implemented as intended.
  • Finally, offer a brief statement about what you learned from completing this project and how your research in this course has affected your perspective/perception of change.

Your well-written paper should meet the following requirements:

  • Be 13 pages in length, which does not include the title page, abstract or required reference page, which are never a part of the content minimum requirements.
  • Use APA style guidelines.
  • Support your submission with course material concepts, principles and theories from the textbook and at least 10 scholarly, peer-reviewed journal articles.

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Chapter 11: Summary Thoughts on Organizational Change Chapter Overview • This chapter presents an expanded summary model of organization change • The future of organizational change & organizational change agents are discussed • Two main routes exist to becoming a change agent: sophisticated technical specialist & strategic generalist routes • Paradoxes related to change management are summarized • Questions are raised about how to orient yourself to organizational change Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Change Path Model Initial Organization Analysis Chapters 2 & 3 Awakening Chapter 4 • Use Diagnostic Models in Ch. 2 & 3 to Better Assessing the Context: • How to Change & • What to Change • Identify the need for change • Articulate gap between current situation & desired future state & develop awareness of need for change • Develop & disseminate powerful vision for change Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Change Path Model Chapter 5 Navigating Change Through Formal Structures and Systems Mobilization Chapter 5 through 8 Chapter 7 Managing Recipients of Change and Influencing Internal Stakeholders Chapter 6 Navigating Organizational Politics and Culture Chapter 8 Becoming a Master Change Agent Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Change Path Model Acceleration Chapter 9 Institutionalization Chapter 10 • Implementation planning that engages & empowers others • Action planning tools • Communications planning • Managing the transition and after-action review • Tracking & Measuring the change over time to assess progress, make modifications (as needed) & manage risk • Institutionalizing the change through systems Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Change Path Model Awakening Chapter 4 Mobilization Chapter 5 through 8 Acceleration Chapter 9 Institutionalization Chapter 10 Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change Following the Change Management Process: • Ch. 2 & 3: Initial Organizational Analysis • Unfreezing the system • How to change? • What to change? • Understand the complexity, levels of analysis, & time dynamics of change Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change (con’t) Awakening • Ch.4: Building and Energizing the Need for Change • Understanding the need for change • Articulating the gap between the current mode of operation and the desired future state and developing awareness of the need for change • Developing the powerful vision for change Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change (con’t) Mobilization • Ch.5: Making sense of formal systems and structures • Assessing their weaknesses and strengths • Leveraging them to gain approval • Leveraging them to gain acceptance • Creating more adaptive systems and structures • Ch.6: Navigating Organizational Politics and Culture • Power Dynamics • Perception of change and the change equation • Force field analysis • Stakeholder analysis Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change (con’t) Mobilization • Ch.7: Managing Recipients of Change & Influencing Internal Stakeholders • Responses to change: +ve, ambivalence, and –ve • Psychological contract • Stages of reaction to change • Impact of personality, experience on change • Managing forward with recipients and internal stakeholders Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change (con’t) Mobilization • Ch.8: Becoming a Master Change Agent • Factors influencing change agent success • Change leader characteristics • Change leader development • Types of change leaders • External change agents • Effective change teams Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change (con’t) Acceleration • Ch.9: Action Planning & Implementation • Implementation planning that engages & empowers others • Action planning tools • Communications planning • Managing the transition and after-action review Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary Checklist for Change (con’t) Institutionalization • Ch.10: Measuring Change – Designing Effective Control Systems • Tracking & Measuring the change over time to assess progress, make modifications (as needed) & manage risk • Institutionalizing the change through systems Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Impact of Organization Trends on Change & Change Agents Organization Trends • Globalization – be big, or be specialized & excellent, or be acquired, squeezed or eliminated • Virtual & networked organizations • Loose/tight controls • 24/7 response requirements • Cost & quality focus, outsourcing & supply chain rationalization • Crowd sourcing for capital, innovation, & talent • Rise of big data, algorithms & artificial intelligence Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Impact of Organization Trends on Change & Change Agents (con’t) Organization Trends • Shortening product life cycles & increasing customer expectations • Influential online communities democratizing information access • Increasing focus on integrated customer services & knowledge management • Rapid technological change fundamentally alters industry structures, both in terms of the “what” and the “how” • Changing demographic, social & cultural environment • Political changes are realigning alliances & the competitive environment Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Impact of Organization Trends on Change & Change Agents (con’t) Impact on Organization Change • Strategic global perspective for both large firms & niche firms • Knowledge of networks & emergent organizational forms • Knowledge & risk management extends to virtual world & big data • Web enabled communication, change related blogs, fast response capacity with a human face • Negotiation & network development, quality, cost leadership and/or customer focus • Creativity, innovation & deployment of resources • Empowerment, teams, & process focus Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Impact of Organization Trends on Change & Change Agents (con’t) Impact on Change Agents • Pattern finder • Vision framer • Organizational analyst & aligner • Mobilizer, empowerer, enabler, enactor • Disintegrator & integrator • Corporate gadfly & trend surfer • Generalist capacities: facilitation, influencing, negotiating and visioning skills; project management expertise • Specialist roles, related to technical expertise needed for specific change initiatives • Capacity to develop and sustain the trust and confidence of multiple stakeholders Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Change Agents Need to Develop 1. A strong strategic & global perspective 2. Knowledge of networks & emergent organization forms 3. Skills in risk management & knowledge management 4. Understanding of the impact of Web-enabled communication, use of social media in advancing external & internal change & fast response capacity 5. The ability to communicate globally while maintaining a human face 6. Perceptiveness of different cultures & norms & how they affect change 7. The capacity to create, deploy and work with empowered teams with right mix of skills & abilities, operating with a vision focus • Boundaries come from vision & shared expectations concerning performance and other understood standards & commitments Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. The Business of a Change Specialist 1. Mergers & acquisitions 2. Joint ventures & alliances 3. Organizational integration specialists 4. Business stage specialists: growth, maturity, decline, renewal 5. Large scale or disruptive change specialists 6. Crisis management specialists 7. Information technology system integrators 8. Organization structure specialists 9. Supply change integrators 10. Cross-cultural specialists by specific cultures 11. Inter-organization specialists including government or industry relations 12. Multi-party negotiation specialists …… and the list goes on Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Organizational Change Agent’s Skills General Change Management Skills Entry-level project management & change mgmt skills Entry-level change assignments Solid technical understanding of the simple change being implemented •Organizational and environment analysis •Leadership, visioning, negotiation, and other interpersonal communication and influence skills •Project management and implementation skills Increasingly complex change assignment of moderate scale Technical/Domain-Specific Change Management Skills • Technical knowledge of the specific change being implemented • Knowledge of specific management change tools listed in Table 9.7 & Figure 9.3 of Chapter 9 Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Sophisticated knowledge of change leadership & general change management skills Strategic change assignments of high complexity &/or large scale Solid technical understanding of more complex technical change being implemented Change Paradoxes ➢ Managing complexity & ambiguity while maintaining nimbleness & change momentum ➢ Managing the need to be simultaneously centralized decentralized ➢ Managing the need for both incremental (or continuous) and radical (or discontinuous) change ➢ Encouraging participation & involvement but recognizing the need for some degree of central direction & control Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Orienting Yourself to Organizational Change 1. Gain perspective and insight by recognizing the dynamism and complexity of your organization 2. Recognize that people’s perceptions are critical. The perception of benefits, costs and risks determine a person’s reaction to change 3. Understand that your perception is only one of many 4. Gather people as you go 5. Pull people with a powerful change vision. Push people through argument and rewards when you need to, but gaining support through their hearts is often the better way 6. Get active in pursuit of your vision. If you do something, you will get responses and learn Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Orienting Yourself to Organizational Change (con’t) 7. 8. Have a plan oriented around your change vision. Do things that are positive. Actions that suck energy are difficult to sustain. Growing your energy as change agent is important 9. To start meaningful change you need only a few believers. To continue, you need to develop momentum until a critical mass of key participants are on side 10. There are many routes to your goal. Find the ones with the least resistance that still allow you to proceed with integrity Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Critical Change Questions 1. What is the environment telling you prior to, during and following the implementation of change? a. b. c. d. e. what is the broader environment telling you about future economic, social and technological conditions and trends? what are your customers or clients telling you? what are your competitors doing & how are they reacting to you? what are the partners within your network doing and how are they responding to you? what do the people who will potentially be the leaders, managers and recipients of change want and need? 2. Why is change needed? Who sees this need? 3. What is your purpose and agenda? How does that purpose project to a worthwhile vision that goes to the heart of the matter? Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Critical Change Questions (con’t) 4. How will you implement and manage the change? a. b. c. d. e. how will you resource the change? how will you select and work with your change team? how will you work with the broader organization? how will you monitor progress so that you can steer, alter speed and course, if necessary? how will you ensure that you act ethically and with integrity? 5. What have you learned about change and how can you remember it in the future? How can you pass on what you learned? 6. Once the change is completed, what comes next? The completion of one change simply serves as the start point for the next. Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications. Summary • We’ve challenged you to take time to read and think about change. • Now it’s time to deploy those ideas and act • Leading change will bring you many things – it will frustrate & invigorate, humble & empower, create doubt & fear while developing courage, fulfillment & joy… • By leading change, you will change yourself & the lives of those around you! Cawsey, Deszca, and Ingols. Organizational Change, Third Edition. © 2016, SAGE Publications.
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Running Head: ORGANIZATION CHANGE

Organization Change: A Case of Emirates Airlines
Student’s Name
Institution
Date

1

EMIRATES AIRLINES

2
Abstract

There comes a time in the life of an organization, when there is the need for a change.
This need can be caused by financial or even internal reasons, but most importantly, these
changes are always driven by the constant urge and hunger of an organization to continue
growing. When the time for having a change reaches, it is very important for the organization to
make it easy to implement the change by availing all the required resources and time. Through
this, it becomes easy for the organization to pick itself. This paper will take a case example of the
Emirates Airline and elaborate more on its history, its main challenge, how it can overcome the
challenge and the best plan that fits the countering of the challenge.

EMIRATES AIRLINES

3
Introduction

The Middle East has always been cited as one of the most favored destinations for
investments. It is also in the Middle East where there are some international companies that have
est their grounds and have grown over the years. This paper will aim to look at one Middle East
company and how it runs its day to day activities while keeping afloat of challenges that it comes
across. This company under discussion is none other than the Emirates Airline which is an
international airline organization.
The Emirates Airline
The Emirates Company as mentioned in the introduction is a company based in the
United Arab Emirates which is a country in the Middle East. It is an airline company that has
global popularity and an equal amount of influence in its line of trade. The Airline company was
established in mid-1985 and has its headquarters located in Dubai. The Emirates Airline has the
Emirates group as its parent company(Niemeier & Tretheway, 2014).
The airline is owned by which is wholly owned by the government of Dubai's
Investments Corporation of Dubai. Data obtained from scholarly sources have indicated that the
airline is among the largest in the world and it has in the process managed to earn global respect
and influence in the process. It is also one of the fastest growing airlines in the entire world, and
this is evident by the average number of flights it takes in a single day. In the Middle East, the
Emirates is the largest airline, and from a global ranking, it manages to be the fourth largest
airline.
Data from the same sources also showed that the airline has connections and has flown its
planes to around 140 cities and in the process, covered a total of 81 countries. Its cargo activities

EMIRATES AIRLINES

4

are undertaken separately by its own Emirates Skycargo. The airline has also been seen by many
critics and scholars to be the most daring one. This was evident when it went for the longest nonstop flight. This flight has begun in Dubai and stopped in Auckland.
How It Begun
The Emirates airline came into existence in the mid -1980s when the then Gulf Air started
cutting back its services to Dubai. In the process, a new baby was born, and this was the
Emirates Airline Company. It is important to note the fact that it had to get some anchoring and
this was provided by Dubai's Royal family. It had start-up capital of around 10 million US
dollars and had its first two crafts provided by Pakistan International Airlines. The Pakistan
International Airlines also went ahead to provide other auxiliary services like training facilities
for the cabin crew and other staff members.
Emirates Operations and the Staff
Through the years, the airline has grown tremendously, and at around January 2008, the
airline moved all its operations to Dubai International Airport. Regarding the types of planes, the
airline uses, it has been confirmed that it uses a mixture of both Boeing and Airbus. It is also one
of the very few airlines to have aircraft that are wide-body in nature. As of December 2017, the
Emirates was named the largest Airbus A380 operator with over 100 aircraft in service. The
airline is also the largest Boeing operator with 150 aircraft currently in service. As of 2017, the
Emirates airline had a total of slightly over 65000 employees. This can be attributed to the fact
that it is a big company that has made it its mission to reach out to many parts of the world. This
means that it has to employ a huge number of staff and this is reciprocated by the over 65000
employees it currently has on its payroll.

EMIRATES AIRLINES

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Challenges Faced by the Emirates Arline.
As much as the airline has managed to be in business and existence for decades now, it
still suffers from some challenges that are impeding it on reaching its goal of utmost perfection n
how it d...


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