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Organizational
Change Process
Catherine V. Harris
Brittany Morneweg
Kathy Nieboer
September 08, 2015
AET/560
Phyllis Carbo...
Organization
Overview
• Founded in 1902
• Incorporated January 17,
1913
• International in 1995
• 2006 partnerships with
S...
Scenario • Under previous
management, JC Penney’s
production declined. New
management has taken over
anticipating immense
...
Strategic
Restructuring
• Goal - Regain
employee/employer loyalty
and trust through increased
employee performance.
• Incr...
Change
Model
Lewin’s Change
Management Model
(Google images, 2015)
Theories of
Practice
• “Effective change efforts are
built on a drive to achieve
outstanding performance”
(Spector, 2013, ...
Theories of
Practice
• “Effective leaders take
specific steps to ensure
communication transitions
both upward and downward...
Training
Program
• Name of Instruction:
Communication and Change
• Length: 2-Day training for 4-
Hours
• Day 1: Effective
...
Training
Program
• Objective 1: Employee
communication will increase
two to three times weekly
between management and
empl...
Training
Program
• Objective 2: Employees will
embrace coping skills allowing
them to accept the
organizational changes
• ...
Shared
Diagnosis
• Identify barriers
• Lack of trust in employee –
manager relationship
• Decreased communication from
emp...
Shared
Diagnosis
• Continuous improvement
monitoring
• Pre-assessment data from
shared diagnosis compared with
formative a...
Measuring
the Change
Process
• Interdepartmental
Assessments
• Creating focus groups
• Monitor frequency of staff
meetings...
Strategies
• Overcoming resistance
• Careful implementation of
transformational practices and
changes
• Employee participa...
Strategies
• Offering incentives
• Performance pay
• Intrinsic and extrinsic
• Sequencing incentives
• Addressing teams
• ...
Training
Assessment
• Pre and post assessment
surveys are used to
evaluate progress of
employee job performance
regarding ...
Continuous
Monitoring
• In four weeks after training,
frequency in two way
communication will be tracked
and compared prio...
• By implementing training for effective
communication JC Penney will benefit by
having communication open in both the
upw...
References
(Google images, 2015)
Cawsey, T. F., Deszca, G., & Inglos, C. (2012). Organizational
change: An action-oriented...
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Aet560 w5 organizational_change_process_new_conclusion

Orginizational Change process

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Aet560 w5 organizational_change_process_new_conclusion

  1. 1. Organizational Change Process Catherine V. Harris Brittany Morneweg Kathy Nieboer September 08, 2015 AET/560 Phyllis Carbonaro (Google images, 2015)
  2. 2. Organization Overview • Founded in 1902 • Incorporated January 17, 1913 • International in 1995 • 2006 partnerships with Sephora cosmetics (Encyclopedia Britannica, 2015)(Google images, 2015)
  3. 3. 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)
  4. 4. Strategic Restructuring • Goal - Regain employee/employer loyalty and trust through increased employee performance. • Increase employee performance as a result of Change Agent instruction. (Google images, 2015)
  5. 5. Change Model Lewin’s Change Management Model (Google images, 2015)
  6. 6. 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)
  7. 7. 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)
  8. 8. Training Program • Name of Instruction: Communication and Change • Length: 2-Day training for 4- Hours • Day 1: Effective Communication • Day 2: Coping with Change (Google images, 2015)
  9. 9. Training Program • Objective 1: Employee communication will increase two to three times weekly between management and employee • Indicate appropriate channels/mediums • Build communicative rapport (Google images, 2015)
  10. 10. Training Program • Objective 2: Employees will embrace coping skills allowing them to accept the organizational changes • Identify motivations • Exemplify importance of role (Google images, 2015)
  11. 11. 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
  12. 12. 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.
  13. 13. 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
  14. 14. 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)
  15. 15. 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)
  16. 16. 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 (Google images, 2015)
  17. 17. 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)
  18. 18. • 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 (Google images, 2015)
  19. 19. References (Google images, 2015) 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-Inc Google 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/20 13/09/27/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

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