CHANGE MANAGEMENT REPORT 7 Change Management Report Student’s name Institution Affiliation Date Introduction T-Moble, is a 4G LTE nationwide network that aims to deliver outstanding and best wireless experiences to customers who are looking for the best quality and value networks. T-Mobile operates under traditional management approach which is not compatible with being a sustainable organization. For T-Moble to remain competitive in the developing wireless industry, a change in a continuous process improvement culture is necessary. The management wants to explore integrating a corporate social responsibility program as their initial stage to becoming a sustainable organization. The CEOs can use Kotter’s model to carve a path of vision and focus for the 50,000 employees it employ’s. .Associations must arrangement for change keeping in mind the end goal to stay applicable in their industry. Anticipating change begins with a dream of what the organization might want to accomplish later on. Extend objectives must be characterized to take after change administration goals. The following stride is the proposed activity arrange for, which epitomizes the formation of progress. When thoughts are supported, a built up strategy for estimation ought to take after. John Kotter presented the "Kotter's 8 stage change model" to enhance an association's capacity to change and to build its odds of progress Kotter’s Change Model Steps Step 1 – Create a sense of urgency This first step is making employees aware of the need and urgency for a change, support will be created. This requires and open, honest and convincing dialogue. This convinces employees of the importance of taking action. This could be accomplished by talking with them about potential threats or by discussing possible solutions. Step 2 – Create a guiding coalition It is a good idea to establish a project team that can occupy itself with the changes the organization wants to implement. This group manages all efforts and encourages the employees to cooperate and take a constructive approach. This coalition is made up of employees working in different jobs and positions so that all employees can rely on the group and identify themselves with the team members. Because of the open character, the groups can also function as a sounding board, which enables an open communication. Step 3 – Create a vision for change Formulating a clear vision can help everyone understand what the organization is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them. The ideas of employees can be incorporated in the vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help employees to achieve their goals. Step 4 – Communicate the vision The most important objective of step 4 of Kotter’s 8 step change model i ...

1. CHANGE MANAGEMENT REPORT
7
Change Management Report
Student’s name
Institution Affiliation
Date
Introduction
T-Moble, is a 4G LTE nationwide network that aims to deliver
outstanding and best wireless experiences to customers who are
looking for the best quality and value networks. T-Mobile
operates under traditional management approach which is not
compatible with being a sustainable organization. For T-Moble
to remain competitive in the developing wireless industry, a
change in a continuous process improvement culture is
necessary. The management wants to explore integrating a
corporate social responsibility program as their initial stage to
becoming a sustainable organization. The CEOs can use
Kotter’s model to carve a path of vision and focus for the

2. 50,000 employees it employ’s. .Associations must arrangement
for change keeping in mind the end goal to stay applicable in
their industry. Anticipating change begins with a dream of what
the organization might want to accomplish later on. Extend
objectives must be characterized to take after change
administration goals. The following stride is the proposed
activity arrange for, which epitomizes the formation of
progress. When thoughts are supported, a built up strategy for
estimation ought to take after. John Kotter presented the
"Kotter's 8 stage change model" to enhance an association's
capacity to change and to build its odds of progress
Kotter’s Change Model Steps
Step 1 – Create a sense of urgency
This first step is making employees aware of the need and
urgency for a change, support will be created. This requires and
open, honest and convincing dialogue. This convinces
employees of the importance of taking action. This could be
accomplished by talking with them about potential threats or by
discussing possible solutions.
Step 2 – Create a guiding coalition
It is a good idea to establish a project team that can occupy
itself with the changes the organization wants to implement.
This group manages all efforts and encourages the employees to
cooperate and take a constructive approach. This coalition is
made up of employees working in different jobs and positions
so that all employees can rely on the group and identify
themselves with the team members. Because of the open
character, the groups can also function as a sounding board,
which enables an open communication.
Step 3 – Create a vision for change
Formulating a clear vision can help everyone understand what
the organization is trying to achieve within the agreed time
frame. It makes changes more concrete and creates support to
implement them. The ideas of employees can be incorporated in
the vision, so that they will accept the vision faster. Linking the
adopted vision to strategies will help employees to achieve their

3. goals.
Step 4 – Communicate the vision
The most important objective of step 4 of Kotter’s 8 step change
model is to create support and acceptance among the employees.
This can only be achieved by talking about the new vision with
the employees at every chance you get and by taking their
opinions, concerns and anxieties seriously. The new vision must
be fully adopted across the entire organization.
Step 5 – Remove obstacles
Before change is accepted at all levels, it is crucial to change
or, if necessary, remove obstacles that could undermine the
vision. By entering into dialogue with all employees, it will
become clear who are resisting the change. To encourage
acceptance of the vision by the employees, it helps when their
ideas are incorporated and implemented in the change process.
Step 6 – Create short-term wins
Nothing motivates more than success. Create short-term goals
so that the employees have a clear idea of what is going on.
When the goals have been met, the employees will be motivated
to fine tune and expand the change. By acknowledging and
rewarding employees who are closely involved in the change
process, it will be clear across the board that the company is
changing course.
Step 7 – Consolidate improvements
According to John Kotter many change trajectories fail because
victory is declared too early. However, change is a slow-going
process and it must be driven into the overall corporate culture.
Quick wins are only the beginning of long-term change. An
organization therefore needs to keep looking for improvements.
Only after multiple successes have been achieved, it can be
established that the change is paying off.
Step 8 – Anchor the changes
The last step of Kotter’s 8 step changes model. Change will
only become part of the corporate culture when it has become a
part of the core of the organization. Change does not come
about by itself. Values and standards must agree with the new

4. vision and the employees’ behavior must provide a seamless
match. Employees must continue to support the change. Regular
evaluation and discussions about progress help consolidate the
change.
Project Goals
For T-Mobile to survive, it must be willing to make
specific changes throughout the company to become more
sustainable. The managers must will to comprehend the urgency
of the requirement for a change. T-Mobile is going to make an
activity arrange to itemize the course it needs to go and
afterward create training for the administrators and whatever
remains of the workers so that the arrangement can push ahead
with everybody in agreement. The objective is to make a happy
feeling and utilize that inclination to drive forward toward the
top.
The supervisors will get the training first so that he or she
can be the master when the change starts. They will be entrusted
with being the "go-to" individual in every store so when
alternate workers take the preparation they will have a
profitable asset close-by and won't have to stick up the
telephone lines requesting help. Every one of the workers will
be sponsors of the adjustment so as to show every one of the
clients that they come in contact. The more the buzz and fervor
happen, the more probable the entire organization will burst the
into flames and move towards an all the more socially mindful
organization.
Action Plan
Managers built up an action plan that began with
presenting key and time basic changes. Information will be
conveyed to representatives all the time through email,
instructional classes and staff and organization gatherings.
There will be an electronic entry to track advance in preparing,
see up and coming courses and occasions and look for support if
necessary. Advertising will set up a lot of inside projects to
advance representative contribution.
When staff is acquainted with a portion of the key activities T-

5. Moble will build up venture groups to achieve particular
objectives that add to the new system. Managers will be looked
over these groups to be a piece of administration groups who
will guarantee that objectives are met and give contribution to
senior initiative. As the individual groups grow, various job
aids and materials will be delivered out to every group. Every
group will be furnished with profitability objectives and
instruments expected to finish the employment.
The key leaders will assume a basic part in proceeding with
worker engagement and mindfulness. Senior leadership will
engage these key leaders all through their association to
empower them to be powerful and respond rapidly. As
objectives are met by the groups, the leadership will keep on
asses the necessities of the association to guarantee arrangement
with the new structure. As they characterize basic procedures it
will be critical for administration to guarantee that the
procedure remains set up as planned.
Measured Progress
John Kotter's change administration demonstrate comprises of
eight stages that must be followed with a specific end goal to
effectively change T-Mobil from the traditional administration
approach into one that grasps corporate social obligation and
sustainability. While measuring progress that does not bargain
specifically with dollars and pennies is in itself somewhat
troublesome, attempting to gauge how well T-Mobile is
advancing from a standard administration model to a more
maintainable organization with more prominent social duties
can turn out to be a significantly more noteworthy test. One
technique would be the execution of different Key Performance
Indicators (KPIs). KPIs are essentially PC applications that
measures business execution by looking at scorecards or KPIs
against business objectives set by T-Mobile administration
keeping in mind the end goal to gage achievement or

6. disappointment. With the end goal for KPIs to be of significant
worth they should meet certain conditions, for example,
achievable, particular, quantifiable, and result situated. As the
change travels through the different phases of Kotter's model,
these KPIs should be continually checked and overhauled
Performance Validation
Execution will be assessed at a few levels. The principal
level will be at the project group level. The venture groups will
be assessed as per their KPI correlation with the objective.
People will be gauged on their production and the leaders will
be gauged on the profitability of the aggregate group. Groups
that accomplish high amounts of efficiency might be chosen to
go up and take additional obligations. Supervisors must keep on
evaluating efficiency objectives as the conditions modify and
new changes are implemented. Leadership likewise has the
obligation to guarantee that staff assignments and undertakings
are in line with the general methodology as the progressions
keep on being actualized. The organization will likewise
persistently approve that every task is the most proficient and
compelling approach to actualizing the desired changes. There
will be interdepartmental teams that are set up to guarantee
successful correspondence over every single useful area of the
business. As the execution of the organization is measured,
senior authority may modify the course or individual tasks to
adjust better to the general system.
Conclusion
Worldwide the field of change management is very
fulfilling regarding approaches, theories, strategies and models
of change management, but it is missing the clear cut and
detailed studies on change management in the light of ethics.
This study addresses this issue by outlining the way
organizations can use the Kotter’s model to become more
sustainable and corporate socially responsible. This paper also
provides the basis for researchers to do further theoretical and
empirical researches on this Kotter's based change model in

7. order to draw out its advantages, disadvantages, shortcomings
and virtues (positive points).The Leadership is always
responsible for validating the performance of the organization
about stockholders. The implementing process may not always
result in the desired outcome. It will be critical for top leaders
to continuously validate the changes in alignment with market
conditions and advancements in competition. Change can be
exceptionally challenging for employees. It's constantly
troublesome for leaders to challenge the present state of affairs
and change inward procedures. However, there are approaches
to drawing in employees and perceive remarkable execution
identified with the change. In the early usage of progress,
commend the wins of the individuals who take after the new
procedure. Issue rewards at both the individual and group level
to get most extreme authoritative purchase in. Motivators drive
conduct influences change. Reviewing change and thinking back
on achievement is the last stride in dealing with a change
program. Altogether commend the change triumphs and assess
the inadequacies to comprehend why these change activities
fizzled. By drawing in all partners during the time spent writing
about change administration, you realize that the following
cycle of progress administration arranging and execution will
have everybody's upfront investment. Engagement comes when
partners feel engaged. It’s best to have however many
individuals as could be expected under the circumstances
occupied with your change administration arranging, execution,
and assessment.
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