Running head: CHANGE PROCESS 1 CHANGE PROCESS 4 Change Process Student’s Name Institutional Affiliation Change Process AJH is a research companies that specializes in research and testing of new drugs. The company currently mid-sized and has been helping large pharmaceutical companies with the trial phase of new drugs. The organization has been keen not to become affiliated with any of the major companies in the industry. The level of growth in the company has been surprising for all stakeholders who are now considering affiliation with a major company to ease with the stresses the organization faces. The manager, Fiona, is against affiliation and has felt disintegration from her employees due to her prolonged absence due to long meetings in various parts of the country. To solve the challenges Fiona held a meeting with the major stakeholders in the organization to discuss possible solutions. She also holds a meeting with the departmental heads to discuss the disintegration between management and employees. The two meetings implemented a problem-centered diagnosis to ensure the proper interpretation of the challenge. The changes proposed and implemented by the organization proved the efficiency of the method as the management rolled out solutions that focused on specific issues facing the organization during that period. Some of the implemented changes included the integration of departmental heads into the decision-making process as well as organization for Fiona to hold monthly meetings with the employees. The difference between the management and investors on affiliation with a major pharmaceutical company did not find an immediate solution. Due to the gravity of the issue, they agreed on the establishment of a committee that would research and present suggestions regarding the issue in which they would decide whether to move forward with affiliation. Implementation of the changes took a three-step process, unfreeze, change, and refreeze. The unfreeze step entailed an analysis of readiness for change and raising awareness regarding the need for change. Fiona understood that the process could not be successful if the staff was not ready for it and did not understand the need for change. The second stage entailed implementation of the proposed changes. The organization spent a considerable amount of time in this stage as there was a need for the departmental heads to undergo training on the decision-making process as well as other managerial functions. After adaptation of the changes, the organization moved to the third step which entails the use of the changes in the everyday processes of the organization. To measure the adaptation level of the changes, the management developed an evaluation system that analyzed ...

1. Running head: CHANGE PROCESS
1
CHANGE PROCESS
4
Change Process
Student’s Name
Institutional Affiliation
Change Process
AJH is a research companies that specializes in research and
testing of new drugs. The company currently mid-sized and has
been helping large pharmaceutical companies with the trial
phase of new drugs. The organization has been keen not to
become affiliated with any of the major companies in the
industry. The level of growth in the company has been
surprising for all stakeholders who are now considering
affiliation with a major company to ease with the stresses the
organization faces. The manager, Fiona, is against affiliation
and has felt disintegration from her employees due to her

2. prolonged absence due to long meetings in various parts of the
country.
To solve the challenges Fiona held a meeting with the major
stakeholders in the organization to discuss possible solutions.
She also holds a meeting with the departmental heads to discuss
the disintegration between management and employees. The two
meetings implemented a problem-centered diagnosis to ensure
the proper interpretation of the challenge. The changes proposed
and implemented by the organization proved the efficiency of
the method as the management rolled out solutions that focused
on specific issues facing the organization during that period.
Some of the implemented changes included the integration of
departmental heads into the decision-making process as well as
organization for Fiona to hold monthly meetings with the
employees. The difference between the management and
investors on affiliation with a major pharmaceutical company
did not find an immediate solution. Due to the gravity of the
issue, they agreed on the establishment of a committee that
would research and present suggestions regarding the issue in
which they would decide whether to move forward with
affiliation.
Implementation of the changes took a three-step process,
unfreeze, change, and refreeze. The unfreeze step entailed an
analysis of readiness for change and raising awareness
regarding the need for change. Fiona understood that the
process could not be successful if the staff was not ready for it
and did not understand the need for change. The second stage
entailed implementation of the proposed changes. The
organization spent a considerable amount of time in this stage
as there was a need for the departmental heads to undergo
training on the decision-making process as well as other
managerial functions. After adaptation of the changes, the
organization moved to the third step which entails the use of the
changes in the everyday processes of the organization.
To measure the adaptation level of the changes, the management
developed an evaluation system that analyzed organizational

3. performance and cooperation after every three months.
Employee appraisals were also implemented, and the
management conducted them twice every year. The evaluation
proved effective for the organization as the management was
able to improve in areas that proved to be defective after the
changes. In addition, the appraisal of employees motivated the
staff to improve their work output. It also improved the use of
teamwork among the workers as the workers began to embrace
the value of teamwork. The problem-oriented diagnosis allowed
the organization to focus on the immediate challenges faced by
the company since the major stakeholders are not ready to take
a specific direction regarding affiliation to a specific
pharmaceutical company, hence proving its efficiency for
immediate challenges for organizations.
In conclusion, the use of a problem-oriented diagnosis of the
problem allowed AJH management to find solutions that solely
focused on immediate challenges. The solution allowed
management to diagnose its challenges, analyze appropriate
solutions, determine the right strategy to implement change, and
evaluate whether the solutions work. Therefore, it got
immediate solutions to immediate challenges since there were
differences towards the direction the organization has to take.
References
Aken, J. E., & Berends, H. (2018). Problem solving in
organizations: A methodological handbook for business and
management students. Cambridge, United Kingdom: Cambridge
University Press.