Catherine V Harris Brittany Morneweg Kathy Nieboer September 08 2015 AET560 Phyllis Carbonaro Google images 2015 Organization Overview Founded in 1902 Incorporated January 17 1913 International in 1995 ID: 753200
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Organizational Change Process
Catherine V. HarrisBrittany MornewegKathy NieboerSeptember 08, 2015AET/560Phyllis Carbonaro
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Organization Overview
Founded in 1902Incorporated January 17, 1913International in 19952006 partnerships with Sephora cosmetics (Encyclopedia Britannica, 2015)
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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.
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(
Mourdoukoutas
. 2013)Slide4
Strategic Restructuring
Goal - Regain employee/employer loyalty and trust through increased employee performance.Increase employee performance as a result of Change Agent instruction.
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Change
ModelLewin’s Change
Management Model (Google images, 2015)Slide6
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)
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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)
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Training Program
Name of Instruction: Communication and Change Length: 2-Day training for 4-HoursDay 1: Effective CommunicationDay 2: Coping with Change
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Training Program
Objective 1: Employee communication will increase two to three times weekly between management and employeeIndicate appropriate channels/mediumsBuild communicative rapport
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Training Program
Objective 2: Employees will embrace coping skills allowing them to accept the organizational changesIdentify motivationsExemplify importance of role
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Shared Diagnosis
Identify barriersLack of trust in employee – manager relationshipDecreased communication from employees and managementDevelop solutions together
Employees new expectationsTraining on effective communication and coping with changeAssessments of training, increased communication, and employee feedback regarding changeSlide12
Shared Diagnosis
Continuous improvement monitoringPre-assessment data from shared diagnosis compared with formative assessments from training, summative assessments two weeks after trainings, and monthly pulse checks throughout this year.Slide13
Measuring the Change Process
Interdepartmental AssessmentsCreating focus groupsMonitor frequency of staff meetingsConduct independent evaluations – what is considered good and bad communication on behalf of management and employeesSlide14
Strategies
Overcoming resistanceCareful implementation of transformational practices and changesEmployee participation in changes and change processManagement uses resistance as an opportunity to learnCreating commitment
Shared goalsProfessional development
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(Spector, 2013,
p.12-87)Slide15
Strategies
Offering incentivesPerformance payIntrinsic and extrinsicSequencing incentivesAddressing teams
Intentional teamsInterdependent tasksTeams and teamwork are “part of the way of operating”
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(Spector, 2013,
p.92-138)Slide16
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
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Continuous Monitoring
In four weeks after training, frequency in two way communication will be tracked and compared prior to meetingsData will be collected monthly from the following avenues:Bi-weekly team meetings
Monthly one-on-onesMonthly email pulse checksSuggestion box
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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
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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
(3
rd
ed.).
Upper
Saddle River, NJ: Pearson
Education