You will need the organizational change chart that was completed last week for the assessment. ?You will?assess the organizations culture to improve alignment among the culture, mission,
You will need the organizational change chart that was completed last week for the assessment. You will assess the organization’s culture to improve alignment among the culture, mission, vision, values, and strategies using Kotter’s 8-step change management model. You will provide an assessment that will include how to proposed decisions for improvements align to the organization’s mission, vision, values, and strategies to the leadership team.
Will need to create at least 7 to 10 slides presentation to the leadership of the organization (State Farms). Refer to your Organizational Change Chart from last week and include the following:
Describe your assessment of the current culture within the organization at the time of your experience. Refer to the organizational change chart you completed last week to describe your assessment.
Develop a Change Management Plan using Kotter’s 8-Step model for the change goal you identified. Refer to the suggested actions for improvement you included in the Organizational Change Chart.
Determine the desired outcome as a result of the proposed change.
Analyze the alignment among the organization’s mission, vision, values, strategies, and the proposed Change Management Plan.
Include speaker notes to provide additional details not already present on each slide also please use citation to support your assertions with a reference section.
LDR/535 v4
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 4 of 4
Organizational Change Chart
LDR/535 v4
Page 4 of 4
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Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
|
Type |
Details |
Suggested Actions for Improvement |
|
Vision |
State Farm's ultimate goal is to have its goods and services be the ones that consumers choose above competitors every time. |
Some of the more recent hires lacked familiarity with the company's long-term goals. Repetition of the vision statement is important for ingraining it in the minds of personnel. |
|
Mission |
State Farm's purpose is to aid its customers in dealing with life's normal pitfalls, bouncing back from the unexpected, and realizing their ambitions. |
The company's stated objective provides a clear direction for everyone's efforts. |
|
Purpose |
To help others in the community by always being available to our clients |
Everyone who works for the firm is aware of the mission of the business, which is to give customers the impression that they can depend on us at all times. |
|
Values |
Relationships and services that are of the highest quality; mutual trust; honesty and reliability; and a solid financial footing. |
The same values and principles that we uphold are the foundation of our organization's success. |
|
Diversity and Equity |
Diversity in every aspect, such as the staff, the market, the community, and the ties with the many suppliers. |
The diversity of State Farm's workforce is a key factor in the company's success. They are pretty pleased with the culture that they have developed, which encourages people to behave in a manner that is authentic to who they are at all times. |
|
Inclusion |
Improvements in education, volunteerism, and supplier ties |
The employee resource groups (ERGs) serve as a venue in which employees may network with one another, learn new skills, and spread knowledge that is not only beneficial to the company but also to its clients, its community partners, and the people who live and work in the area. |
|
Goal |
The purpose of this project is to revamp our company's operations so that they better meet the requirements of the companies that we service and the long-term objectives of the firm. |
Place more emphasis on streamlining departments that have too many layers of administration and staff. |
|
Strategy |
Executive positions, responsibilities, and reporting structures |
Because of the sale and leasing of HUB sites, a significant number of workers have been transferred to other locations, and the management team has been reorganized in a manner that isn't really necessary. |
|
Communication |
Directors, conferences, electronic mail, and an internal network. |
Please alert everyone so that they may know what is happening. |
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale:
1. Strongly disagree
2. Somewhat disagree
3. Neither agree nor disagree
4. Somewhat agree
5. Strongly agree
|
Statement |
Rating (1 – 5) |
|
Employees know the organization’s vision. |
5 |
|
Employees know the organization’s mission. |
4 |
|
Employees know the organization’s purpose. |
5 |
|
Employees know the organization’s values. |
5 |
|
Overall, the organization is diverse and equitable. |
5 |
|
Diverse groups are included in decision making and processes for change. |
5 |
|
The change goal was successfully met. |
4 |
|
The implementation strategies were effective. |
5 |
|
The organization’s communication about the change was effective. |
4 |
Kotter's 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation:
1. Never observed
2. Rarely observed
3. Sometimes observed
4. Often observed
Identify actions you suggest for improvement in the third column.
|
Step Name |
Rating (1 – 4) |
Suggested Actions for Improvement |
|
Step 1: Create Urgency. |
Determine what must be altered and justify it to all parties. |
|
|
Step 2: Form a Powerful Coalition. |
5 |
Put together a group of people with a wide range of backgrounds from around the company |
|
Step 3: Create a Vision for Change. |
5 |
. Create out the specific plan and put it into action. |
|
Step 4: Communicate the Vision. |
4 |
Appoint a high-ranking manager to spearhead the transition, and the company as a whole will respond positively. |
|
Step 5: Remove Obstacles. |
5 |
Outline the advantages, drawbacks, and long-term implications. |
|
Step 6: Create Short-Term Wins. |
4 |
Establish a schedule for when each step will be finished, and commit to the dates you established for the minor changes. |
|
Step 7: Build on the Change. |
5 |
Once the change has taken place, highlight any remaining opportunities for improvement. |
|
Step 8: Anchor the Changes in Corporate Culture. |
5 |
Make it possible for individuals to share their ideas and take part in educational activities by providing a forum in which they may do so. |
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
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