Change Implementation and Management Plan

Audio/Video Presentation

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****remember submit only the slides that have been given to you without adding graphics, colors, animations, etc.

Submit to the week 11 gradebook site

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Change Implementation and Management Plan

Name

Class Name

Date

Walden University

Dr. Elaine Townsley

DO NOT PROVIDE ANY NOTES OR USE THIS SECTION – BUT REMEMBER TO DELETE ALL OF MY COMMENTS AND NOTES BEFORE SUBMITTING.

DO NOT READ THE SLIDES WHEN YOU ARE PRESENTING –

ONLY PUT THE ITEMS ON YOUR SLIDES THAT ARE ON THESE SLIDES.

YOU WILL VERBALLY TELL ABOUT EACH SLIDE.

PLEASE DO NOT ADD GRAPHICS, COLORS, ETC – YOU WILL RISK THE CHANCE YOUR PRESENTATION WILL NOT BE DOWNLOADED BY THE UNIVERSITYS’ COMPUTER SYTEM.

Introduce yourself

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Executive Summary

Overall Issue

Purpose

Change Implementation and Management Plan

Create a narrated (voice over) PowerPoint presentation of 5 or 6 slides.

Your presentation should be 5–6 minutes in length

The audio/video is worth a total of 30 points or one-third of your points

An Executive Summary is your introductory paragraph. Discuss your overall issue with statistics, etc.

Purpose of the presentation

This section has a total of 35 points – each requirement is worth 7 points – 14 points

Presentation provides an accurate and detailed executive summary of the issues that are currently affecting an organization/workplace.

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Change and Justifications

Change

Justification

Positive Impact

What is the problem/issue? Remember to identify who, what, when, where, and why.

A description of the change being proposed

Justifications for the change, including why addressing it will have a positive impact on your organization/workplace

The information required on this slide is 21 points

Presentation accurately and completely describes in detail the changes being proposed.

Presentation accurately and thoroughly details justifications for the changes, including a thorough and complete explanation of why addressing these changes will have a positive impact on the organization/workplace.

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Type and Scope

Type of Change

Scope of Change

There are 7 requirement for this section of the rubric with a total of 30 points.

The information on this slide could be a total of 4.5 points (approx.) for each requirement. This slide information is worth approximately 9 points.

Details about the type of change. Depending on the model or theory you are using to address the change you will need to identify all concepts for that model/theory. Here are a few types of change:

EXAMPLES:

Happened Change

This kind of change is unpredictable in nature and is usually takes place due to the impact of the external factors. Happened change is profound and can be traumatic as it’s consequences are unknown and out of direct control. This kind of a change happens when an organization reaches the plateau stage in its life cycle and gets victimized by the environmental pressures or demands. For example, currency devaluation may adversely affect the business of those organizations who have to depend upon importing of raw materials largely. In certain cases, some political, as well as social changes, are unpredictable and uncontrollable.

Reactive Change

Changes which take place in response to an event or a chain of various events can be termed as Reactive Change. Most of the organizations indulge in reactive change. This kind of change usually occurs when there is an increase or decrease in the demand for company’s products or services. It can also be a response to a problematic situation or a crisis which an organization may be faced with. For example, due to the advancements in technology or growing technological changes, an organization may be forced to invest more in technology to stay ahead to face the stiff competition. Recreation can also be regarded as a reactive change, which involves the entire organization and occurs during the stage when an organization is undergoing a serious crisis.

Anticipatory Change

If a change is implemented with prior anticipation of the happening of an event or a chain of events, it is called as anticipatory change. Organizations may either tune in or reorient themselves as an anticipatory measure to face the environmental pressures. Tuning in essentially involves implementing incremental changes which mean dealing with the subsystems individually or just with the part of a system. Reorientation essentially involves changing the organization from the existing state to a desired futuristic state as an anticipatory measure and then dealing with the entire process of transition.

Planned Change

Planned change is also regarded as the developmental change which is implemented with the objective of improving the present ways of operation and to achieve the pre-defined goals. Planned change is calculated and is not threatening as in this the future state is being chosen consciously. The introduction of employee welfare measures, changes in the incentive system, introduction of new products and technologies, organizational restructuring, team building, enhancing employee communication as well as technical expertise fall under the category of Planned Change.

Incremental Change

Change which is implemented at the micro level, units or subunits can be regarded as incremental change. Incremental changes are introduced or implemented gradually and are adaptive in nature. It is based on the assumption that these small changes will ultimately result in a large change and establish the basis for forming a much healthier and a robust system. It even offers an opportunity to an organization to learn from its very own experiences and create the adaptive mechanisms for meeting the ultimate organizational vision. The extent of damage due to a failed incremental change effort is expected to be much lesser than the change which is implemented on a large scale or introduced universally.

Operational Change

This kind of change becomes a requirement or the need when an organization is faced with competitive pressures as a result of which the focus is laid more on quality improvement or improvement in the delivery of services for an edge over the competitors. Similarly, changes in the customer’s buying patterns or demands or the internal dynamics of an organization equally necessitate the implementation of operational change. Operational change as the name implies means introducing changes in the existing operations for realizing the intended goals. This may include bringing in changes in the current technology, improving/re-engineering the existing work processes, improving the distribution framework or the product delivery, better quality management and improving the coordination at an inter-departmental level.

Strategic Change

Strategic Change is usually implemented at the organizational level, which may affect the various components of an organization and also the organizational strategy. A change in the management style in an organization could be considered as an example of strategic change. A multinational organization like Toyota has taken a step ahead in bringing in a change in the overall organizational philosophy for availing the advantages of being a leaner organization structurally, flexibility, decentralized decision making and functioning of organizations and equally allows a greater extent of freedom or autonomy in implementing proactive decisions. This kind of change is expected to have a cascading effect on the entire organization and accordingly would be having an influence on the overall performance.

Directional Change

Directional change may become a necessity due to the increasing competitive pressures or due to rapid changes in the governmental control or policies, which may include changes in the import/export policies, pricing structure and taxation policies, etc. Directional change can also become imperative when an organization lacks the capability of implementing/executing the current strategy effectively or during the circumstances when a strategic change is required.

Fundamental Change

Fundamental Change essentially involves the redefinition of organizational vision/mission. This may be required during extremely volatile circumstances like volatility in the business environment, failure of the leadership, a decline in productivity as well as the overall turnover or problems with the morale of the employee.

Total Change

A Total Change involves change in the organizational vision and striking a harmonious alignment with the organizational strategy, employee morale and commitment as well as with the business performance. Total Change becomes a requirement during those circumstances when an organization is faced with many criticalities such as long-term business failure, incongruence between the employee and organizational values, failure of leaders/management in anticipating the realities of business environment or the growing competitive pressures and concentration of power in the hands of few. A new organizational vision along with major strategic changes as well as complete organizational surgery can be the only solution at this point of time.

Scope of change – How do you establish the scope of change management, and why does it matter? By creating a working definition and scope for change management, you will be more successful and work more effectively with others in the organization who are implementing change. Let’s get started.

Benefits of establishing scope

As with any discipline or methodology, it is important to establish which activities fall under the change management umbrella and what work runs in parallel or conjunction with change management. The benefits of establishing a clear scope include:

Dividing work and avoiding overlap between disciplines

Ensuring that all key elements are addressed

Showing the relationship between existing techniques and approaches

Defining the skills and competencies to perform work effectively in a given area

Risks of Not Establishing Scope

In addition, there is an inherent risk of not clearly establishing scope. It becomes very easy for one group to believe that they are responsible for work that falls under the work responsibilities of another group, resulting in confusion and ineffective workstreams. For example, imagine the confusion that would result in developing a new product if there wasn’t a clear distinction between software development, hardware development, physical design and system test. The specific skills and competencies needed to develop software are very different from the skills needed to design circuit boards or the physical housing for a product. In the same way, the skills and competencies for project management are specific and very different from change management.

Understanding the scope and boundaries enables both functions to work effectively together, and to avoid any overlap of activities that may create conflicts for the project. The boundaries also enable the separation of solution design, development and implementation from the actions required to manage the technical side and people side of that solution’s deployment.

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Stakeholders and Change Management Team

Stakeholders

Change agent

Change management team

Identification of the stakeholders impacted by the change. Specifically who are the stakeholders that will feel the change the most.

Who is the change agent. I would recommend researching the skills and characteristics of a change agent. Then pick that one title/role of the person that fits those skills/characteristics.

Identification of a change management team (by title/role). Remember you need a team with specific skills and characteristics so they can solidify the change.

There are three requirements for this slide – 4.5 points each or a total of 13.5

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Communication and Risk Mitigation Plans

Communicating the change

Risk mitigation plan

A plan for communicating the change you propose to the organization. All plans must be developed with identification of who, when, where, and why.

A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose. Remember plans must be specific to the details and time frame.

2 requirements for a total of 7.5 points

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Conclusion

Issues raised

Importance of the ideas

Consider broader issues

DO NOT READ YOUR SLIDES

Your conclusion paragraph

Your conclusion/summary is your chance to have the last word on the subject. The summary allows you to have the final say on the issues you have raised in your paper, to synthesize your thoughts, to demonstrate the importance of your ideas, and to propel your reader to a new view of the subject. It is also your opportunity to make a good final impression and to end on a positive note. Your summary can go beyond the confines of the assignment. This section pushes beyond the boundaries of the prompt and allows you to consider broader issues, make new connections, and elaborate on the significance of your findings. You should make your readers glad they read your paper, and gives your reader something to take away that will help them see things differently or appreciate your topic in personally relevant ways. It can suggest broader implications that will not only interest your reader, but also enrich your reader’s life in some way. It is your gift to the reader.

APA is 5 points

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References

CAN USE HANGING INDENTIONS OR PUT ALL ON THE LEFT MARGIN. USE AS MANY PAGES AS YOU NEED FOR REFERENCES.

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