Management - M3A1 LTABC - Essay Example

M3A1 LTABC Table of Contents Table of Contents 2 Change Agent 3 Motivation Necessary to Initiate Change 3 Create Urgency (using Kotter’s model) 3 Demands of Being a Change Facilitator 4 Organizational Role 4 Building a Strong and Effective Guiding Team 5 Organization’s Vision 5 Vision Statement for Change 6 References 7 Change Agent Change agent is not a person specific idea. Many organizations use the term to define a set of people linked by common objective. Organizations lack in fortitude and knowledge to integrate change with business efficiency.

They want to implement change management due to many reasons like regulatory policies, market competition, declining sales volume, poor work culture and lack of clarity in communication process between various functional departments. Change agents can be termed as an individual or group of individuals helping the organization to achieve better business performance. A salesman with exceptional track record can help a struggling (poor sales performance for last few quarters) company to sell more products to customers and earn greater sales revenue with respect to previous quarters.

In this situation, the person can be classified as change agent (Gilley, Quatro, Hoekstra, Whittle, & Maycunich, 2001, p.2). Motivation Necessary to Initiate Change Create Urgency (using Kotter’s model) Change agent should try to help management team to understand the urgency for change. Agent should identify the potential threat factors and needs to develop a clear scenario regarding future predicament. Then the change agent should give a presentation regarding risk factors in front of management of the organization.

The person needs to convince at least seventy five percent of board members regarding change management. It can be done with the help of four things. 1- Presenting the situation with the help of statistically analyzed poor sales performance data for last few quarters, 2- Explaining current market scenario and position of the organization with respect to competitors. 3- Explaining threat factors (financial and non financial) looming over future of the company. 4- Supporting the statistical data with honest, convincing and dynamic reasons.

The agent needs to request support from outside elements (industry people, stake holder and customers) to increase the penetration level of argument (Johnson, 2009, p.21). Demands of Being a Change Facilitator Organizational Change Facilitators (OCF) helps the company to move in right direction. They help the organization or human resource pool of the organization to find solution for business related issues. They must have the skills to plan, analyze and carry out changes in organization. Change agents must have the capability to motivate co workers to participate in change.

They must have the passion to create something new and want to work for creating better organizational system (Indian Society for Applied Behavioral Science, 2007). Organizational Role A guiding team would be appropriate in the given scenario. They are one kind of group capable of motivating other team members to participate in change management. The group of personnel must have set a clear objective in front of other team members. They should encourage participants to perform efficiently to fulfill given task.

Top management of the company needs to monitor the activity of guiding team. Guiding team (might be set of individuals from the technical department, even group of experienced employees can act as guiding team) plays as a linkage between top management and employees. Building a Strong and Effective Guiding Team Organizations give importance on creating a cohesive guiding team. Guiding team acts as communication medium between team members and top level management. Organization leaders communicate the objectives for change management to employees with the help of guiding team.

Three things are important to create a stable guiding team. 1- Assembling the people with strong leadership skill. 2- People must come from various functional back ground and in this way they can create diversity in view and ideas, brainstorming can be used to create specific solution with respect to demand of the situation. 3- Guiding team should work as team to solve problems. The management needs to set short term objectives for guiding team to achieve within given time period. Collection of short term objectives will help management to design long term organizational objectives (Roberto, 2006, p.139). Organization’s Vision According to John P.

Kotter, vision of the organization should be people driven. The vision should help the organization to create synchronization between leadership and management. Most of the companies in USA are over managed by poor leadership quality. Management deals with coping with complex situation but leadership deals with coping with organizational change (Kotter, 1990). Vision statement of the management should be changed in terms of objectivity. Centrality of any successful modern organization depends on interdependence of various functional departments.

Organization needs to align functional departments in a common direction to achieve the business objective. Organizing and staffing of human resource will not help them to achieve long term objectives. Vision Statement for Change The vision statement should be designed to align each organizational in common direction with respect to business objective. Designing a collection of small objectives will be part of the change statement. The organization can incorporate change in terms of cultural values and new vision statement with the help of change agents (Harigopal, 2006, p.68). References Gilley, J.

, Quatro, S., Hoekstra, E., Whittle, D., & Maycunich, A. (2001). The Manager as Change Agent. New York: Basic Books. Harigopal, H. (2006). Management of Organizational Change: Leveraging Transformation. California: SAGE. Indian Society for Applied Behavioural Science. (2007). Organisational Change Facilitation. Retrieved from http://www.hidforum.org/OCFP%202%20Brochure.pdf. Johnson, J.E. (2009). Assessing Workers' True and Perceived Sense of Urgency During Strategic Change: A Descriptive and Correalational Examination.

Michigan: ProQuest. Kotter, J.P. (1990). What Leaders Really do. Retrieved from http://web.sau.edu/richardsrandyl/what%20leaders%20really%20do_kotter.pdf. Roberto, J. (2006). Becoming a Church of Lifelong Learners. New London: Twenty-Third Publications.