06 Oct To complete Step 5 of your Cha

Assignment: Developing a Change Plan – Step 5, Empower Action

This week, you will continue working on your Change Plan, focusing on Step 5 of Kotter’s eight-stage change process. Empowering action and mitigating barriers are key steps to consider when developing an effective change plan. Reflect on your change plan thus far. What barriers might you face when implementing your plan? What steps can be taken to eliminate these barriers? Are there any changes you might consider making to your plan or communication strategy to prevent possible barriers?

For this stage of your Change Plan, you will design a formal plan for removing barriers to change and providing stakeholders the necessary tools to empower action toward your vision.

To prepare for this Assignment:

Review this week’s Learning Resources, especially:

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Review Press.

· Step 5, “Empower Action”

Assignment:

Complete Step 5 of your Change Plan , compose a cohesive document that addresses the following for the organization or community you chose in Week 2:

· Identify structural barriers that could potentially prevent employees from feeling empowered to change, and outline how you would remove these barriers.

· Outline the training and support needed to be successful with this change.

· Outline the tools and resources needed to empower stakeholders.

· Develop a plan that ensures all current systems aligns to the new vision.

· Identify potentially troublesome stakeholders that might not buy into the change. Create a plan for helping potentially troublesome stakeholders get on board with the change.

· Break down how your plan empowers others and analyze the benefits of feeling positive toward the change process and feeling empowered to participate.

· 2–3 pages in length

· No plagiarism

· APA citing

,

1

Change Plan and Coalition Building

WEEK 2

Walden University

MGMT 6140: Initiating and Managing Change

September 18th, 2021

Change Plan and Coalition Building

Introduction

Positive improvements that may be made in my present company include reducing the sales department's passivity in guaranteeing fast, accurate, and thorough accounting and boosting receivables collection. Turnover balances are prioritized to reduce legal responsibility and exposure to bad debt.

The five-star luxury hotel company for which I work is renowned in the hospitality sector for providing excellent customer service and beautiful experiences via opulent rooms and gourmet services. As an accounts receivable manager, I help my firm manage its revenue stream by ensuring that systems in place satisfy both visitor expectations and the company's financial requirements in line with standard operating procedures. A team of department heads, middle management, and supervisory employees assist the general manager, who also serves as executive director, in operating the institution.

My firm's sales department is in charge of providing our services and ensuring that a documented sales agreement exists between our company and our clients that precisely describes the terms of the agreement to eliminate misunderstandings and disagreements. When setting up customer accounts, I use this sales agreement as a reference tool to ensure that we have a clear grasp of client expectations and the services we have agreed to offer, which protects us against unreasonable requests and circumstances beyond our control (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). Our customers can choose their payment schedules, which must be completed in full and on time 72 hours before the event date, following our standard 100 percent pre-payment policy. A payment method on file, most commonly in the form of a credit card, is required to ensure contractual payment commitments are met. This payment plan must be included in the contract.

This has never been the case, however, because agreements have consistently failed to include the payment methods specified during the sales phase, forcing the meetings and special events department to pursue payments in addition to their other responsibilities, such as attending to the details of the events to ensure their success. As a result, violence and miscommunication between these two groups occur regularly. This position, which the sales department manufactured, is a ticking time bomb for the company, putting it at risk of future disaster, which might have legal and financial consequences if not addressed swiftly (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). This complacency can be attributed to the lack of a substantial and viable tragedy and our previous success in collecting on our collections, which solidifies the ancestral root of this complacency. This recognized attitude and mentality within the organization cannot be exaggerated, and they must be removed to decrease or eliminate their impact on our activities.

Establishing a Sense of Urgency

Our sales representatives identified a culture of complacency within my organization that needed to be addressed by disregarding clients' demands to establish and secure a payment option. Our seminars and significant events and the finance departments' capacity to receive regular pay for all of these activities all helped to fix this issue. Our clients have a good reputation and are honest. When a firm decides to make a change, its strategy, as well as its strengths and weaknesses, are evaluated. Investigating, deliberating, seizing, planning, executing, and devising strategies (Houck, 2009). Based on these derivatives, I can identify my company's strengths in search, seizing, planning, and strategy formulation, as well as its shortcomings in introspection and execution. The inability of my company to use meditation to focus on processes and advancement to analyze routine, attitudes, and the larger status quo constantly is a problem that must be addressed. Effective communication and participation can help solve this problem by identifying what works and what doesn't and what needs to be corrected.

A sense of urgency occurs when people are capable and willing to argue publicly and acknowledge potential catastrophes, admitting the presence of a problem and accepting the necessity for modification. I identified deployment as a weakness in employee capacities since the only action results in transformation. This problem can be remedied by holding employees accountable while also providing proper coaching in underdeveloped areas. One of my objectives was to generate a sense of urgency in the pursuit of positive change. As I learned from the course text's workout in the heart of change, my company will need to build something remarkable, memorable, and attention-grabbing to overcome this difficulty. I'll gather all non-compliant agreements and pile them on my desk for aesthetic purposes before contacting my immediate supervisor, the finance director, and demonstrating the scope of the problem. The sight of a desk covered in mounds upon mounds of contracts will elicit my boss's attitude and desired mood (Houck, 2009). Before approaching my general manager with an informed discussion about the need to comply with our contract responsibilities through habit change or creating an LSOP to replace our current procedures, I'd seek her approval. I believe that an open discussion will help to instill a sense of urgency and highlight the crucial need for reform.

Creating a Guiding Coalition

I aspire to form a ruling coalition of people with power, competence, ethics, and leadership. As a result, my immediate boss, the finance director, will be crucial to my governing coalition. For commands and ideas to be recognized legitimate, the general manager, as the administrative leader of the organization, must be persuaded and engaged in providing quality and authority ("Leading Change. John P. Kotter, 2012, Harvard Business School Press, Boston, MA, 187 Pages; $24.95," 2012). On my steering committee, I plan to include the head of sales, who has a position, influence, responsibility, and experience in the field of interest.

Typically, transformation begins with two or three people, and my leading alliance consists of three people who are appreciated and respected within the company. They are essential players in the transition process because they possess the necessary characteristics.

References

Houck, M. M. (2009). A Review of “A Sense of Urgency.” Forensic Science Policy & Management: An International Journal, 1(1), 71. https://doi.org/10.1080/19409040802629728

We are leading change. John P. Kotter, 2012, Harvard Business School Press, Boston, MA, 187 pages; $24.95. (2012). Competitive Intelligence Review, 8(2), 34–35. https://doi.org/10.1002/cir.3880080221

The Heart of Change: Real-Life Stories of How People Change Their Organizations. (2002). Harvard Business Review Press.