Assignment 5: Change Management Plan

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Assignment 5: Change Management Plan (for Google)

Due Week 10 and worth 300 points

In this assignment, you will combine the previous four (4) assignments into a proposal that you could present to the executive leadership and board members. You will argue the value of the change management plan to the overall success of the organization (Google). Add to your previous submissions a plan for sustaining the change in the long run.

Write a six to ten (6-10) page paper in which you:

Section I: Organization

: Describe the organization (Google) and comment on the HR change that Google should make. Utilize effective diagnostic tools to assess the organizations ability to change. Support assertions with theoretical evidence.

  1. Describe the Google in terms of industry, size, number of employees, and history.
  2. Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.
  3. Formulate three (3) valid reasons for the proposed change based on current change management theories.
  4. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
  5. Using one (1) of the diagnostic tools you selected, assess the Google’s readiness for change.

    1. Provide results of the diagnostic analysis
    2. Explain the results
  6. Interpret whether or not Google is ready for change. Substantiate your conclusion by referencing current change management theories.

Section II: Kotter Change Plan

: Utilizing the Kotter eight (8) step method of change, create a solid change management plan for the HR initiative you identified as requiring improvement.

  1. Ascertain how each of the steps applies to Google.
  2. Develop a strategy that illustrates how you would address each of the eight (8) stages of change:

    1. Establishing a sense of urgency
    2. Creating coalition
    3. Developing vision and strategy
    4. Communicating the vision
    5. Empowering broad-based action
    6. Generating short-term wins
    7. Consolidating gains and producing more change
    8. Anchoring new approaches into the culture

Section III: Resistance and Communication

: Research methods of minimizing resistance to change and create plan to address resistance within your change management initiative.

  1. Diagnose the reasons for resistance to change.
  2. Interpret the potential causes of resistance in the organization. Identify and describe three (3) potential causes of resistance to your change plan. Identify and describe three (3) potential sources of resistance to your change plan.
  3. Create a plan for minimizing possible resistance to your change management plan.
  4. Elaborate on the relationship between resistance to change and communication.
  5. Evaluate three (3) communication strategies.
  6. Recommend one (1) communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization.
  7. Create a solid communication plan for your change initiative.

Section IV: Sustaining Change

: Research methods of sustaining change in organizations and create a plan for sustaining proposed change.

  1. Recommend two (2) strategies for sustaining change:

    1. Diagnose the two (2) theories from a scholarly perspective
    2. Evaluate why the strategies selected are viable for the organization

Section V: Presentation

: Create a visually appealing and informative presentation espousing the importance of the change management plan you developed.

  1. Create a ten to fifteen (10-15) slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Include the following criteria:

    1. Be creative in your design so that is appealing to others.
    2. Ensure that all of the


      points of the plan are covered.
    3. Create

      bulleted speaking notes

      for your presentation to the shareholders in the Notes section of the PowerPoint.


      You may create or assume any fictitious names, data, or scenarios that have not been established in this assignment for a realistic flow of communication.
    4. Use a professional technically written style to graphically convey the information.

Section VI: References

: Utilize good scholarly research skills and writing skills to develop a solid change plan and presentation.

  1. Use at least


    (10) quality academic resources in this assignment.


    Wikipedia and other similar Websites do not qualify as academic resources
  2. Write clearly and concisely about managing organizational change using proper writing mechanics.

The specific course learning outcomes associated with this assignment are:

  • Evaluate the reactions to change including identifying signs of resistance and approaches to managing it.
  • Evaluate strategies for communicating change.
  • Use technology and information resources to research issues in managing organizational change.
  • Write clearly and concisely about managing organizational change using proper writing mechanics.
  • Evaluate strategies for communicating change.

Assignment 5: Change Management Plan
COMPANY SELECTION 4 Company Selection Eric Brown HRM 560 Dr. Waldo Company Selection The company selected is Google Incorporated. Google’s Human Resource Management policies are necessary because human resource forms the baseline for the company’s success in the knowledge-based industry and market. The various Human Resource Management policies focus on attrition, confidentiality, and loyalty of the company’s workers. Since employees use their knowledge, skills, and expertise as a tool for bargaining power in the enterprise, human resource management policies aim to keep this power in check while maintaining a warm environment for working. Google Inc. offers medical Insurance, life insurance, child care services, flexibility in work schedules and global travel assistance as the programs and initiatives for the Human Resource Management (Lombardo, 2015). Another program is employee recognition regarding prizes, certificates, and trophies. The human resource programs are effective. The employee recognition programs can improve the motivation of employees hence enhancing the productivity of employees. Medical cover and child care services increase employee satisfaction with the company. Employee satisfaction and motivation leads to high performance at the workplace contributing to the overall improvement of Google Incorporation. Google has a problem when it comes to overcompensation of employees which leads to the wastefulness of resources. For example, Google Inc. pays the spouse of a Google Inc. employee who died (regardless of the cause) the employees’ salary for ten years. The perks are nice but are too excessive. Google Inc. can change such human resource management policies by rigorously monitoring the data related to the human resource management policies and procedures. Organizational Change should be encouraged on all employees ensuring that all employees are comfortable with the change (Palmer, 2016). Google can provide incentives to encourage organizational change. Organizational change should involve the employee’s input to allow them to have a say in the changes making them feel involved. References Lombardo, J. (2015, Augast 25). Google’s HRM: Recruitment, Selection, Retention. Retrieved January 2017, from Panmore Institute: Palmer, I. (2016). Managing Organizational Change: A Multiple Perspectives Approach. Palmer Press.
Assignment 5: Change Management Plan
Diagnosing Change 8 Diagnosing Change Eric Brown Dr. Waldo HRM 560 January 22, 2017 Diagnosing Change Describe the company in terms of industry, size, number of employees, and history. Google is an American Multinational Technology Company that specifies on offering products and services that are related to the internet. Some of the services which are provided by Google Company comprise cloud computing, software provision, online advertisement technologies, and internet search. Google Company was founded by two students from the Stanford University; Larry Page and Sergey Brin in 1996. The company has it’s headquarter in Menio Park, California. They were pursuing PhD. Google’s main aim is to collect world information and make it accessible and useful worldwide. The company is no doubt one of the most popular and admired companies across the globe. Google is a very big company and operates beyond YouTube, Google Search and Gmail. It has a hand in many advanced technologies. As of 2014, the company had 53,600 full time employees (Weber, 2015). Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed. After looking at the company’s internal data, it was determined that great management is essential for the top performance and retention. Apart from superior technical knowledge, regular one-on-one coaching that comprise expressing interest in the employee as well frequent personalised feedback should be incorporated in the company’s human resource practices. Google’s PiLab is basically a unique subgroup which does applied experiments within the company to identify the most effective approaches to manage people and uphold a productive environment. This should however include the type of rewards which can help ensure that the employees are motivated and happy. Diversity has been a big issue in Google Corporation. The company should therefore consider changing their diversity programs. They can use analytics to solve the various diversity problems being faced. Consequently, the people analytics can conduct analytics to identify the root cause of weak diversity recruiting, promotion, and retention. It should develop an extra ordinary focus on the increasing collaboration among the employees from different departments. The workplace should be designed in a manner that maximises learning, collaboration and even fun. Employee learning is a very essential change that the company should consider incorporating. Formulate three (3) valid reasons for the proposed change based on current change management theories. As Google continues to evolve and the changing demands of the consumers continue to create the need for new products and services, the company is forced to make changes in order to stay competitive. There are various reasons why the company should create a working environment that encourages employee learning through coaching programs and ensuring that employee diversity is incorporated and encouraged. One of the reasons why this change is vital is the need to enhance new and innovative ideas. The company needs innovative ideas to keep up with the technological requirements of their consumers (Edgar, 2004).The employees should continue to learn more on matters computer and operate various computer systems. Secondly, creating an environment that encourages employee learning will also ensure that the company achieves the desire for growth. Google is one of the companies that are focused on growth. The company has a global face and there is need to keep up growing by providing better services to its consumers. Training of employees and creating an environment that encourages diversity encourages growth as new ideas are brought in to help in improving the operations of the company. Continuous employee learning will also ensure that the needs of the consumers are well understood and achieved. The employees will also learn about the changing market needs and work towards achieving the goals of the organization (Edgar, 2004). The third reason for this change is the need to improve the organizational processes. Google normally implements new products and services to become more efficient and productive. Continuous employee leaning is basically essential in helping to familiarise with the new processes to improve services and reducing the operating costs. As a result, Google will realise a high level of service delivery and quality of their products. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two (2) diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization. There are various communication strategies that can be used to implement the change management plan for Google Corporation. The diagnostic tools that can be used in determining the readiness of Google Company for change include not overemphasizing the change, extent of communicating the need for the change, and buying in from the employees or staff. These tools entail the aspect of listening as a communication skill, selling the change upward and also aligning the language to complement with the desired change. Listening is a critical communication skill that requires learning within an organization. This entails discriminative listening, therapeutic listening, comprehensive listening, appreciative listening and critical listening. These modes of listening will allow the employees value the importance of continuous learning and professional growth. Google should not give the employees too much information about the change in the need to enhance employee growth (Anderson, 2001).This will avoid information overload but the change should be kept transparent and the employees must be aware of the need for learning and coaching programs. By practising these types of listening modes, learning and coaching of the staff will be made easier thus developing an environment that encourages change. Readiness for change can also be determined by the way in which the organization has organized its resources to implement the change. Funds should be set aside to help in the training and continuous learning of the employees (Palmer, Dunford & Akin, 2009). Selling upward change is very critical. The staff should be involved in the change process to help generate new ideas. The organization should also be capable of aligning the language of the change to its mission and vision. The managers should show an image that reflect the purpose of the change and serve as an example to other employees. Using one (1) of the diagnostic tools you selected, assess the organization’s readiness for change. a. Provide results of the diagnostic analysis b. Explain the results The purpose of assessing change readiness is to analyse the extent of preparedness of the resources, conditions and attitudes. Using the aspect of organizing resources for the change, all the key stakeholders should know the full range of system components which needs to be assessed (Palmer, Dunford & Akin, 2009). It is essential to know whether whole system and all the elements within it are ready for the change. Google can adapt its resources to the local needs of the employees and context before it is implemented. The company has set aside funds for employee learning and coaching programs and the Research and Development department that ensures new innovative ideas flow for efficiency of their operations. Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories. Readiness for change requires being properly prepared. Google Inc. is actually ready for this HR resource change practice. This is attributed to the fact that the company has the right conditions as well as resources in place to support the change process. It also has a clear vision and objectives that matches the intended change. The company is focused on creativity and innovation thus continuous learning is very critical for the company. Additionally, the organization has the right attitude and motivation to engage with the change and make it successful. References Anderson, D. & Anderson, L. (2001). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders. San Francisco. Edgar H. Schein (2004). Organizational Culture & Leadership (3rd Ed.). San Francisco: John Wiley & Sons Inc. Palmer, I., Dunford, R., & Akin, G., (2009). Managing Organizational Change: A Multiple Perspectives Approach. New York: McGraw-Hill. Weber, S. (2015). Organizational Behaviour – Google corporate culture in Perspective. Scholarly Paper. Verlag fur Academische.
Assignment 5: Change Management Plan
Running head: CHANGE MANAGEMENT 0 Change management Eric Brown Dr. Waldo HRM 560 February 5, 2017 Google is the home to many popular online and internet services such as Gmail and it has managed to be the most popular search engine ever. The company that was started in 1996 by Larry Page and Sergey Brin attributes most of its success to the organizational structure, culture and HR policies of that have been installed in the organization. To be the best in business in this modern day and culture the role of human resource and management cannot be downplayed as it forms the backbone that will hold the company together (Fred, 2010). Google has made moves in its management that been very integral in the achievement of success such as the elimination of the managerial hierarchies that existed before. What this meant for the Google’s engineers was more freedom to work that enhanced and supported creativity and innovation. In response to leaders and organizations wanting to transform the policies and organizations of their companies, Dr. Kotter came up an 8 step process of leading change. The very first step towards bringing change in the organization is to create a sense of urgency. The urgency will bring forth innovation and participation of all other member s of the organization. Dialogues and meetings need to be held to communicate the need for change and better achievement within the organization. The conversations should be very honest and sincere where the leaders begin to motivate the employees of the possibilities of better and more success in the organization. According to Google, the organization should project and forecast the trends that are most probably going to take place within the information technology field. Information technology is a generally very competent and fat moving field of practice. Therefore, Google should identify and establish gaps that they should fill. Support should be gained from all stakeholders that inherent to the success to Google to support the initiatives to tap the new opportunities. The second step of Dr. Kotter is the forming and powerful coalition. The employees and the team behind the execution of every project are very crucial to success or failure. Change can be hard but it is definitely rewarding. The leaders and managers have to be very effective in ensuring that all employees are on board and motivated as they begin the new tasks. Google can work on building the team in terms if training and equipping the people with necessary tool and expertise that they need to make the big difference within the company. The third step according towards change management is the creation of vision for change. When the idea of change is brought to the table, it can spark off excitement and flows of ideas from all corners and from all employees. From the concepts that are being presented it is important to draw up a vision board by linking the ideas together to come up with a universal concept. Google Company after identification of an opportunity should be able to outline the core values that are necessary to effect the change. Google should actually make a write up explaining the idea and share it with the necessary stakeholders so as to polish up on the idea and finalize it into action steps. The next step which is number four is the communication of the vision. The vision has to be something that is shared across the board so that everyone is one the same page and everyone is working towards the same goal. A major mistake that many organizations often make, is poor communication strategies to all the stakeholders and employees who will be affected by the change. Lack of communication brings about hesitance and friction when it comes to implication and realization of overall success of the organization (Fullan, 2011). For Google to effectively communicate the vision they need to hold meetings and ensure that all members are on par with the new ideas and developments being made at every stage and process of the way. At this stage anxieties ad issues will be raised with the organizational and it is roper for them to be handled carefully and addressed for the benefit of all members. The leaders and mangers should ensure that they lead by example such that they are at the forefront of ensuring that everyone has grasped the ideas being communicate and they are much psyched u of the new change. The fifth step according to Dr. Kopper is the removal of any obstacle that may hinder the realization of change within the organization. Obstacle may be in the form of resistant stakeholders, financial constraints, inadequate information and technology in the case of Google and sometimes lack of cooperation from all members of the team. Google incorporation need to identify the obstacles that are threatening their realization of success. The leaders need to take sure that all systems in lace are correct such job description, organizational structure, and compensation structures so as to prevent all manner of resistance from employees especially. After identification and proper placement of structures, the obstacle particularly employees and leaders who are resisting change can be done away with since their contribution seems to be pulling the company away from success. Some people can be given a second chance by making them understand what really is required from them and trying to further understand their source of anxiety and fear. The sixth step towards change management by Dr. Kopper is creation of short term wins. Success is the greatest motivator ever and seeing is believing. Employees and leaders are most motivated when they see and realize that their efforts are bearing fruit even if it is in the simplest way possible. To be able to make the small wins, the company has to ensure that short term goals are set. Google Company needs to me the short term goals and ensure that an action plan has been designed on how to achieve the goals. Target will set the pace and once the goals are achieved one by one the team will be more than ecstatic to proceed with more goals. Therefore, Goggle needs to ensure that the projects they have chosen can easily and sensibly be broken down into segments and short term goals that are achievable. The targets should be justifiable as investments within the company and pros and cons should be thoroughly thought about as part of the action place. After the short term wins have been achieved it is important that Google rewards and recognizes the teams that made the process possible. Rewarding is a source of motivation and good will is obtained from the employees once they realize that their efforts are necessary and recognized (Kumar, et al 2015). Step 7 of the change process is to build on change. Dr. Kotter notes that early victory leads to premature excitement and celebration and some people become complacent and put no effort no more. Quick wins that have been realized in step six need to be built upon to enable the company have more achieves in the future. After the first and second win, more tracking and capacity building needs to be pursued to ensure that the final and eventual bug win has been achieved. A very common tendency is to relax and forget if the long journey ahead. Quality products and services need to be relayed is that was part of the process. Therefore, what Google needs to do is to analyze every win and establish the strengths and weaknesses if the project. Goals need to be reevaluated and build upon to ensure that success is continuous. The ideas that are flowing need to be very fresh. The final step of change is anchoring the changing corporate culture. Due to all the new projects and ideas that have been implemented, the corporate culture must definitely be affected and therefore reinforcement is necessary to keep the change consistent. Google can do this by having talks about the progress made so far and create future plans for the company based on those plans. Integral team members and leaders to the success need to be recognized. References Fred C. Lunenburg. (2010) Approaches to Managing Organizational Change International Journal of Scholarly Academic Intellectual Diversity. Volume 12, Number 1. Fullan, M. (2011). Change leader: Learning to do what matters most. New York, NY: Wiley Kumar, S., Kumar, N., Deshmukh, V., & Adhish, V. S. (2015). Change management skills. Indian Journal of Community Medicine, 40(2), 85.
Assignment 5: Change Management Plan
RESISTANCE AND COMMUNICATION 7 Resistance and Communication Eric Brown Dr. Waldo HRM 560 February 20, 2017 Resistance and Communication: Google Overview Organizational change is imperative for steering an organization in the right direction in times of difficulty and when making novel introductions in a company (Foster, 2010). With the fast transforming nature of organizations in the contemporary world, organizational change is arguably one of a number of inevitable activities that companies are bound to execute. Change, when implemented the right way, has the potential to accrue a broad spectrum of benefits to an organization. Hence, through the use of various change tools, organizations often gain the capability to offer much-needed guidance to their team of workers as regards the most feasible way through which they can contribute to their prosperity (Rothaermel, 2015). While employees usually acclimatize to the demands of an array change initiatives, the presentation of certain change measures tend to receive lukewarm reactions from workers. As such, the ensuing discussion explicates the probable explanations for employee resistance to Google’s change plan, as well as ways through which the organization can minimize resistance to change management. Discussion Resistance to change can be caused by a vast repertoire of explanations. Regarding the organization that forms the principle focus of this discussion, the potential causes of resistance in the company may take in the lack of competence, inappropriate communication, misapprehension of the necessity for change, not being consulted, as well as emotional attachment to routine. Fear usually crops up several times due to the unknown. In such instances, the involved party is not informed of the change, as well as how the transformation may impact their day to day lives and may only go ahead with work owing to the greater fear of idling. With this firmly noted, a lack of competence may arise as regards catching on transitioning matters or even holding the belief that the change is needed (Foster, 2010). Workers who have performed a particular process for a long time will typically feel that change is not of the essence and may have problems with the transformation of the routine overall. Emotional attachment may be tied to the manner in which an individual feels about given transformations and gets complicated when dealing with workers who have held certain roles or have tenure with the company (Hodges & Gill, 2014). Failure to be consulted and being less forthcoming as regards the change is also certainly bound to induce resistance. Resistance to change can, to a large extent, arise from improper communication, which starts with upper-level management. The manner in which the details of the change are communicated to the rest of the workforce and how queries and grievances are fielded are crucial matters to address before changes are put into effect. On many occasions, second handed information simply increases the resistance, and that information is distorted and imprecise when communication is ineffective within the leadership (Foster, 2010). Feeling kept out by the company rather than an open solicitation to see to it that everyone is afforded a chance to share their thoughts or ideas results in the creation of barriers to resistance too. More often than not, when workers come to know of a sudden change, they may take offense if their input was not included. The self-interest of the workers rather than the company can equally result in resistance to change. A person may only think of furthering their own agenda or preserving the status quo in such circumstances. The inappropriate communication brings about the anxiety of the incumbent and may concurrently sow seeds of distrust. Finally, insecurity may also bring about resistance to the change plan as an individual becomes comfortable in a setting and transformations to that setting may create some level of uncertainty. The most feasible plan for minimizing possible resistance to change management plan relates to clear communication. Concisely put, a change plan can only attain the support of all if the appropriate communication channels are exploited to see to it that everyone is on the same page (Quirke, 2012). Change plans usually detail the central notions that all employees need to focus on for their period of their employment. Since a new change plan consequentially comes with particular transformations to its core ideas, it is crucial that the organization employs appropriate communication channels to ensure that all employees are fed with the right information as regards the change plan. Succinctly, communication offers the most effectual plan for the minimization of possible resistance. Based on the assessment of various organizational experts, a well-planned communication plan is of the utmost imperative if the change is to be implemented effectively. One of the primary uses of change communication is to notify workers regarding the change. This informative role of communication will have an effect on worker readiness, as well as their acceptance of the change (Quirke, 2012). Without communication, workers will undoubtedly usually feel blindsided. Accepting change under such circumstances is virtually impossible as the absence of communication merits distrust. If the company is reluctant in sharing its vision, then the guess is that the company is headed in a dissimilar direction overall and that it excludes the existing batch of employees. Various communication strategies are available for use when introducing change. Firstly, education and communication would be applied in situations where there is no information or precise information. Once the involved parties are notified, they will usually offer their assistance when implementing the change. Further, participation and involvement would be applied where the involved parties lack all the data required for designing the change and where other people have significant resistance power. Hence, individuals who participate will exhibit a commitment to the implementation of the change (Hodges & Gill, 2014). Lastly, negotiation and agreement would be applied where a group has significant power to resist the change, hence the need to sit down with such persons in a bid to find some middle ground regarding the proposed change. This strategy sometimes presents a relatively simple way of reducing major resistance. Further, I would use the underscore and explore communication strategy for the organization under focus. Just as the tell-and-sell strategy, this approach entails the management having a focus on a few key messages. However, unlike the tell-and-sell strategy, managers and leaders afford the rest of the workforce the creative freedom they require to survey the implications of the matters. Those who adopt this particular strategy are not only concerned with a handful of key messages but also with listening conscientiously for possible misapprehensions and unrecognized impediments (Hodges & Gill, 2014). In essence, workers know the daily operations of a company and have a good comprehension of areas that call for improvement. Asking for feedback even if it is not employed immediately can have a considerable inherent value for both the employer and the worker. Finally, the communications plan for the change initiative must be relevant to the audience. The technique of communication will entail weekly occurrences and will vary between a range of methods including newsletters, face-to-face, and internal media. The kinds of messages communicated will establish the type of interaction and feedback that is always welcome. Any messages regarding the change having an impact on the team of workers would always be disseminated face-to-face. References Foster, R. D. (2010). Resistance, justice, and commitment to change. Human Resource Development Quarterly, 21(1), 3-39. Hodges, J., & Gill, R. (2014). Sustaining change in organizations. Sage. Quirke, M. B. (2012). Making the connections: using internal communication to turn strategy into action. Gower Publishing, Ltd. Rothaermel, F. T. (2015). Strategic management. McGraw-Hill.

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