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Aet560 w5 organizational_change_process_new_conclusion
- 1. Organizational Change Process Catherine V. Harris Brittany Morneweg Kathy Nieboer September 08, 2015 AET/560 Phyllis Carbonaro (Google images, 2015)
- 2. Organization Overview • Founded in 1902 • Incorporated January 17, 1913 • International in 1995 • 2006 partnerships with Sephora cosmetics (Encyclopedia Britannica, 2015)(Google images, 2015)
- 3. Scenario • Under previous management, JC Penney’s production declined. New management has taken over anticipating immense changes. • Change agents will be used to improve employee job performance and emphasize organizational success. (Google images, 2015) (Mourdoukoutas. 2013)
- 4. Strategic Restructuring • Goal - Regain employee/employer loyalty and trust through increased employee performance. • Increase employee performance as a result of Change Agent instruction. (Google images, 2015)
- 5. Change Model Lewin’s Change Management Model (Google images, 2015)
- 6. Theories of Practice • “Effective change efforts are built on a drive to achieve outstanding performance” (Spector, 2013, p.155). • Rationale: The success of the transformational period is directly correlated to employee performance. (Spector, 2013, p.155)(Google images, 2015)
- 7. Theories of Practice • “Effective leaders take specific steps to ensure communication transitions both upward and downward” (Spector, 2013, p.156). • Rationale: Part of having an impact on change is creating open avenues of communication. (Spector, 2013, p.156)(Google images, 2015)
- 8. Training Program • Name of Instruction: Communication and Change • Length: 2-Day training for 4- Hours • Day 1: Effective Communication • Day 2: Coping with Change (Google images, 2015)
- 9. Training Program • Objective 1: Employee communication will increase two to three times weekly between management and employee • Indicate appropriate channels/mediums • Build communicative rapport (Google images, 2015)
- 10. Training Program • Objective 2: Employees will embrace coping skills allowing them to accept the organizational changes • Identify motivations • Exemplify importance of role (Google images, 2015)
- 11. Shared Diagnosis • Identify barriers • Lack of trust in employee – manager relationship • Decreased communication from employees and management • Develop solutions together • Employees new expectations • Training on effective communication and coping with change • Assessments of training, increased communication, and employee feedback regarding change
- 12. Shared Diagnosis • Continuous improvement monitoring • Pre-assessment data from shared diagnosis compared with formative assessments from training, summative assessments two weeks after trainings, and monthly pulse checks throughout this year.
- 13. Measuring the Change Process • Interdepartmental Assessments • Creating focus groups • Monitor frequency of staff meetings • Conduct independent evaluations – what is considered good and bad communication on behalf of management and employees
- 14. Strategies • Overcoming resistance • Careful implementation of transformational practices and changes • Employee participation in changes and change process • Management uses resistance as an opportunity to learn • Creating commitment • Shared goals • Professional development (Google images, 2015) (Spector, 2013, p.12-87)
- 15. Strategies • Offering incentives • Performance pay • Intrinsic and extrinsic • Sequencing incentives • Addressing teams • Intentional teams • Interdependent tasks • Teams and teamwork are “part of the way of operating” (Google images, 2015) (Spector, 2013, p.92-138)
- 16. Training Assessment • Pre and post assessment surveys are used to evaluate progress of employee job performance regarding an increase in communication and an increase in positive feedback about change (Google images, 2015)
- 17. Continuous Monitoring • In four weeks after training, frequency in two way communication will be tracked and compared prior to meetings • Data will be collected monthly from the following avenues: • Bi-weekly team meetings • Monthly one-on-ones • Monthly email pulse checks • Suggestion box (Google images, 2015)
- 18. • By implementing training for effective communication JC Penney will benefit by having communication open in both the upward and downward structures to develop a strong foundation of trust in employee/employer relationships. • The training on coping with change will arm employees with tools to empower them to accept their feelings about change as natural, manage their stress, and exercise old and new responsibilities (Cawsey, deszca, & Inglos, 2012, p.237). • Continuous monitoring will allow the organization to access the strategies used in this change process and learn from it for future inevitable changes. Conclusion (Google images, 2015)
- 19. References (Google images, 2015) Cawsey, T. F., Deszca, G., & Inglos, C. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Thousand Oaks, CA: SAGE Publications, Inc. Encyclopedia Britannica. (2015). J.C. Penney Corporation, Inc. Retrieved from http://http://www.britannica.com/topic/JC-Penney- Corporation-Inc Google Images. (2015). Retrieved from https://images.google.com/ Mourdoukoutas, P. (2013, September). A strategic mistake that haunts JC Penney. Forbes. Retrieved from http://www.forbes.com/sites/panosmourdoukoutas/20 13/09/27/a-strategic-mistake-that-haunts-j-c-penney/ Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Upper Saddle River, NJ: Pearson Education
Hinweis der Redaktion
- Founded by James Cash Penney as the Golden Rule dry goods store in Kemmerer, Wyoming. Incorporated Jan 17, 1913 as J.C. Penney Stores Company they moved the headquarters to New York in 1927 and began publicly trading in 1929. There were 1,392 stores at that time. James Penney retired in 1946 where he was the honorary chairman. Mr. Penney was very conservative those who smoked or drank, even on the personal time were terminated from the job. Mr. Penney was a cash business and then gave way to credit cards. JC Penney evolved in the late 60’s where operations moved into Italy then into Mexico and Chile in 1995. The international division closed in 1995. In 2006, JC Penney partnered with Sephora cosmetics. In 2008 JC Penney launched the American Living brand of clothes, and home décor. Kimora Lee Simmons has her Fabulosity line along with Ralph Lauren. In 2010’s JC Penney discontinued the catalog sales. (Encyclopedia Britannica, 2015)
- This anticipated change is going to require shareholders to redevelop a process to allow JC Penney’s to facilitate anticipated changes to emphasize organizational success
- Lewin’s change model assures employees are prepared to execute intended processes for change (Google Images, 2015).
- The use of Shared Diagnosis enhances performance to increase communication to build trust in employee/manager relationship. Together the consensus was that there was a lack of trust and decreased communication is a main indicator. Solutions discussed are to provide new competencies and expectations for all, implement a training on it, and then continue with monitoring for success and future development.
- The use of focus groups advises where the core breakdown exists hindering overall effective employee/management communications. Tracking how often staff meeting are conducted advises if management is realistically attempting to remain engaged with employees along with pinpointing the levels of communication skills exhibited from both management and employees. What is more, conducting independent evaluations is an innovative opportunity in which to learn how management and employees defines good and bad communication--what is considered good and bad is relative.
- Resistance Employee reaction to change comes from how the process is managed and the degree to which employees are allowed to participate in the process (Spector, 2013, p.11). In treating employee resistance as a negative force to be overcome, managers risk shutting down the possibility that they can learn from resistance (Spector, 2013, p.12). It is important for managers to learn about employee hesitations and concerns (Spector, 2013, p.12). By diagnosing problems, understanding their importance, and being part of the process of formulating solutions, people develop a psychological sense of “ownership” over the outcome (Spector, 2013, p.13). **Ownership helps motivate and motivating encourages commitment. Commitment Clarify shared goals that are expected for the whole organization (Spector, 2013, p.87). Allow employees greater access to managers and offer opportunities for professional development (Spector, 2013, p.87).
- Incentives Pay on Performance, measuring performance outcomes, % of pay. Salary and bonus, Stock options (138-139). Incentive pay, regardless of the specific design, is an extrinsic reward : a reward external to the individual and provided by the organization. – Money, powerful, but not effective for long term (142). An intrinsic reward is a positive outcome naturally associated with a behavior (142). The temptation to introduce a new incentive plan early in change implementation is powerful but potentially harmful (p.144). what and when - What choices relate to decisions concerning the design of their incentives, The goal of the what questions is to make design choices that reinforce the behaviors Sought – The when question relates to when incentives will be introduced in a sequence of transformational interventions (144-145). Teams Project management teams, problem solving teams, product development teams, work teams (92) Cross functional teams that span multiple organizational functions, provide a way of achieving that integration (93). The success of teamwork depends on a culture and a context within the larger organization that supports coordinated efforts: recruiting and developing individuals with teamwork competencies; holding team members jointly accountable for joint efforts; removing barriers to effective cross-functional coordination (94). All of these actions help create a context in which teams—and, more importantly, teamwork—are simply part of the way of operating (94).