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MANAGEMT7039NA Management Of Change

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MANAGEMT7039NA Management Of Change

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MANAGEMT7039NA Management Of Change

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Course Code: MANAGEMT7039NA
University: The University Of Adelaide is not sponsored or endorsed by this college or university

Country: Australia


You must first develop two principles of ethical change management that should be applied to the management of change. The principles should be applicable to most change situations that a manager may face, and they should be grounded in the change management literature. At least four references must be used in completing this task.
Next, you must analyse the behaviour of Mark Dawson, Senior VP of Operations, as follows.
(i)Identify whether Mark Dawson is resisting the change that Cheryl Hailstrom is seeking to make. Your choice must be justified, with reference to relevant change management studies.
(ii)Critique the response of Cheryl Hailstrom towards Mark Dawson, using relevant change management literature and the principles that you formed earlier
(iii)Recommend no more than three measures that can be taken by Cheryl to manage the evident resistance that you have found, with reference to relevant change management studies. The measures must show that the principles of ethical change management that you developed are being applied.


Principles of ethical change management
Organizational change usually comes with the tendency for resistance among the employees hence the organization has to promote ethical change initiatives that shall enhance acceptance of evolution by all the individuals within the organization (Hayes, 2018). Cameron & Green (2015) state that the code of conduct and ethics should be applied effectively throughout the organization especially during the process of change. According to Neves, Almeida & Velez (2015) they should never be compromised by any means just because there is a need to achieve specific objectives even though it might be against people’s wish. According to Goetsch & Davis (2014) two ethical principles should guide the change process within the organization. These principles are:
Development of appropriate organizational culture
An effective way of promoting ethical change process within the organization is through the establishment of a religion of ethical behavior. Some of the ethical behaviors among the employees are respect, honesty, cooperation, commitment, and loyalty.
It is ethical for the employees to listen to the new ideas initiated by their seniors and adhere to them even though it might come with some consequences such as the need for training which most of the employees do not like, but they should put the interest of the organization first since the managers might know how efficient the change can be within the organization if effected.
The employees should be open and share with the management about their concern regarding the change that has been suggested rather than fooling the administration and failing to implement the change.
It is very unethical for the employees to fail to implement the change hence there is a need for collaboration among all the individuals in the organization for the implementation of the difference for the achievement of the desired goals and objectives.
The employees should be committed towards implementation of the desired change within the organization.
The employees should be loyal and see the significance of implementing the change in the organization rather than just focusing on their aspects.
Adoption of a strategic approach
The management can introduce change in phases to reduce the resistance to change among the employees since most of them shall be in an excellent position to understand the essence of the change process within the organization.
Analysis of the behavior of Mark Dawson
According to Law, Hills & Hau (2017). Mark Dawson tried to resist change that was been initiated by Cheryl Hailstrom. Mark Dawson prepared a Luke warm report regarding the company operations strategy which was not well accepted by Cheryl Hailstrom. Cheryl suggested to Mark that offshore manufacturing was the future for Lake Land especially in achieving the growth aspect as determined by the board. Bull’s Eye stores were looking for an exclusive line of wooden toys, and they preferred Lake Land for the contract to other similar firms. Cheryl felt that it was an opportunity to realize their dream for growth, but Mark opposed with various reasons:
He thought that there was a need to delay offshore activities for a year. This might be because he was comfortable with the current mode of operations for the company and never wanted to move out of his comfort zone. Cheryl told Mark that delay would result in the loss of the contract with Bull’s Eye which would hinder the growth as it was a profitable deal. Mark responded to her that it was not possible to land in a foreign land and establish a factory fast and suggested that they should take time. Mark was pessimistic and never thought about the contract they would be awarded if they moved a step further and initiated offshore operations. To his response, Cheryl told Mark that building a factory was not essential because they would outsource the products from a competent company and supply to Bull’s Eyes stores. Mark reacted by telling her the union would not understand the need for outsourcing when they had the potential of providing the best products. Mark happens to be pre-judgmental since that was just but his assumption, he had no logical proof regarding the reaction of the union. In addition to that, he claimed that moving operations would result to strike among the people in Minnesota and slow down the activities without a good understanding of Cheryl’s outsourcing idea where she meant that the services at Minnesota would not be cut since the action was just but an extension of services. This depicts how Mark was narrow-minded and satisfied with the current condition. Cheryl told Mark that the production cost at Minnesota was high for them to sell their products in the lower priced markets hence there was a need for extending the services to a new location. Mark opposed by saying that offshore operations would result to delay in delivery as it would need shipping across the Atlantic and get through the customs hence chances of postponing the products due to the many numbers of people served. Mark was not a risk taker which is a very crucial aspect of business success.
Critique of Cheryl Hailstorm’s response to Mark Dawson.
According to Czichos (2014) Cheryl was unethical when he told Mark that sometimes it was essential to pulling people along more slowly just to ensure that the organization stands as long as you know that the decision is going to benefit the organization forgetting that cooperation is essential for people to implement the desired change because forcing them would result to stress at the workplace.
Cheryl’s response to Mark is a clear depiction of the dictatorial style of leadership which is not good. She should slightly enhance participatory where the views of everyone is considered to achieve unity and commitment among the employees within the organization (Rafferty & Jimmieson, 2017).
Resistance to change measures by Cheryl Hailstrom
According to Doppelt, B. (2017) resistance to change can be deal by Cheryl in the following ways:
Involving everyone in the change process rather than been authoritative.
She should use the approaches such as persuasion, inspiration, and negotiation when dealing with the desired change in the organization as people will finally accept the change desired.
She has to be open to listening to people with divergent ideas such as Mark Dawson to enhance cooperation.
Communicating about the change to all the internal and external parties enthusiastically and consistently.
She has to link her vision for expansion with individual’s needs and expectations.
Czichos, R. (2014). Change Management. Freiburg im Breisgau: Haufe-Lexware.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools, and techniques of organizational change. Kogan Page Publishers.
Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for business, government, and civil society. Routledge.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hayes, J. (2018). The theory and practice of change management.
Law, M. M. S., Hills, P., & Hau, B. C. H. (2017). Engaging employees in sustainable development–a case study of environmental education and awareness training in Hong Kong. Business Strategy and the Environment, 26(1), 84-97.
Neves, P., Almeida, P., & Velez, M. J. (2015). Reducing Resistance to Change: Commitment-Based HR Practices and Ethical Leadership. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 18311). Briarcliff Manor, NY 10510: Academy of Management.
Rafferty, A. E., & Jimmieson, N. L. (2017). Subjective perceptions of organizational change and employee resistance to change: Direct and mediated relationships with employee well?being. British Journal of Management, 28(2), 248-264.

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