Organization for our group, along with the areas








Organization Change Process

Peter Ferland

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ORG502: Organizational Structure and

Colorado State University- Global

Professor Rob Freeborough

December 13, 2017


Change Process

Throughout history the senior level management within companies
always had one goal they all strived to achieve within their organizations
which was stability. Shareholders just desired a little bit more what the “predictions”
offered for growth of earnings, and with a majority of the market quite
undeveloped, this was a very feasible task for management to deliver on, since
they only need to modify their strategic plans slightly. There was a good
balance all around in the business aspects, as prices were leveling out, people
were staying employed, however over time this status would quickly change, which
meant that the management had to change along with it also. “Through market
transparency, global capital flows, labor mobility and an increasing amount of
communication forms, this status quo changed very fast” (Jones, Aguirre, & Calderone, 2004).


“Change in businesses can be measured by observing the same entity
over two or more points in time on a set of characteristics and then observing
the differences over time in these characteristics” (Van de Ven & Sun, 2011, p. 60).
Within organization transformations, management is responsible for coming up
with the best possible strategic plans or feasible options for their
organization to be successful. For the change to be measured as effective and
efficient, the persons in charge of the change must take the human aspect into
consideration. The human aspect in other terms is defined as the organization’s
culture, behaviors, viewpoints, and people. “It is important to involve your
employees within this process so that the driving forces are maximized and at
the same time the resisting forces are minimized” (Cameron & Green, 2012).


The Change

The change that will occur for our organization will affect the
way in which we track the sales of our products. The process that we have
currently in place, makes it hard for our team to break down and understand what
areas we see as a positive for our group, along with the areas that we see as a
negative or things not really helping in our organization. It is important to
see both sides because we can use the areas in which we are excelling at, and
try to implement those processes into the areas where we may not be so strong
at. The process that our organization is going to change is how we do our
monthly reports. If our organization takes the reports that we do now, which
allows us to see the product numbers sold in each month, and condense these
into weekly reports, we can then make the changes within our organization much
sooner than expected. With this being a new system for us, we must realize that
change is not an instantaneous event that will happen overnight. We will have
to work this new change every day and it will be a long drawn out process, but
it will be very important to make sure that everyone is on board with it as
well. As we go forward with this change, our organization is moving from what
we were familiar with and used to, into a transition period which will
eventually lead to the new state that we have desired for (Change
is a Process, 2009).


As the organization begins the new weekly reports, we will measure
all the numbers in each sales department within the company. Once this is drawn
this up, the next part will be to incorporate a change of having weekly staff
meeting of all sales employees. In this meeting, we will motivate all employees
to provide suggestions that will help improve the communication, the systems is
use, and the processes of how the company operates so if need be, it can help
us become more effective. This allows everyone to discuss things that they see
as a good thing or bad thing throughout the change process. These staff meetings
will help us perceiver through the strong resistance we will see from the
employees, additionally they will also provide us with multiple viewpoints from
each employee on certain topics, which is good to keep them involved.


The Transition

So now that we have discussed what the change will be in our sales
departments, lets discuss more in depth about the next step in implementing the
transition to be an effective and efficient organization. In many organizations
a lot can be classified as a variety of different metaphors. These metaphors
were a part of Gareth Morgan’s 1986 work, where he defines them as
“opportunities to stretch our thinking and deepen our understanding, thereby
allowing us to see things in new ways and act in new ways” (Cameron & Green, 2012, p. 109).
Given that our company’s strategic focus is within our sales department, we can
be classified as an “organism” organization. In this type of organizational
metaphor, the functionality of the “whole system” depends heavily on the social
structure within the organization, and the design created by the company in
order the meet the needs of that social structure. The flow of information between
all levels of the business hierarchy is a very important aspect to have for everyone
to adapt to the change. Aside from good communication, it will also be
important to imply the other five remaining activities that are said to
influence change success: leading, learning, measuring, involving and
sustaining. Effectively implementing these into the company, it will be two and
a half more times likely to outperform our competition (Merrell, 2012).


The first activity that we must hold true to is the leading
aspect. Leaders within the company must inspire our fellow employees in the
thought of how effective the change will be and how it will help them for them
better. It is also important to provide clarity throughout the entire process
and foster the sense of community as there may be some people that still may
not understand the reason for the change. With everyone on the same page,
employees will have a greater sense of motivation to work harder and have more
determination due to them being involved in these processes.  The next thing that we will implement would
be a sense of measurement. If the company is going to change, it is crucial
that we are setting clear measurable attainable goals. If we were to define a
goal that was way out of our reach, we then are not being as effective as we need
to be and secondly, this could possibly create more resistance from employees,
as they will tend to not be as committed to the change. During the change
process we must encourage the involvement of the employees and ask for their opinions
on the matter. With more employee’s interaction, it is said that “a company
will be seven times more likely to be effective for the change and you’ll face
less employee resistance” (Merrell,
2012). This is the main reason why the organization is going to hold weekly
staff meetings with all the employees. Lastly, the company is going to foster
sustainability throughout the whole change. Once the change is fully set into
place, we must ensure that the change will stay for good. This can be achieved
with the help of all the five previous transition pieces talked about that
influence change success.


The Human Transition

The human transition of change can be broken down into three
different stages: acceptance or denial of the change, the experimentation level
and the new beginning (Quiros, 2014,
p. 16). Acceptance or denial is the key part within that description
because as a company, we must have the least resistance within our change
process for it to be effective and efficient. Therefore receiving the
acceptance from our employees is crucial to the organizations success. However,
it is almost guaranteed that within any change process, no matter the type of
organization, resistance will occur more often than not. This resistance from
the employees can be broken up into seven layers. One of the layers would be
the disagreement of whether there is an actual problem or not. Some employees
may not see that the company needs a new process. Most will tend to believe
that the current system in place works just fine. The direction or the details
of the new change will also encounter some disagreement. Given many of the
different viewpoints or backgrounds of all employees, many will more than
likely have various opinions on the change process and what direction or process
would be better than the ones the company has set out. Another layer of
disagreement would be that some employees believe or very optimistic that the
new solution implemented will have negative effects. Many tend to see and agree
with the change but then are taken back by what some of the side effects could
be if the process were followed through (Umble & Umble, 2014).



For the organization to prosper through some many of these layers,
certain actions can be of use. The first thing that upper level management
would need to do prior to the change being implemented, would be to personally
deliver the news of the change to all employees. It is also important for management
to discuss the change with all employees so that it will inspire confidence in
the change and that the employees will embrace the new change and adapt to it. By
doing this, it will help prepare everyone for any situations that they may not
be used to, and in turn predicting that this will help increase employee
engagement to some extent. One last important aspect that we will need to have with
this new change would be our sensitivity and respect for all colleagues during this
time. In some cases, a lot of employees will become stranded throughout the
change process, which can significantly affect the morale of the company. By
being respectful of everyone’s ability to cope with this change, the organization
is providing the opportunity to transition more effectively and in the end, this
will provide greater work efficiency amongst employees, and even though the organization
will more than likely experience quite a bit of resistance, it is up to management
to be effective leaders, and help guide everyone through it for a better future
of the company.




Jones, J., Aguirre, D., & Calderone, M. (2004). 10
Principles of Change Management. Retrieved from

Van de Ven,
A. H., & Sun, K. (2011). Breakdowns in Implementing Models of Organization
Change. Retrieved from

Cameron, E., & Green, M. (2012). Making Sense of
Change Management: A Complete Guide to the Models Tools and Techniques of
Organizational Change. Retrieved from

Change is a Process. Retrieved from

Merrell, P. (2012). Effective
Change Management: The Simple Truth. Retrieved from

Quiros, E. (2014). Leading
People Through Change. Retrieved from

Umble, M., & Umble, E.
(2014). Overcoming Resistance to Change. Retrieved from


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