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 ...

1. 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

2. 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

3. 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,

4. 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 w ith 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.

5. 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.
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

6. 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