Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid
transformation in many Organizations. In order to remain in
production, business organizations are faced with an inevitable
need for change. Transformations determine which companies
thrive, and that fades. To effect the move, the company faces
resistance since you don't know how to go about it, who to
involve, and what is in it for employees (Burnes, B., & Randall,
J. 2015). There exist many theories that try to explain
management change, but the outstanding one is Kotter's 8-step
change model. According to Kotter, successful change in an
organization such as Walmart retail cooperation involves
systematic steps these steps are Establishing a sense of urgency,
create a coalition, Develop vision and strategy, communicate
the vision, empower broad-based action, Generating short-term
wins, consolidating gains and producing more change and
anchoring new approaches into the society. These steps and

their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees
on the importance of acting promptly and without delay. It
describes a positive state of mind that managers should evoke to
those they lead. It is not a tool of pointing how competitors are
better off or showing people poor sales statistics, but, opens a
convincing honest dialogue about the internal affairs of the
business (Centrella, S. 2019). As a leader of a company such as
Walmart retail store, one can do the following to create a sense
of urgency: see probable uncertainties and extend proposal of
what can take place in future, and also requests outside help
from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management
unites a group of people who have qualities to lead and can
facilitate teamwork. Convincing group staff that change is
important takes able leadership qualities and visible assistance
from the organization. In order to create a strong coalition, one
has to spot leaders and stakeholders who commit one to team
building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be
handled differently. Having a clear vision can help employees
understand why they have to do this and that in the company. If
the workforce sees for themselves what you intend to archive,
the directive given tends to make sense and is followed without
resistance (Lawrence, P. 2014). What one needs to do in order
to archive vision change includes determining the principles
that are essential to change, documenting in summary where you
see the company in prospect, create strategies to meet
objectives in line with the vision, and often memorize you
vision speech.
Communicate the vision

There different forms of communication that one can adopt in
conversing in a business organization. After you develop a
clear vision, you need to communicate it to other personnel in
the organization. Since the company has numerous
communications, emailing your vision alone is not enough. To
effect the change, you must take every chance that comes your
way to restate it (Lawrence, P. 2014). To effectively relay your
vision change, you must: speak in convincingly and
persuasively about the vision, attach the idea to every aspect of
the company, clearly showcase the difference between the
current state of affairs and future expectation as per concept
created, and also respond to people issue candidly and publicly.
Remove obstacles
Where a company has been in existence for long, implementing
change is always faced with hindrances. This hindrance results
from employees, the company's processes, or the organization's
structure. The vision bearer needs to remove barriers so as to
empower and facilitate change move forward on the right track.
To deal with these barriers, one needs to: identify and hire
leaders whose work is to deliver change, evaluate organization
structure and performance to ensure they are at par with the
vision, distinguish and remunerate individuals for building
change and take measures to remove the barriers (people or
otherwise).
Create short-term wins
Success is the most excellent motivator. Within one year or
less, appreciating the type of change you intend, you should be
able to point out some achievements that your team can attest
to. Devoid of which, critics and pessimistic thinker can ruin
your advancement. Creating achievable short term goals is vital
in realizing the broad objective. Entire labor forces can be
motivated by arching short term wins. Here are some means to
do this: one is to find a short-term achievable project that needs
no sign off from opposition carefully choose targets that can be
met-failing at an early stage can negatively impact on the
proposed change, and consider rewarding workforce that is

important in realizing objectives.
Build on change
Quick wins can mislead you to think that the process of change
has been accomplished. Early gains are not enough to sustain
change (Burnes, B. & Randall, and J. 2015). To reach the top,
you must keep on improving. Thus, to build change on, you
must: Scrutinize what was done right and what was inaccurate
after each win, the set goal that enhances the momentum you
have archived, and bring in more influential change agents.
Anchor the change in cooperate culture
The last step in the change process, as per Kotter's model, is to
integrate change in the organization's core. To ensure that the
change process remains an integral part of the company, one
must talk about progress at every possible opportunity,
recognize and reward change agents, and communicate core
values of change to new employees.
To conclude, change in an organization is not an easy task.
However, if you plan cautiously and establish a good base,
executing change can be exceedingly more accessible. Make a
need to keep moving, produce a vision, and viably express it,
remove barriers, make vigorous achievements, and maximize
your potential. Doing these activities can help to establish
acceptable governance in the company. That is the point where
you can affirm a real victory.
It would be great if we could fill this page. On my last
assignment she mentioned and gave us a break but will not do it
for now on in not to have incomplete pages. Again, if we could
add more coming from any of the other parts of the eight steps
that might seem short would be great. Thank you!
References
Burnes, B., & Randall, J. (2015). Perspectives on Change: What

Academics, Consultants, and
Managers Think About Change. NY: Routledge.
Centrella, S. (2019). Hustle Believe Receive: An 8-Step Plan to
Changing Your Life and Living
Your Dream. New York, NY: Simon & Schuster.
Huber, J., Shilkrot, R., Maes, P., & Nanayakkara, S.
(2017). Assistive Augmentation. Basingstoke, NY: Springer.
Lawrence, P. (2014). Leading Change: How Successful Leaders
Approach Change
Management. London, England: Kogan Page.
Mauritz, T. (2017). Applied Neuroleadership Models in Project
and Change Management: A
Toolbox for Project Managers. Munich, NY: GRIN Verlag.
Running head: KOTTER CHANGE MANAGEMENT MODEL 1
Assignment 3: Kotter Change Management Model 7
Assignment 3
Kotter Change Management Model

xxxxxxxxx
Strayer University
HRM560-Managing Organizational Change
xxxxxxxx
February 17, 2020
Ascertaining the Steps
John Kotter’s Eight (8) Steps of change management can be
applied to Sears Employees Performance Policy and Procedures.
Each step in this holistic approach allows for the planning and
successful implementation of change within an organization.
Vision and strategy gives an organization a picture of what the
future of the company will look like after change has been
implemented. Applying Kotter’s Eight (8) steps approach will
provide the guidance for an organization’s successful
transformation in their decision to change. The change that I
have recommended to Sears Employee Performance Program is
not only needed to improve employee’s performances but is
necessary for the future of the organization. Each step in

Kotter’s Eight (8) Step Process for change would be a great
approach and guide in successfully leading change within the
Sears organization.
Developing a Strategy for Successful Change
Step 1- Creating a sense of urgency will be a must. Hosting a
meeting with all management teams at every level to inform
them of the upcoming change, the reason for the change, the
urgency of the change, and the plan for making it happen. I
would also discuss the ‘why’ for the change and the future of
the company. Then, I would create a sense of urgency with
those in leadership roles to support the vision. Next, a
mandatory meeting for all employees will be critical to inform
them of the change, and how their role will be vital in helping
to make change happen successfully. Employees that are unable
to attend will be asked to conference in. Creating a sense of
urgency must be established during this step in order to
successfully move forward with the other steps. Creating a
sense of urgency will help to keep employees motivated and
energized (Romita, 2015). Creating a sense of urgency forces
employees to understand that change is critical for the
continued success of the organization. Employees must be
convinced that change is not only needed but is necessary.
Step 2- Creating a coalition among managers and employees
will strengthen the process and enable it to move forward
without strong resistance. Team leaders, supervisors, managers,
and executives must build teams that will support the change in
their action and behavior. Change must be seen in leaders first.
After observing change in leaders, employees will be
encouraged and motivated to also change their old habits to new
habits. In addition, leaders must build a guiding coalition that
establishes trust between themselves and employees. Building
effective relationships with employees will help to ensure
support and strong coalition for the vision and mission of the
organization.
Step 3- Leaders at every level will communicate the vision

through specific messages that are directly related to the
change, and align company goals with the change. If employees
and managers do not understand the desired future, the resulting
organizational change initiatives will be unsuccessful (Romita,
2015). A successful change vision and strategy will identify the
areas of change, provide clear and realistic targets for
measuring success, explaining the why and how, and appeal to
the long-term goals of the organization (Romita, 2015). Forming
a strategic vision and initiatives allows employees to clearly see
and understand the need for the change. Once employees can
see the why and how for the change, they are more willing to
accept change as a positive instead of a negative.
Step 4- Employees will be communicated the reason for the
change, how the company will implement the change, and why
the change will be necessary for the future of the company in
terms of growth. Effective and creative communication will be
everything to the success of the change. The strategy will be to
communicate early, and with clear easy understandable
messages though company memos, team meetings, group
meetings, and internal communication tools. Efficient and
effective communication during the process of change will be
vital. Leadership must enlist a volunteer army of employees that
are willing and eager to support change. The support of majority
of the employees especially those in leadership roles to support
the change will be a huge plus for the change transformation.
There is strength in numbers; therefore, getting employees to
rally around and support the change is a great opportunity and
right step in making change successful.
Step 5- The strategy will be not to under-communicate; but, to
effectively inform employees early of the change. A main focus
will be to eliminate obstacles or rethink parts of the change in
this step. Management must make every effort to ensure that all
equipment, software, employee trainings, seminars, module
trainings, and IT support staff are in place and ready to
implement the change. Additionally, test runs of new software
will be performed to ensure everything is working properly

before the effective day of change. “Identify people who are
resisting change, and help them see what’s needed. Should this
not be a possibility, you need to take action quickly to remove
barriers (human or otherwise)” said, Prendergast and Lambert
(2014, p. 49).
Step 6- As change is in progress, employees will be rewarded
when they reach short-term goals. Rewards shall be given every
three months to those employees that have supported and shown
new habits and behaviors during the change process. Creating
short term goals will help employees to stay motivated to reach
long-term goals. Giving out rewards will also motivate other
employees to take the initiative to work harder towards the
success of the change.
Step 7- As a company, we will analyze our weaknesses and
build on them. We will evaluate to see what is working and
what can be made better or eliminated. The organization will
build on the change, discuss the weak points in the process, and
provide ways to improve or even eliminate parts that are not
working efficiently. Another focus will be to provide additional
training for those employees that are not quite up to speed, and
to any employee that feel they need additional training. Hodges
and Gill (2015), emphasized, “Never letting up. Organizations
should keep learning from experience and not declare victory
too soon. They must continue to carry out strategic initiatives
and create new ones, to adapt to shifting business environments,
and thus to enhance their competitive positions” (p. 247).
Step 8- The last step in developing a strategic approach will be
to include the new change into policies and procedures. By
doing this, employees will know that the change is real and
anchored in the organization’s culture. In this step, the
organization must continue to focus on making the change stick.
Executives and each level of management must continue to
show change in their actions and behaviors. Making the change
stick will be critical in the successful implementation of
change. Change must be practiced and seen at every level of
management. Employees need to see that leaders within the

organization are supporting the change in their actions and
behaviors. Anchoring the change into corporate culture by
including it in policy and procedures will be critical in the
successful implementation of change within the organization.
Furthermore, Friesen (2016), emphasized, communicate with
change leaders, project team and key stakeholders. Explain why
the changes are needed and risks of not changing. Correct
misinformation as it arises. Demonstrate support for the change
through words and actions. Balance the needs of both project
and business teams to achieve goals. Coach employees through
the change process. This includes coaching people to prepare
for changes in their roles and explaining new performance
expectations. Identify and manage resistance. Respond to
questions and concerns (p. 43).
In conclusion, implementing change will not be easy; but, it is
attainable and important. The use of Kotter’s Eight (8) Step
Model is a great framework and guide to lead organizations into
the successful implementation of change. Further, creating a
sense of urgency and effectively communicating the vision is
key and are critical factors in the implementation of change.
Equally important, communicating the vision effectively gives a
picture of what the future will look like after change has been
made. Prendergast and Lambert (2014) said, “Organisational
change is hard because you must change more than just the
structure and operations, you need to change people’s
behaviour” (p. 49). As a final point, following Kotter’s Eight
(8) steps process will allow the organization to effectively
communicate and create a promising vision that convinces
employees that the future looks brighter and better with change
in place. As a result, employees are now ready to embrace,
support, and make adjustments that will help the organiza tions
move into the future without resistance.

References
Friesen, W. (2016). Change Management: A Key to a Successful
Future. Business Credit, 118(9), 42-43.
Hodges, J., & Gill, R. (2015). Sustaining Change in
Organizations. Thousand Oaks, CA: Sage.
Prendergast, N. n., & Lambert, K. k. (2014). Organizational
Change and Flexibility. Exchange (19460406), (220), 48-51.
Romita, T. (2015, February, 27). 8 Steps Strategic Planning
Process by Tom Tomita, Facilitator. Retrieved from
https://www.youtube.com/watch?v=gSdJ9LBfcEg
Assignment 3: Kotter Change Management Model
Due Week 6 and worth 140 points
Using the company that your instructor previously approved,
apply Kotter’s eight (8) steps of change management to an HR
situation you have selected for change. You will address all
eight (8) of the Kotter steps, developing an action plan for each
step. Use a tablet, smartphone, laptop, desktop, or traditional
video recorder to record a maximum of a five to seven (5-7)
minute dynamic video on the topics detailed below.
Alternatively, you may submit a four to six (4-6) page paper
instead of the video submission.
Title: Your First Name, Your Last Name – Managing

Organizational Change
Tags: HRM560, Organizational Change
Description: First Name, Last Name – HRM560 Assignment 3
(Date Uploaded ex. 11-14-2014)
Prepare and present a video that is a maximum of five to seven
(5-7) minutes OR write a four to six (4-6) page paper in which
you:
1. Ascertain how each of the steps applies to your specific
organization.
2. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change:
A. Establishing a sense of urgency
B. Creating coalition
C. Developing vision and strategy
D. Communicating the vision
E. Empowering broad-based action
F. Generating short-term wins
G. Consolidating gains and producing more change
H. Anchoring new approaches into the culture
3. Use at least four (4) quality academic resources in this
assignment. Note: Wikipedia and other similar Websites do not
qualify as academic resources.
Note: If you choose to submit a video presentation, please also
submit a one (1) page summary of your presentation.
If you choose the written paper, your assignment must follow
these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size
12), with one-inch margins on all sides; citations and references
must follow APA or school-specific format. Check with your
professor for any additional instructions.
· Include a cover page containing the title of the assi gnment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required assignment page length.
The specific course learning outcomes associated with this
assignment are:

· Compare theories of change management and select an
appropriate theory for an organization change.
· Analyze diagnostic models relevant to various aspects of the
change management process.
· Use technology and information resources to research issues in
managing organizational change.
· Write clearly and concisely about managing organizational
change using proper writing mechanics.
· Identify organizational changes that link to vision.
Points: 140
Assignment 3: Kotter Change Management Model
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Ascertain how each of the steps applies to your specific
organization.
Weight: 5%
Did not submit or incompletely ascertained how each of the
steps applies to your specific organization.
Partially ascertained how each of the steps applies to your
specific organization.
Satisfactorily ascertained how each of the steps applies to your
specific organization.
Thoroughly ascertained how each of the steps applies to your
specific organization.
2a. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: establishing a sense of
urgency.
Weight: 10%

Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: establishing a sense of urgency.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: establishing a
sense of urgency.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change:
establishing a sense of urgency.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: establishing a
sense of urgency.
2b. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: creating coalition.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: creating coalition.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: creating
coalition.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change: creating
coalition.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: creating
coalition.
2c. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: developing vision and
strategy.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: developing vision and strategy.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: developing

vision and strategy.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change:
developing vision and strategy.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: developing
vision and strategy.
2d. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: communicating the
vision.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: communicating the vision.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: communicating
the vision.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change:
communicating the vision.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: communicating
the vision.
2e. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: empowering broad-based
action.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: empowering broad-based action.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: empowering
broad-based action.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change:
empowering broad-based action.

Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: empowering
broad-based action.
2f. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: generating short- term
wins.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: generating short- term wins.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: generating short-
term wins.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change: generating
short- term wins.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: generating short-
term wins.
2g. Develop a strategy that illustrates how you would address
each of the eight (8) stages of change: consolidating gains and
producing more change.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: consolidating gains and producing more change.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: consolidating
gains and producing more change.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change:
consolidating gains and producing more change.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: consol idating
gains and producing more change.
2h. Develop a strategy that illustrates how you would address

each of the eight (8) stages of change: anchoring new
approaches into the culture.
Weight: 10%
Did not submit or incompletely developed a strategy that
illustrates how you would address each of the eight (8) stages of
change: anchoring new approaches into the culture.
Partially developed a strategy that illustrates how you would
address each of the eight (8) stages of change: anchoring new
approaches into the culture.
Satisfactorily developed a strategy that illustrates how you
would address each of the eight (8) stages of change: anchoring
new approaches into the culture.
Thoroughly developed a strategy that illustrates how you would
address each of the eight (8) stages of change: anchoring new
approaches into the culture.
3. 4 References
Weight: 5%
No references provided.
Does not meet the required number of references; some or all
references poor quality choices.
Meets number of required references; all references high quality
choices.
Exceeds number of required references; all references high
quality choices.
4. Clarity / Coherence in Presentation and writing mechanics
Weight: 5%
More than 6 errors present. Information is confusing and fails to
include reasons and evidence that logically support ideas.
5-6 errors present. Information is partially clear with minimal
reasons and evidence that logically support ideas.
3-4 errors present. Information is mostly clear and generally
supported with reasons and evidence that logically support
ideas.
0-2 errors present. Information is provided in a clear, coherent,
and consistent manner with reasons and evidence that logically
support ideas.

5. Met formatting requirements, including one (1) page
summary for presentation option.
Weight: 5%
Did not submit or incompletely met formatting requirements,
including one (1) page summary for presentation option.
Partially met formatting requirements, including one (1) page
summary for presentation option.
Satisfactorily met formatting requirements, including one (1)
page summary for presentation option.
Thoroughly met formatting requirements, including one (1) page
summary for presentation option.