MG630: Change Management and Organisational Development: Strategies for LPHY Case Study

Introduction: Change Management and Organisational Development: Strategies for LPHY

As described in the case study, implementing a suggested change at LPHY entails tackling possible opposition at both the organisational and individual levels. Organisational resistance may be caused by a misalignment with departmental objectives, concerns about losing one’s jobs, and a lack of confidence in the leadership (Pallotti, 2023). Clear communication that emphasizes the common goal and advantages of the changes, provides openness regarding work responsibilities, and fosters trust via open debate and approachable leadership are all necessary to calm these worries. Individual-level resistance may result from connection to pre-existing patterns, loss of competence or control, and fear of the unknown. To overcome these obstacles, it is necessary to provide thorough information about the changes, including workers in the change process, address their unique concerns, etc.

The development of an environment that values open dialogue, teamwork, and inclusiveness is essential for managing resistance in an efficient manner. This entails developing forums for sharing grievances and comments, integrating staff in decision-making procedures, and recognizing early victories. LPHY can raise the probability that the suggested changes will be successfully adopted by anticipating probable opposition and fostering a change-friendly atmosphere (Wahyunida, 2023). This will then create the framework for attaining the organization's objectives of boosting fundraising efforts and enhancing community services, etc.

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The strategic change that LPHY can take

According to the case study, LPHY has a number of opportunities and difficulties that may be resolved by making strategic improvements. A thorough reorganization and realignment of its organizational structure with an emphasis on increasing operational effectiveness, boosting employee engagement, and maximizing fundraising efforts is one significant strategic shift that LPHY might take into consideration. The action listed below can be used to implement this strategy shift:

• Revising the retail strategy: Despite employing two-thirds of the workforce, the retail sector only makes one-third as much money, hence LPHY has to examine its retail operations. They can look at possibilities like lowering the number of full-time managers and rearranging resources to boost profit margins (Olsen, 2023). In order to boost productivity and streamline communication across all retail locations, they might also implement technological solutions like computers and email systems.
• Investing in IT infrastructure: The head office should invest in new IT infrastructure as planned by LPHY. With greater communication between staff members and increased productivity, less reliance on personal email and phones will be placed on them for work-related activities (Sancak, 2023). All employees will have access to their company email accounts and be able to interact successfully thanks to LPHY’s implementation of a unified email system and the provisions of the required planning.
• Enhancing staff recruitment and retention: LPHY has to reassess its pay policy and consider bonding compensation to attract qualified candidates. By performing market research to find the typical compensation for comparable positions in the industry, it would be possible to dispel the perception that the present rate of pay is undesirable (Liu, et.al, 2022). Based on the research’s results, changes to the pay scale will assist LPHY to recruit and keep bright people who are essential to the success of the organization.
• Addressing sick leave and staff well-being: the retail division’s high rate of sick leave is taxing the workforce and lowering performance as a whole. The LPHY should make investments in programs that enhance employee well-being, such as those that offer help with stress management and mental health (Fisher et.al, 2022). A healthier and more engaged workforce will result from implementing initiatives to lower illness rates, such as fostering work-life balance and enacting policies to address absence properly.
• Strengthening fundraising and marketing collaboration: By encouraging improved cooperation and communication, the fundraising and marketing teams may defuse their current conflicts. In order to synchronize plans, establish clear objectives, and resolve any issues, LPHY should promote regular meetings. Both divisions will operate well together if shared objectives are established and a collaborative work atmosphere is promoted, maximizing the organization's potential for fundraising.
• Implementing an effective performance management system: to establish a system that is meaningful and efficient, LPHY needs to redesign its performance management procedure, considering the length of the assessment document, and making sure that the input is helpful and applicable (Pei, et.al, 2023). LPHY may develop a performance culture that fosters both individual development and organizational success by integrating workers in the redesign of the performance management systems and coordinating it with organizational goals.

The change management model to outline a planned change approach

A change management model may be used to lead LPHY through the transition process in order to successfully execute the suggested strategic changes. A key component of every transformation process is good communication. Provide regular updates to staff on the status of the modifications, respond quickly to any issues, and uphold openness and integrity (Buschow, 2022). Include important parties in the change's implementation, such as store managers, fundraisers, and HR representatives, to secure their support and buy-in. One such example is the ADKAR model, which addresses awareness, desire, knowledge, ability, and reinforcement to address individual transformation (Pearce-Higgins, et.al, 2022). The modifications suggested by LPHY can be implemented using the planned change methodology using the ADKAR model as follows:

• Awareness: By laying out the obstacles and possibilities that LPHY faces, company may raise awareness among staff about the need for change. Town hall gatherings, team briefings, and frequent updates from senior management may all help with this. Explaining the reasoning behind the suggested modifications and how they support the organization's goals and mission should be the main focus.
• Desire: By addressing any reservations or opposition from staff members, company may encourage a desire for change. Talk to one another openly and honestly, pay attention to what employees have to say, and try to calm any anxieties or uncertainties they may have. Emphasize the advantages that the suggested adjustments will have, such as increased productivity, possibilities for professional advancement, and a more pleasant working environment. By requesting their opinions and including them in decision-making processes, employers may motivate their staff to actively contribute to the shape of the change.
• Knowledge: Give staff members the information and abilities they need to adjust to the changes. Programs like IT training for the deployment of new technology systems and management training for line managers are included in this to help them improve their skills (Pasquel, et.al, 2022). Make sure that staff is aware of how their work will be impacted and what is expected of them both before and after the transition by communicating clear expectations regarding roles and duties.
• Ability: Encourage staff members to acquire the skills necessary to successfully execute the changes. Provide people and teams with coaching, mentorship, and other tools to assist them overcome any obstacles they may encounter. In order to promote a culture of continual learning and improvement, encourage cross-functional cooperation and information exchange. Make sure staffs’ feels empowered and confident in their capacity to adjust to the new methods of working by providing regular help and feedback.
• Reinforcement: Recognise and celebrate accomplishments, landmarks, and victories along the road to reinforce the changes. Establish a feedback loop to collect opinions and ideas from staff members, ensuring that their views are heard and respected. Follow developments and share the benefits of the improvements, such as higher community impact, better financial performance, and more consumer happiness. This will make it easier for the changes to become part of the organization's culture and be maintained over time

The potential for organizational and individual resistance to the proposed change plan

The planned reform plan may run across organizational and individual opposition at LPHY. To make sure that the transition and adoption of the changes go well, it is essential to address these possible obstacles. Here are some crucial things to think about while dealing with opposition at both levels:

Organisational resistance

• Lack of alignment: The suggested changes may be met with resistance from some departments or people since they don't seem to correspond with their own objectives or aims (Mallett, 2022). Make sure there is open communication on the overarching organizational vision, the justification for the changes, and how they support the organization's purpose to address this.
• Fear of job loss: Employees may worry about losing their jobs or having their positions changed as a result of restructuring and prospective layoffs. Transparency on the changes, their effect on work duties, and any accessible support mechanisms like retraining or redeployment changes can help to reduce this reluctance. Engage in open communication with employees, addressing their concerns.
• Lack of trust in leadership: Resistance may result from a lack of confidence in the leadership or doubts about their capacity to carry out the reforms successfully. This reluctance may be overcome by fostering trust via open communication, including workers in decision-making processes, and exhibiting consistent and fair leadership. Leaders should be available, and the worries of their subordinates.

Individual resistance

• Fear of the unknown: fear of the unknown or uncertainty about how a change would affect them personally may cause people to oppose it (Bouhamed, 2022). These concerns can be calmed by providing comprehensive information on the suggested changes, including how they will be implemented and the anticipated results.
• Loss of competence or control: employees who see a danger to their autonomy or area of expertise may push back against the changes. Utilize their talents and experience to promote a more seamless transition by recognizing their expertise and including them in the change process. Give employees the chance to grow their skills through training and development opportunities, and reassure them that their knowledge will still be recognized and applied in the new setting.
• Habit and routine: Strong attachments to current procedures and methods of operation may be the cause of resistance. Introduce the modifications gradually to give people time to adapt and make the required adjustments (Pulido-Velazquez, 2023). Emphasize the advantages of embracing new methods of working while providing staff with assistance and tools to help them through the changes.

Fostering an environment of open dialogue, teamwork, and inclusiveness is crucial for addressing organizational and individual resistance. To improve their sense of ownership and commitment to the changes, involve them in decision-making processes when it is practical. LPHY can create a welcoming and encouraging atmosphere for change by anticipating and proactively resolving any potential resistance at the organizational and personal levels. This will raise the chances of the suggested improvements being adopted successfully and lay the groundwork for the organization's objectives of tripling the number of stores and collecting more money.

Conclusion

In conclusion, it is critical for the organization's goals to be met and for the recommended changes at LPHY to be implemented successfully. LPHY can successfully negotiate the shift and create an atmosphere that is encouraging and supportive of change by taking into account both organizational and individual resistance. Building leadership trust and ensuring that departmental goals are in line with the organization’s broader vision is crucial at the organizational level. Employee involvement in decision-making processes, open communication about the justification for the changes, and clarity regarding work responsibilities all reduce opposition and encourage a sense of ownership and commitment to the changes.

Individual resistance must be addressed by admitting and resolving the connection to established patterns, loss of competence or control, and fear of the unknown. People may adapt and accept the changes by being given thorough knowledge about them, being included in the change process, being given chances for training and development, and emphasizing the advantages of the new strategy. Creating a climate of inclusiveness, cooperation, and open communication is essential for the transition process. Building trust and engagement among employees may be facilitated by providing forums of their comments, including them in decision-making and rewarding accomplishment. Effective leadership that demonstrates adaptability and a desire to learn is also essential.

LPHY may facilitate a smoother transition and raise the likelihood that the changes will be successfully adopted by taking early measures to manage opposition. This will make it possible for the organization to accomplish its objectives, including extending community services for nearby hospice care, boosting the number of stores, and stepping up fundraising activities. Recognizing that change is a continuous process and that continual monitoring and assessment of the implemented changes will be required is crucial for LPHY. This will enable the organization to spot any lingering opposition, deal with any new difficulties, and make any necessary modifications.

References

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