BMA701 Leadership and Change Management : Organization Nestle
Evaluate your Leadership and Change Management Plan vs. the best practices developed in Assignment 1 and the feedback received from your course conveners and/or from the actual case organisation Directors or Executives.
Design the presentation structure of your Leadership and Change Management Plan.
Answer:
Introduction
Traditionally, changes are brought into the organizational system every after 36 months or more but organizations are facing faster, more interdependent and more cross-functional change nowadays. Hayes (2014) thus depict that multiple changes in strategic vision have become a necessity as it thrives in today’s changing landscape. The significance of leadership and change management allows an organization to diminish the gap between the company’s requirements and end-results. Goetsch and Davis (2014) also highlight that implementing required change management and leadership plan in the organization also enhances the likelihood of project success. McKinsey data also shows that the correlation between the effective change management and meeting project objectives is exponentially increasing.
The organization that is taken into consideration is the Nestle that is one of the leading dairy confectionaries across the world. This assessment highlights the gaps between the mentioned leadership and change management requirement with the change management and leadership plan developed in this assessment.
Discussion
The first aspect that is highlighted in Nestle is to de-centralize the leadership hierarchy and giving equal opportunity to every manager to take decisions and then communicate with each other. There are two projects initiated by the concerned organization- Nestle Leadership Program and Develop People Activity. Details of the former program are defined; whereas, the details of the second program or the plan to implement the second programs are not defined. However, the major intention is to make the leader’s work more collaborative so that it encourages the employee to work for the organization by remaining associating with the same.
Demonstration of the gaps
Previously, there are two models used for implementing the change management within the workplace- Lewin’s Framework for change and Kotter’s change model. However, these models do not involve only leaders, but involvement of employees are also present. In the first model that is Lewin’s Framework for change mainly emphasizes on the three-stage change management that is unfreeze the existing leadership and organizational approaches, implementation of the strategies that is for enhancing the existing approaches and then based on the effectiveness of the strategies, refreeze the change that is implemented within the organization. However, previously, the model is not explained in terms of the change management implementation of Nestle. Additionally, in the second model that is Kotter’s change model, the six steps are explained in details and can be connected with the change management that is proposed previously for the organization Nestle.
Evaluation of Leadership and Change Management Plan vs the best practices developed earlier
- Leadership Program Objective
The major objective of this change management plan is to de-centralize the hierarchical structure that is followed in Nestle. In this way, all the leaders are equally responsible for taking an effective decision that is best suited for the organization and enhances its productivity.
- Project Sponsor
The managing authorities of the organization and the CEO are liable to lead this leadership change management for ensuring the project and change plan are implemented effectively.
- Change Objectives and Principles
This leadership program aim to de-centralize the hierarchical structure of Nestle. After the implementation of this program, authority’s abilities could be enhanced through self-advancement and not with the appraisal apparatus. Regular enhancement of this plan is also implemented by taking feedback from the leaders regarding whether or not the changed plan is effective. Business ethics will be implemented by maintaining privacy when any involved companions, bosses and subordinates provide information concerning self development and change to the administrator.
- Change Plan Elements
The major element of this change plan is the leaders of the organization and outside association to measure the effectiveness of Nestle. The culture of the concerned organization is also an important element of the leadership change plan.
- Key Stakeholder Analysis
The leaders are the key stakeholders and the mangers along with the subordinates are also a part of the key stakeholders.
However, if the change is not implemented properly internal conflicts may arise and thus, mitigation plan for such adversity should also be planned. The leaders should also encourage the subordinates to take decision for the organization so that better productivity can be attained through collaborative work. Moreover, the main concern of this leadership change management is to make every individual competent for taking decision for the company based on their competencies.
- Develop Change Plan
Considering the Kotter’s change model, following is the suggested developed leadership change management plan.
|
Actions |
Activities to fulfil actions |
Performance Measures |
Timeframe |
|
Sense of urgency |
· Identify the required change through survey within the organization · Evaluate the advantage and disadvantage of the identified changes in collaboration with every managers · Identify the competency of the organization to implement the change · Let the employee know about the change that is going to be implemented |
· In this approach only the advantageous strategies are selected that is required in the organization · Empowerment of the employees or subordinates also enhanced · Lesser conflicts among employees |
6 months |
|
Creating a guiding coalition |
· The leaders of Nestle select some managers to take effective decisions. · These managers will then take decision for their respective departments and then present a report to the authority · Effective communication system should be implemented so that managers can share their feedback on the taken decision |
· Effective collaboration among the managers to take effective decisions for the organization irrespective of their departments · Major focus on overall development of the organization |
6-8 months |
|
Developing a vision and strategy |
· Selection of the most appropriate method or the agreed-upon approach suggested by managers · Managers should also empower their subordinates and take constructive suggestion from them to develop a vision or strategy · Regular training to the managers along with different psychometric tests so that they can adopt the implement change according to their nature and likeliness. |
· Lesser conflicts as the selected strategies is preferred by every individual of the organization · Enhancement in the leadership style of the managers due to regular assessments of their style and training providing to them |
6 Months |
|
Change vision |
· Evaluating the agreeableness of the leaders and identify the resources that are required to implement the leadership change management · Assess the organizational performance compared to the previous few years so that the progress can be witnessed · Organising regular formal or informal meeting so that knowledge sharing activity can be maintained |
Development of the overall performance of Nestle Better collaboration of the leaders Greater binding among the subordinates Effective communication among the employees that enhances the knowledge |
10 Months |
Leadership and Change Management Plan for “Develop People activity”
- “Develop People activity” Objective
The prime objective of this program is to develop the ability of the employees to cope up with the implemented change and perform better during the change management process. Moreover, another objective of this change management is to include employees as decision makers along with their managers so that they can also sense the ownership of the organization and can outperform.
- Project Sponsor
The managers are primarily liable of the development of the employees and their subordinates. The involvement of the human resource department of managers also ensures the progress of the employees.
- Change Objectives and Principles
The implementation of this change management ensures that the performance of the employee will be enhanced after the change in leadership style of the managers. The ability of information sharing, outperformance during the change and their engagement is the expected outcome from the implementation of the “Develop People activity” plan. The business ethics can be fulfilled through keeping the progress of the employee within the organization and the managing authorities and necessary steps are to be taken for the development of that individual.
- Change Plan Elements
The employees and subordinates of each department are the key elements of this action plan. Moreover, their working approaches and the culture adopted by the organization is also considered as important elements. In this aspect, the utilized technology also plays a crucial role as it will help employees to adopt the changed management plan.
- Key Stakeholder Analysis
The employees are the key stakeholders in this aspect. Initially they face difficulty if the change management plan is not properly communicated with them. Merrell and Watson (2012) stated that some employees also have the fear that if they cannot perform well during the change process, they might lose their employment. However, the managers should assess the competencies of each employee and provide them opportunity to learn the change that is implemented and perform according to their competencies. Thus, proper training, communication regarding the approaches to adapt the change and regular feedback is the needs of these stakeholders during the change management. This communication can be made through newsletters, briefings from project team members and by frequently asked questions.
- Change Management Plan
|
Actions |
Activities to fulfil actions |
Performance Measures |
Timeframe |
|
Communicating with employees regarding the change management |
· The selected change management strategies should be reported in the form of newsletter, personal e-mails, new bulletins and cell phone messages to the employees. · If the organization also operate a social media sites, information can also be shared on those media sites as well so that employee can get aware of the change management plan prior to implementation · Communicate the mission of the change management and the benefits that they will and the organizational will get · Provide proper justifications for the essential change strategies and what support employees will get to adapt the change |
This activity ensures that all the employees are aware of the change management system and its associated benefits. This approach allows the organization to introduce the change strategies without any conflicts and greater support from all subordinates. |
3 Months |
|
Provide them training |
· Training should be provided for taking effective decision making · Training should also allow them to communicate directly with the managing authority · Training should be provided for guiding other team members and support them in their decisions for ensured collaborative work |
· This approach enhances the adaptability in the employees to perform with change · Employees will also be able to perform as a leader and a subordinate together |
4-6 Months |
|
Evaluating their performance |
· The performance of the employee can be measured through various factors like their absenteeism rates, their productivity and their understanding of the job roles and responsibility. · Constructive feedback should also be given to them so they can assess their drawbacks and develop strategies to enhance their performance. Managers can also suggest strategies to develop employee’s competencies. · Reassess the performance of the employee to evaluate whether or not they are compatible with the changed management |
· This approach will provide initial support to the employee so that they can cope up with the change and communicate with the managers directly regarding the working procedures. · Training and regular feedback also enhance their performance and competencies and they can effectively perfume as a decision maker. |
6 Months |
|
Implementing the change |
· Finally, the change is implemented to the organization and the collaborative work of the employee can be witnessed. |
Implementation of this change management plan after the leadership change management plan associatively among the employees will be increased and all the employees are aware of the overall performance of the organization. |
3 Months |
Table 2: Change management Plan for Develop People activity
Conclusion
The prime objective of this change management plan is to decentralize the entire organization of Nestle so that the organization’s productivity and profitability can be enhanced. Moreover, there are in the previous assignment two models are discussed for change management; however, only the Kottler’s Change management model is utilized. The plan that is developed is for leadership change management and development of people activity. Training to the employees for adapting the change and managers to provide their subordinate equal opportunity to take a decision is the key change of the change management plan.
Reference List
Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), 764-782.
Chapman, A. (2013). Change management: organizational and personal change management, process, plans, change management and business development tips.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
Dawson, P., & Andriopoulos, C. (2014). Managing change, creativity and innovation. Sage.
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. (2014). The theory and practice of change management. Palgrave Macmillan.
Hechanova, R. M., & Cementina-Olpoc, R. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. The Asia-Pacific Education Researcher, 22(1), 11-19.
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Hwang, B. G., & Low, L. K. (2012). Construction project change management in Singapore: Status, importance and impact. International Journal of Project Management, 30(7), 817-826.
Vora, M. (2013). Business excellence through sustainable change management. The TQM Journal, 25(6), 625-640.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public Administration, 92(1), 1-20.
Mckinsey.com. (2017). The four building blocks of change. [online] Available at: https://www.mckinsey.com/business-functions/organization/our-insights/the-four-building-blocks--of-change. [Accessed 30 Sep. 2017].
Merrell, P., & Watson, T. (2012). Effective change management: The simple truth. Management Services, 56(2), 20-23.
Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382.
Worley, C. G., & Mohrman, S. A. (2014). Is change management obsolete?. Organizational Dynamics, 43(3), 214-224.
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