Change Management;Making it work

Change Management;Making it work
Change Management;Making it work

Change Management;Making it work

Order Instructions:

Making it work

The material you have studied this week describes the conditions necessary for the successful implementation of a change management project. The material proposes that those conditions suggest the adoption of a broadly defined framework in preference to a detailed prescription. The key concept that emerges from this material can be usefully summarised in the following statement:

Although all change initiatives seek to move some aspect of attitude or behaviour, from where it is today to where it is necessary to be in the future, there is no single change management process that will be equally functional in every case. The idea of a change management prescription should therefore be replaced with that of a change leadership guideline, for that latter approach allows for the development of operational processes that best meet the demands of the change environment concerned.

This week’s Key Concept Exercise requires you to propose a framework for change that you could use to support a major change initiative at your current employing firm, or an alternative firm with which you are familiar. Your initial response should therefore be presented in the form of a broadly defined change leadership guideline rather than in the form of a staged change management prescription that identifies specific actions to be taken by a designated change manager or other change agent.

To prepare for this Key Concept Exercise:

• Read the Required Learning Resources for Week 6.

• Reflect on the ideas presented in the Week 6 Key Concept Overview and the assigned journal articles in the light of your own practical experiences in the workplace.

To complete this Key Concept Exercise:

By Day 3, in an approximately 550-word response, address the following issues/questions:

Critically analyse the key factors that will require specific attention during the implementation stages of a significant change initiative in your own organisation, or another organisation with which you are familiar. Your response should address the following requirements:

• Identify the critical success factors that will determine the effectiveness of a change process at the organisation you have chosen to review, and evaluate the extent to which the quality of performance in each factor will impact the effectiveness of the change initiative.

• For each of those factors, assess the extent to which the change initiative may experience resistance of some description, and identify the most likely symptoms of that resistance.

• Present an overview summary of the most appropriate strategy to be adopted in response to the potential sources of change resistance.

• Synthesise the responses to those questions into a graphical model of the change process framework that would be suitable for distribution to those organisational staff that are impacted by the proposed change.


Change Management


Change management is indispensable for organisations that embrace growth and want to remain competitive when benchmarked against other players in their industry. Corporations that anticipate, appreciate and successfully plan and implement changes are guaranteed of reaping benefits in the specified areas. Some of the changes that are implemented by dynamic corporations include innovative technologies and information systems, effective business models, and expansion into new economies especially into new frontiers (Ceptureanu, 2016: 168). This change management paper will discuss change implementation at Geisinger Corporation. The healthcare based organisation specialises in the provision of insurance in the healthcare industry.

Critical Success Factors in Implementing Change

Alignment of Values and Culture with Change

Geisinger’s leaders ensure that the rhetoric they issue to the employees about required changes are matched to personal and professional involvement. When employees are faced with challenges in the organisation, they are expected to think about the solutions that they can integrate using the resources at hand. A culture change involves the integration of different business models so that both operations and the attitude of employees changes. The change leader has the responsibility of ensuring that the required systems and training needed for employees are conducted before implementing the required change successfully.

Engagement of stakeholders

The employees form the critical link in attaining change successfully. As the internal stakeholder, employees should be included in all the components of the change process, from formulation to implementation. The change leader should integrate communication in implementing the change process (Kash, Spaulding & Gamm, 2014: 74). The change leader should facilitate briefing on the benefits that the organisation and employees would gain from the change process. The change leader should make the employees feel valued and appreciated through communicating the importance of the changes being made in the corporation. The employees could even give their opinions on the best means of implementing the change since they are the ones on the ground. However, the leader is the final decision maker. The employees should also be trained on how to use the new system being implemented through the change process. Once the employees receive the necessary training, they would be confident in carrying out the required tasks ahead of them (Kash, Spaulding & Gamm, 2014: 72).

Resistance to change

The change leaders in the organisation should establish trust when implementing the required change. One of the major reasons why individuals resist change is due to the uncertainty of the resulting changes such as being fired. When employees are uncertain about a change that is being made, their morale and motivation might reduce, resulting in lowered productivity for the organisation (Salik, 2016: 1432). For most organisations, new systems being implemented contribute to a higher effectiveness and productivity which results in higher profitability.

Strategy for managing resistance

Therefore, the employees should be briefed about the benefits to be gained from implementing the changes in the corporation. If Geisinger Corporation wants to avoid change resistance from its employees, it should brief them about the proposed changes so that it is not done abruptly and they are caught unaware (Gamble, 2013: 1). The employees should be involved in the change management process so that they feel as if they are part of the required solution.

Framework model for change

Bringing stakeholders together

Setting platform for strategic change

Program activities clear rationale

Choosing and implementation of best practice fit for the organisation


Ceptureanu E, 2016, Implications of Managerial Reengineering on Change Management.

Review of International Comparative Management, 17 (2):  164-172. Full Text, EBSCOhost, viewed 15 September 2016.

Gamble M, 2013, 5 Things the Most Innovative Health Systems Do Differently. Viewed 15 September 2016 from

Kash A B, Spaulding A & Gamm, L 2014, Success Factors for Strategic Change Initiatives: A Qualitative Study of Healthcare Administrators’ Perspectives. Journal of Healthcare Management. 59 (1): 65-83.

Salik J, 2016, Strategic Orientation in Change Management and Using it when Designing a Company’s Development. Management. 20 (1): 1429-9321. Full Text, EBSCOhost, viewed 15 September 2016.

Savolein T, 2013, Change Implementation in Intercultural Context: A Case Study of Creating Readiness to Change. Journal of Global Business Issues. 7 (2): 51-58.

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