Understanding Change Management - Research Paper Example

CHANGE MANAGEMENT ANALYSIS Student’s name Code & Course Professor’s name University City Date Change Management Analysis 4 Executive Summary 4 Introduction 5 Organizational Context 5 Change Management Method at St. Petersburg Port 6 Figure 1. Collaborative Change management process 8 Economic Impact 10 Environmental Impact 11 Competition 11 Management Tools 12 Economic Impact Calculator 12 Competitive Analysis Tool 12 Identification and Management of People Impacts 13 Return on Integrated Trade Show Investment 13 Consumers Attendance 13 Large Size or Midsize Cities are the best 14 Time and Resources 14 Education 15 Identification Management Tools 15 Technology 15 Change and Transition Tool Kit 16 Assess 17 Plan 17 DO 17 Verification 18 Benefits Management 18 Planning 18 Figure 2. Hard and Soft skills management 19 Figure 3. Forcefield analysis 20 Figure 4. Gantt chart 20 Figure 5. Culture mapping photo 20 Monitoring 20 Figure 6. Monitoring process in Change Management 22 Management 22 Figure 7. managing change process 23 Findings and Recommendations 23 References 25 Change Management Analysis Executive Summary This report gives a critical analysis of the change management and the benefit of change management. The case of study is conducted in Passengers Port at St. Petersburg in Germany that engages into tradeshows activities. Firstly, this report analyzes the effective change management method that is applicable across organizations inclusive of Passengers Port at St. Petersburg. The adopted model is the collective change management model that is easily implement under the foundation of the ADKAR model. Secondly, the report analyses factors impacting tradeshows business activities. The enlisted factors include economic impact, environmental impact, and competition. These factors are managed by using tools such as economic impact calculator, and competitive analysis tools. Consequently, the report analyzes people as an impact towards tradeshows business environment. The identified aspects include returns on the integrated tradeshows investments, education, size of the event, time and resources. These aspects management tools include the use technology and the use of social media. Lastly, the report analyzes the benefits of and management through planning, monitoring and managing by applying tools such as log monitoring and survey. Conclusive remarks are given based on the analysis findings. The identified findings that position the need for change management includes poor organization infrastructure, limited organization capacity, and financial challenges for port development. Future recommendation are given to purposefully foresee the success of change management in organizations. The recommendation adheres to training of organization workers, lobbying for organization funds and highly participation in technological projects. Introduction The core purpose of the report is to showcase aspects involved during change management and the benefits of change management under integrated tradeshows business. The Passenger Ports Integrated tradeshow organization has been adopted to showcase aspects arising during change management. The analyzed aspects include change management approaches, business impacts influencing change management in tradeshows organization, management of people influencing change management in tradeshows industry, and lastly the benefits of change management in organization. Management tools are also applied to foresee effective change management across the organization. Some of the renowned tools discussed include the use of questionnaire to conduct survey, the use of Gantt tool to showcase if the change management process is ongoing as per the plan, the use of forcefield to tackle factors inhibiting the organization change, and the use of log monitoring tool that showcases challenges affecting the progress of change management. lastly, findings are analyzed to give directions for future recommendations. Organizational Context Fastly, St. Petersburg port experiences the capacity problems ranging from employees to organization facilities that basically affects the functioning of the organization (Baltic Port Organization 2007.). Secondly, St Petersburg port is positioned under poor infrastructure. Poor infrastructure pose challenges towards trans-shipment of containers across the city (Baltic Port Organization 2007). Lastly, the organization experiences shortage of financial resources to spur the development of St. Petersburg port thus hindering the promotion of port to the public (Baltic Port Organization 2007). To curb the existing challenges, St. Petersburg port intends to invest highly on new waterways so as to improve on the organization business and services delivery. Regarding shortage of financial resources, St. Petersburg port intends to use the organization delegates for more visible actions by engaging with European Union to lobby for funds set aside for port investments and hinterland connections. Essentially, lobbying for funds to develop St. Petersburg port is expected to gear the organization to attain the need capacity for effective and efficient operations. Change Management Method at St. Petersburg Port According to Oloko, change management basically refers to the procedural moving of an organization from its current condition towards desired state purposefully to spearhead the organization competitive advantages in the industry (Oloko 2010). Further theoretical underpinning by Scholes defines change management as designed and coordinated process implemented to transform organization from the current state purposefully to overcome environment challenges hence attain its objectives (Scholes 2008). In this concept, Hill proposed that for an organization to engage into change management, core consideration need to focus on organization reasons for change management, identifying resistance for change, implementation of change, and lastly, evaluation of change (Hill 2004). It is important to note that there is no single change strategy for organization. Almost all organizations apply the use of grand strategy during change management method thus incorporating mix of change management strategies. Selecting the most favorable strategies that easily embeds with business factors and not the least of which are environmental impacts. Regardless of the varied change management approaches, St. Petersburg port settled for the collaborative change management. The collaborative change management approach was combined with change purpose statement for the organization, the available sponsorship from government and stakeholders, the business commitment, and customer focus. Such an approach showcases St. Petersburg Port efforts in attaining successful organization change management. St. Petersburg Port collaborative change management is structured into three phases. The first phase, St. Petersburg Port board creates the change foundation by aligning the organization business factors, and the organization management through designing of new customers-centered outcomes, positioning further organization funding, and securing employee commitment and capabilities towards in change management. In the second stage, the change management committee designs the St. Petersburg Port change plan. in this phase, the committee core focus is on aligning the organization mission with the change approach, and ascertaining possible challenges to affect the organization change management. lastly, the third phase focuses on implementing the change plan. in this phase, the change management board focus on deploying the company change through effective communication program while involving the organization stakeholders. Below is image presentation of collaborative change management process. Figure 1. Collaborative Change management process For effective implementation of the collective change management, the model requires the support of the ADKAR change management model. It is important to note that employee’s individualism pose higher percentage regarding the organization change management success implementation (Hiatt 2014). In this retrospect the ADKAR model is applied to manage employee’s resistance towards the organizational change, assists employees transition through the change process cycle, creates an environment that fosters successful engagement plan for individual, personal growth during transition process, and develops change management techniques (Kiani 2014). Hiatt advocates that ADKAR model has the capacity to foresee factors inhibiting change across the organization (Hiatt 2014). Prosci further implies that ADKAR model instructs the change management team to break down change into various segments, analyze and understand where change challenges arise, and inform the impact point of change (Prosci 2002). To attain positive change management results, Hiatt instructs that change management team need to have technical and soft skills on how to make employees and stakeholders to be aware of need for organizational change, the collective desire to engage into organizational change, knowledge regarding processes of change, having the ability to implement change, and reinforcement technique to ensure that employees keep change in place (Hiatt 2014). This is an important aspect which is not capacitated by the collective change management model. Similarly, Rudnicka advocates that ADKAR model fosters positive attitude towards individual reaction in organization change (2011). The model deals with an individual employee to purposefully spearhead collective change behavior across the organization. Therefore, if St. Petersburg Port fails to advocate for ADKAR model before designing the collective change management model, chances are that the collective change management model will fail. As such, it can be argued that the ADKAR model creates a link between individual performances, the organizational change management and the expected outcome. All these are attuned to the collective change management model. Mento further stipulates that AKDAR model and the collective management model are linked in the sense that AKDAR model creates a foundation for the collective change management model whereby for the organization to attain successful implementation of change (2002). Identification and management of Business Impacts Economic Impact Economic fluctuations generate impacts across organizations. It is in this retrospect that the integrated tradeshows industry exerts influence by attracting investments from the local, regional, national governments and private sectors purposefully to attain business growth hence competing with other industries for leadership position (Fung 2011). Similarly, economic fluctuation and economic stagnation are noted to negatively affect organizations (Fung 2011). As such, organizations such as the trade shows prefer to dwell for financial from donors so as to maintain competition across the industry. It is important that the integrated trade shows organization has the mandate to hire or rent world class hospitality structures and futures while hosting attendees. Some of the hired resources and services range from venue placement, identifying event organizers, getting exhibitors in place, and ensuring the attendees have ease of accessing to the geographical location of the venue. It is important to note that the implementation of the entire plan requires a lot of resources though the organization does not have the capacity to identify the total number of attendees. As such, the trade show might record loss if new attendees visit the venue, and if few attendees purchase the products. Consequently, high number of attendees might be recorded which might pose negative reputation due to minimal facilities to host participants, limited types of product to be purchased; or rather poor quality of products that fails to intrigue trade shows consumers. Environmental Impact Firstly, political situation of the region basically impacts the tradeshow events in a region. It is presumed that political instability in a region negatively affects the region business activities while political stability fosters business activities in the country (Euromonitor International 2014). Consequently, it is important to note that, the level of countries political stability determines the percentage of tourists visiting the place during trade shows (Saha 2013). These are based on political stability of the place, legal regulations imposed on destined country, the relationship between the private firms and the public sectors, issuance of the visa systems, and the level of tourism investment in the country. Consequently, the listed factors determine if a tradeshow event is most likely to be placed in the area. If the legal laws are strict and easily altered, the possibility of tradeshow companies hosting an event in that area is minimal. Competition The tradeshows are not only limited to offering almost similar type of products but also advocates for competition on consumer’s discretionary income. As such, tradeshows companies implement varied policies across all the products on sell purposefully to win the heart and the interests of the consumers. These will range based on commodity prices, the payment system either through public deposits, issuing of shares, or debentures approaches (Iyer 2016). In this retrospect it can be argued that due to increasing number of tradeshows organizations and events, the policies in place are most likely to affect the industry growth. This is because the tradeshows organizations will stoop to low to attract majority of consumers hence ending up making financial losses. Management Tools Economic Impact Calculator The integrated tradeshows organization are now equipped with the economic impact calculator (ICCA 2016). The management tool is attributed for its capability in calculating and identifying economic aspects mostly likely to impact the organization business. The Economic Impact Calculator calculates the event shows and demonstrate the company value based on the local economy. Consequently, the management tools create a report outlining the level of the economic impact in areas such as attendees, exhibitors, and direct spend in general (ICCA 2016). Economic Impact Calculator proves to be of great benefit to Passenger port tradeshows in St. Petersburg. The organization will have the ability to calculate and determine which seasons are based suited to host the tradeshows events as an effort to inhibit the possibility of the country to records losses. Consequently, other organizations will be equipped with information regarding which location and season best suit to host integrated tradeshows. It is important to note that Economic Impact Calculator tool attained information cannot be shared publicly hence an added advantage when it comes to competitive strategy. Competitive Analysis Tool Theoretically, competitive analysis tool can be defined as a process by which an organization attempts to define and understand its environment, identifies its core competitors, identify the strength and weaknesses associated with its rivals, and anticipate the rivals next move (Mostert 2005). Further, the tool is advocated for its competitive intelligence in collecting reliable data from its core competitors for analysis and interpretation hence managerial decision making (Mostert 2005). In this retrospect it can be argued that the competitive analysis tool will enable the passengers port tradeshows at St. Petersburg to come up with viable strategies in fighting competitor, attaining top leadership position, while understanding the organization capabilities. As such, the competitive analysis tool acts as the foundation for the process of strategy formulation in Passengers port in St. Petersburg. Identification and Management of People Impacts Return on Integrated Trade Show Investment It is presumed that one of the most common mistake in integrated trade show industry is that trade marketing presume that communication activities as expenses and during economic hard times, the communication activities are cut off (Jonida 2013). Consequently, integrated trade shows company find it difficult to understand and identify an effective approach regarding the most efficient approach of communication. Prosci stipulates that effective communication arises as a critical factor that determines the success of the organization (Prosci 2009). Additionally, Smith advocates that communication points out organization success by ensuring that both the employer and employee are ready for the organization change (Smith 2005). As Such, St. Petersburg Port requires an effective communication that is carried out with the framework of change management so as to spearhead employee change awareness and cultivate employee engagement during change process. Consumers Attendance In integrated trade show business, there exists vast reasons as to why the consumers need to attend for activity. Firstly, the participants are presumed to attend for the tradeshows based on the previous satisfaction from trade shows products and services (Yonghee 2013). Consequently, similar findings showcase that participant’s objectives differ greatly hence difficult for trade shows to integrate and fulfill each participant’s objective (Yonghee 2013). Among other factors, participants postshow behavior are based on the booth design/location, the booth staff, the promotional approach applied, the products in place, and the demonstration technique applied in previous trade shows (Yonghee 2013). Large Size or Midsize Cities are the best Finding indicates that majority of trade show consumers prefer large size or midsize cities over the resort or international destination positioned tradeshows organizations (ASAE 2017). Based on statistics, 44% of the consumers reported to have participated in large U.S metro area integrated trade shows while 36 % of the respondents preferred to attend the similar trade shows in near feature (ASAE 2017). As such, it can be argued that the chosen area of hosting integrated tradeshows determine the success of the tradeshows company such as the Passengers Port in St. Petersburg. Time and Resources Total costs through registrations, booth fees, travel costs for both the attendants and the exhibitors impact the trade shows business (ASAE 2017). It is important to note that majority of attendants and exhibitors are most likely not to attend the trade shows especially if the costs rise as less as 5 % (ASAE 2017). Consequently, time is presumed to be an important factor when it comes to tradeshows hosting. Majority of the participants prefer an event of two to three days of business (ASAE 2017). The respondents imply that two to three days of business are essential to do their business, make new connections with new sponsors and stakeholders, and leave (ASAE 2017). Additionally, the respondents advocated that if the event is shorter than two to three days, they are most likely not to attend the event while if the event is more than three days the event becomes stale and the participants leave early (ASAE 2017). Education It is attributed that the core purpose of attendants in trade shows is to grasp and learn new aspects when it comes to tradeshows (ASAE 2017). Similarly, attendants prefer to attend tradeshows for networking and relationship (ASAE 2017). In this retrospect, if the tradeshow fails to advocate for education possibility of decrease in attendant’s population will be on the rise. Such an aspect arises if the core purpose of the event is centered on sales of the products only. As such, it can be argued that the tradeshows need to attune its activities to the core interests of the consumers purposefully to spur the company growth. Identification Management Tools Technology Embracing technological development plays a pivotal role in ensuring that business grows across organizations (Berthon 1999). Through technology, the tradeshows exhibitors are able to capture attendees’ attention and to connect with participants in persons. Some of the applied tools to make connection between the attendees and exhibitors include the Radio Frequency identification (Berthon 1999). To tradeshows companies, use of the current technology plays an important role because it is uses cheaper and more efficient method especially during communication with consumers. Integrated tradeshows use email, online registrations, and e-customer services to conduct and effective and efficient service delivery (Berthon 1999). By embracing technology, St. Petersburg change management team can develop varied applications whereby employees and staff members could give feedback regarding each phases of change management. for example, a structured and open ended questionnaire can be posted in organization cloud files whereby it is coded for employees and relevant stakeholders can give feedback. Essentially, the change management team can use the cloud computing developments to update workers and stakeholders on change management progress. Additionally, the organization can apply the use of TEMONAS technological monitoring and assessment tool during change management. The tool has the capacity to for data management, report outputs, and technological monitoring (FCH 2017). TEMONAS technological tool is renowned for its ability to enhance the organization to attain full capacity in attaining the change management objectives, allows safer and quicker decision making process, and advocates for research and development especially on the financial sector and positive adaptation of the newer project (FCH 2017). As such, the change management committee will monitor the feedbacks from employees and relevant stakeholders regarding as a system of change management. In case the data showcases employees resistance the management team needs to positively engage with employees as to the importance of changes across the organization Change and Transition Tool Kit The tool basically focuses on assessing, planning, the Do’s, and verifications. This is to enable the organization change management officer to identify the steps to be taken in change management and transition across the organization. The purpose for the chosen change and transition tool kit is to help St. Petersburg Port undergo an organized approach to organizational change. Below is a presentation of the St. Petersburg Port management tool Assess During the process of change management and organization transition, assessment plays a pivotal role by acceptance for need of change, structuring the required change, and analyzing the impact of change. The management tools to be applied during assessment phase include change leader profile, change implementers that focuses on questioning the sponsors, classification for successful change, information gathering, organization desired future. Plan During the planning phase, change implementers at St. Petersburg Port are expected to develop plan and strategies for organization change. The plan and strategies need to adhere to team development, budget implications, transition, operational area, and communication. Some of the management tools at this phase include the designing of change plan, structuring learning plan, and effective communication during change process. DO This phase entails implementation of the structured plan and the change management strategies. At this phase, the organization change management committee will determine the organization readiness for change, educating the change implementers, and adhere to the timeline and sequence of activities for the various strategies such as team development, and trainings. Additionally, at this phase it is important for individuals to monitor transition issues, employees responses towards change, and the implementation of strategies so as to enable employee realize the positive results. The applied management tools will include giving recognition, announcement, and explaining change. Verification Verification is the last process under the change and transition took kit. At this phase, the committee is expected to verify the chance management process through evaluations. The verification includes monitoring the progress and debrief of the change, measuring the success showcased, documentation and reporting the outcome to the relevant parties of St. Petersburg Port. Some of the tools applied during the verification process includes collection of relevant information, management of change, and giving positive recognition. Benefits Management Planning Organization planning in change is highly driven by comprehensive project plan. Project planning basically showcases each stage of the project, and how the project will be realized as per the allocated resources. In this retrospect, planning at passenger’s port trade shows in St. Petersburg firstly begun with integrating and balancing of Hard and Soft elements which were managed in Parallel. The below table showcases the parallel planning in managing Hard and Soft elements at Passengers port Figure 2. Hard and Soft skills management It is important to note that the complexity of the project is showcased by the complexity of the plan. Before the final adoption of the plan, St. Petersburg passengers port adhere on the visionary elements of change management, the required resources and its availability, the cost and benefit analysis, responsibilities of each team members, quality assurance of the project, and assessment of success or failure of project among other factors. For effective planning during change management process, tools such as forcefield analysis, culture mapping, Gantt charts, and project need to be applied during planning phase of the project to ensure the change management process flow smoothly (Smith 2015). Below are image presentations of change management tools applicable for Passengers integrated tradeshows at St. Petersburg Figure 3. Forcefield analysis Figure 4. Gantt chart Figure 5. Culture mapping photo Planning phase of change management was assigned to the project manager. The project manager core purpose of project planning is to ensure a smooth transition of change of management based on time, costs, and quality change during change management. Monitoring The core purpose of project monitoring is to ensure that the introduced changes at Passengers integrated tradeshows port its attaining its objective. Consequently, monitoring is undertaken to ensure that the change management does not introduce any kind of risks to the organization. During Change management at Passengers Port at St. Petersburg, monitoring tools applicable include the log monitoring and the survey tools. The log monitoring tool plays a pivotal role in recording the frequency and severity of issues developing into a problem when the organization undergoes change (Schwartz 2013). Consequently, the change management team can compare the arising issues on log monitoring against the risk register whereby showcased items in the log will stand out as risks for the change management in the organization. Additionally, issuing of questionnaires to the organization employees to pinpoint challenges being experienced during transition process acts as a means of monitoring the change management process. The surveying approach will be important to the organization by increasing the change management process viability and reducing the anticipated or unwelcome reactions such employee’s resistance (Schwartz 2013). In monitoring, the St. Petersburg port change management program is under the project management officer. The project management officer receives all the relevant and supporting documents from the project manager with the PMO end result is to indicate that monitoring function has been performed. The PMO further informs the program management board about the current status of the change in the organization. Below is a process presentation of the monitoring process that can be adopted by passenger’s port in integrated tradeshows in St. Petersburg Figure 6. Monitoring process in Change Management Management Various aspects are involved in managing change that can be of benefits to the integrated tradeshows organization such as Passengers Port in St. Petersburg. Firstly, communication and consultancy is very important in managing change (Beatty 2015). Communication and consultancy is attained by developing an internal organization strategy so as to position across key messages, use of targeted communication to communicate to all customers, and involving all participants in decision making process in effective and timely consultation. Secondly, the change management board need to ensure that all participants during change management process know and adhere to their legal duties. Legal duties include the contracts of employment, flexibility of working, lay-offs, and redundancies. Thirdly, their I a need to understand individual and collective emotional journey during change management. The emotional journey of change management can easily be rated by applying the JM fisher tool that showcases participant’s anxiety, happiness, threat, fear, acceptance, resistance among other factors (ACAS 2017). Fourthly, the JM fisher tool will enable the management team to communicate the visions of change management through openness and trust, and linking each individual and team goals to the organizational targets. Lastly, the management team need to apply problem-solving techniques such as SWOT analysis, brainstorming, force field analysis, and teambuilding. Generally, it is important to note that the change management committee need to engage highly with the employees purposefully to attain quality performances, and spearheads employee commitment to the organization change. Additionally, the engagement can trigger positive discretionary behavior from the employees. Below is an image presentation of managing change process in an organization Managing Change Figure 7. managing change process Findings and Recommendations Findings From the analysis, it is clearly showcased that St. Petersburg Port undergoes varied challenges that foster the organization to undergo change management. Firstly, the company experiences capacity shortages ranging from the organization facility to the number of employees working in the organization. Shortage of capacity basically impacts the operative process of the company hence posing negative outcome towards product and service delivery. As such, the organization lacks growth ranging from financial resources to personal development of employees. Secondly, the research showcases that St. Petersburg Port experiences poor infrastructure system. The poor infrastructure system ranges from waterways to the poor road structures within the port environment. As such, the infrastructure negatively affects employees accessibility to various areas of assigned duties, and the movement of water ways automobiles transporting goods and services to various destination. As such, the company records huge amount of losses by varied consumers opting for other competitive ports. Lastly, St. Petersburg management team lacks resilience when it comes to seeking for funds to develop the port. As such, the company fails to record and substancial growth. It is important to note that European Union basically set aside funds for port development yet review indicates that St. Petersburg port fail to lobby for the funds. Recommendation Various approaches can be imposed through change management so as to eradicate shortcomings experienced at St. Petersburg Port. Firstly, the organization need to be informed on some of challenges and available opportunities that the organization can archive. Such can be realized through benchmarking activities in other competitive ports hence create the urgency need for change management. Through benchmarking, the management members will grasp new ideas and techniques that can be implemented to lobby funds for port development, and how to improve and build port capacity so as to ensure the company operatives smoothly. Secondly, the management team need to undergo periodic organization trainings. Through trainings, the organization directors and board members will grasp new skills. The new gained skills will enable the organization top leadership to train its staff members so as to develop the organization through capacity building and infrastructure development. 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