Description
In this assessment, you will use your experience and the organizational change chart you completed in Week 1 to assess the organization’s culture to improve alignment among the culture, mission, vision, values, and strategies using Kotter’s 8-step change management model. You provide your assessment including how proposed decisions for improvements align to the organization’s mission, vision, values, and strategies to the leadership team.Assessment DeliverableCreate a 7- to 10-slide presentation to the leadership of the organization you chose to explore in Week 1. Refer to your Organizational Change Chart from Week 1 and include the following:Describe your assessment of the current culture within the organization at the time of your experience. Refer to the organizational change chart you completed in Week 1 to describe your assessment.Develop a Change Management Plan using Kotter’s 8-Step model for the change goal you identified. Refer to the suggested actions for improvement you included in the Organizational Change Chart.Determine the desired outcome as a result of the proposed change.Analyze the alignment among the organization’s mission, vision, values, strategies, and the proposed Change Management Plan.Include speaker notes to provide additional details not already present on each slide.
Unformatted Attachment Preview
LDR/535 v4
Landmark Inc. Organizational Change Chart
Type
Vision
Details
Insert the organization’s vision.
To become the leading One-stop
provider of construction value chain
services in the United States and
beyond.
Suggested Actions for Improvement
•
Separate the company into three specialized
teams so each employee can find a suitable role.
•
Have leadership Development Programs to equip
team leaders with the ability to lead and advise.
Employees can learn new skills, get training, and
advance via an Independent Development
Program
•
•
•
Mission
Insert the organization’s mission.
To provide through a single point of
contact, a comprehensive array of
architectural, design, valuation and
project management services to the
discerning client.
•
•
•
•
•
Regular skill testing reveals strengths and
weaknesses.
Feedback and open communication to help
employees achieve career goals.
The organization should aggressively solicit
consumer input and use it to design and execute
projects to make customers happier.
It should make the case for a comprehensive
project management approach to success.
Continuous professional growth is essential to
keep personnel abreast of industry trends.
If the group cares about the environment, green
building methods will be straightforward.
Design should honor and contribute to local
cultures to raise awareness of others.
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 2 of 6
Type
Purpose
Details
Landmark Studio strives to be the most
excellent resource for value chain
service set up in the United States and
beyond. They seek to master project
creation, design, valuation, and
management.
Suggested Actions for Improvement
•
More explicit goals should demonstrate the
group’s commitment to social impact, long-term
growth, and community involvement.
•
The firm must demonstrate an effect beyond
client satisfaction.
Language emphasizing initiative support should
be considered.
Success stories, community service, and
environmental projects should demonstrate the
company’s progress.
The purpose should be reviewed and updated
often to reflect field and social changes.
•
•
•
Values
Diversity and Equity
The organization prioritizes ethics,
customer satisfaction, environmental
protection, professional advancement,
and profit. Landmark employs these
ideas to get involved in projects,
understand clients, create connections,
make culturally appropriate designs,
and maximize resources.
•
Landmark is an open workplace that
recognizes and welcomes differences
in abilities, experiences, and
perspectives and that shows that it
gives everyone the same employment
opportunities.
•
•
•
•
•
•
•
Training and marketing should ensure that all
employees understand and support the
company’s values.
The firm must find and recognize employees who
uphold business values.
Let employees suggest ways to improve
corporate values.
Internal communications, training, and company
activities should highlight values.
Help employees comprehend diversity and
inclusion by holding training sessions.
Setting diversity goals and benchmarks can help
the firm track progress and hold employees
accountable.
To create a more open-minded workplace, solicit
input from many employees before making
choices.
Mentor and help underrepresented groups to
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 3 of 6
Type
Details
Suggested Actions for Improvement
•
Inclusion
Goal
Landmark actively promotes equality by
incorporating many perspectives into
project success. It helps the company
achieve its goal. The crew realizes how
crucial it is to acquire multiple
perspectives while designing
architecture that fits the local culture
and traditions.
•
Landmark aims to be the best builder.
To participate in many events, learn
and meet client needs, safeguard the
environment, and improve your
profession.
•
•
•
•
•
•
•
The plan includes a single point of
contact for clients, specialized teams
offering a variety of services, and
strategic alliances with Gensler, HNTB,
Perkins & Will G2 Architecture, and
Callison to learn and expand the
advance in their careers.
To eliminate preconceptions and create a fair and
inclusive workplace, policies should be reviewed
and updated often.
Allow employees to talk openly to help gather
their thoughts.
It is crucial to create websites or groups where
employees may discuss and solve inclusion
issues.
Employees should study cultural awareness and
unconscious bias to make others feel welcome.
People can discuss their issues and obtain aid
from staff resources or affinity groups.
Setting measurable targets will help the firm
gauge its progress toward becoming the top
building service provider.
The firm must set strategy aligned KPIs to ensure
teamwork.
To stay ahead in profession and be competitive
while working towards objectives, be open to new
ideas.
To adapt to new technology, market situations,
and customer needs, the aim must be reviewed
frequently.
•
Forming strategic partnerships with other
companies.
•
Spending money on technology and digital
solutions to help compete, streamline, and
improve processes.
Inform employees of strategic plan modifications
•
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 4 of 6
Type
Details
Suggested Actions for Improvement
business.
Communication
in a way that aligns with the company’s mission
and vision.
The company promotes unique
designs, solid moral standards, and
active project participation to encourage
good communication. To demonstrate
its expertise, Landmark discusses its
biggest triumphs, collaborations, and
initiatives. If the institution explicitly
values diversity, fairness, and inclusion
in its formal documents, it may improve
communication.
•
Ensure all corporate employees receive the same
straightforward and clear message, create a
detailed communication plan.
•
Tell staff how the firm operates using private
newsletters, meetings, and the Internet.
Ask workers what they think and solve their
difficulties to get them talking.
Create a marketing team or position to plan and
coordinate company and external messaging.
•
•
•
Check communication plans’ effectiveness with
polls, KPIs, and other approaches.
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first
column. Use the following scale:
1.
2.
3.
4.
5.
Strongly disagree
Somewhat disagree
Neither agree nor disagree
Somewhat agree
Strongly agree
Rating (1 – 5)
Statement
Employees know the organization’s vision.
5
Employees know the organization’s mission.
4
Employees know the organization’s purpose.
5
Employees know the organization’s values.
4
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 5 of 6
Rating (1 – 5)
Statement
Overall, the organization is diverse and equitable.
4
Diverse groups are included in decision making and processes for change.
5
The change goal was successfully met.
2
The implementation strategies were effective.
2
The organization’s communication about the change was effective.
4
Kotter’s 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter’s 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the
second column. Use the following scale to rate your observation:
1.
2.
3.
4.
Never observed
Rarely observed
Sometimes observed
Often observed
Identify actions you suggest for improvement in the third column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
3
The sense of urgency is sometimes observed; enhance it by
consistently communicating the need for change, sharing relevant
industry trends, and illustrating potential risks of maintaining the
status quo.
Step 2: Form a Powerful Coalition.
2
The formation of a powerful coalition is rarely observed; improve by
identifying key influencers and leaders who can champion the
change, and actively involve them in the change process.
Step 3: Create a Vision for Change.
4
Creating a vision for change is often observed; ensure continuous
reinforcement by integrating the vision into everyday
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 6 of 6
Rating (1 – 4)
Step Name
Suggested Actions for Improvement
communications and decision-making processes.
Step 4: Communicate the Vision.
3
Communication of the vision is sometimes observed; increase
visibility by using diverse channels, addressing concerns, and
fostering a two-way communication
Step 5: Remove Obstacles.
2
The removal of obstacles is rarely observed; establish a systematic
process for identifying and addressing barriers, involving employees
in problem-solving, and ensuring leadership commitment to obstacle
removal.
Step 6: Create Short-Term Wins.
3
Short-term wins are sometimes observed; increase the frequency by
identifying quick wins, celebrating achievements, and
communicating successes throughout the organization.
Step 7: Build on the Change.
2
Building on the change is rarely observed; develop mechanisms for
continuous improvement, gather feedback, and use insights to refine
strategies and approaches.
Step 8: Anchor the Changes in Corporate Culture.
1
Anchoring changes in corporate culture is never observed; prioritize
efforts to align policies, procedures, and behaviors with the desired
culture, and provide ongoing training to reinforce the new norms.
Copyright 2022 by University of Phoenix. All rights reserved.
LDR/535 v4
Landmark Inc. Organizational Change Chart
Type
Vision
Details
Insert the organization’s vision.
To become the leading One-stop
provider of construction value chain
services in the United States and
beyond.
Suggested Actions for Improvement
•
Separate the company into three specialized
teams so each employee can find a suitable role.
•
Have leadership Development Programs to equip
team leaders with the ability to lead and advise.
Employees can learn new skills, get training, and
advance via an Independent Development
Program
•
•
•
Mission
Insert the organization’s mission.
To provide through a single point of
contact, a comprehensive array of
architectural, design, valuation and
project management services to the
discerning client.
•
•
•
•
•
Regular skill testing reveals strengths and
weaknesses.
Feedback and open communication to help
employees achieve career goals.
The organization should aggressively solicit
consumer input and use it to design and execute
projects to make customers happier.
It should make the case for a comprehensive
project management approach to success.
Continuous professional growth is essential to
keep personnel abreast of industry trends.
If the group cares about the environment, green
building methods will be straightforward.
Design should honor and contribute to local
cultures to raise awareness of others.
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 2 of 6
Type
Purpose
Details
Landmark Studio strives to be the most
excellent resource for value chain
service set up in the United States and
beyond. They seek to master project
creation, design, valuation, and
management.
Suggested Actions for Improvement
•
More explicit goals should demonstrate the
group’s commitment to social impact, long-term
growth, and community involvement.
•
The firm must demonstrate an effect beyond
client satisfaction.
Language emphasizing initiative support should
be considered.
Success stories, community service, and
environmental projects should demonstrate the
company’s progress.
The purpose should be reviewed and updated
often to reflect field and social changes.
•
•
•
Values
Diversity and Equity
The organization prioritizes ethics,
customer satisfaction, environmental
protection, professional advancement,
and profit. Landmark employs these
ideas to get involved in projects,
understand clients, create connections,
make culturally appropriate designs,
and maximize resources.
•
Landmark is an open workplace that
recognizes and welcomes differences
in abilities, experiences, and
perspectives and that shows that it
gives everyone the same employment
opportunities.
•
•
•
•
•
•
•
Training and marketing should ensure that all
employees understand and support the
company’s values.
The firm must find and recognize employees who
uphold business values.
Let employees suggest ways to improve
corporate values.
Internal communications, training, and company
activities should highlight values.
Help employees comprehend diversity and
inclusion by holding training sessions.
Setting diversity goals and benchmarks can help
the firm track progress and hold employees
accountable.
To create a more open-minded workplace, solicit
input from many employees before making
choices.
Mentor and help underrepresented groups to
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 3 of 6
Type
Details
Suggested Actions for Improvement
•
Inclusion
Goal
Landmark actively promotes equality by
incorporating many perspectives into
project success. It helps the company
achieve its goal. The crew realizes how
crucial it is to acquire multiple
perspectives while designing
architecture that fits the local culture
and traditions.
•
Landmark aims to be the best builder.
To participate in many events, learn
and meet client needs, safeguard the
environment, and improve your
profession.
•
•
•
•
•
•
•
The plan includes a single point of
contact for clients, specialized teams
offering a variety of services, and
strategic alliances with Gensler, HNTB,
Perkins & Will G2 Architecture, and
Callison to learn and expand the
advance in their careers.
To eliminate preconceptions and create a fair and
inclusive workplace, policies should be reviewed
and updated often.
Allow employees to talk openly to help gather
their thoughts.
It is crucial to create websites or groups where
employees may discuss and solve inclusion
issues.
Employees should study cultural awareness and
unconscious bias to make others feel welcome.
People can discuss their issues and obtain aid
from staff resources or affinity groups.
Setting measurable targets will help the firm
gauge its progress toward becoming the top
building service provider.
The firm must set strategy aligned KPIs to ensure
teamwork.
To stay ahead in profession and be competitive
while working towards objectives, be open to new
ideas.
To adapt to new technology, market situations,
and customer needs, the aim must be reviewed
frequently.
•
Forming strategic partnerships with other
companies.
•
Spending money on technology and digital
solutions to help compete, streamline, and
improve processes.
Inform employees of strategic plan modifications
•
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 4 of 6
Type
Details
Suggested Actions for Improvement
business.
Communication
in a way that aligns with the company’s mission
and vision.
The company promotes unique
designs, solid moral standards, and
active project participation to encourage
good communication. To demonstrate
its expertise, Landmark discusses its
biggest triumphs, collaborations, and
initiatives. If the institution explicitly
values diversity, fairness, and inclusion
in its formal documents, it may improve
communication.
•
Ensure all corporate employees receive the same
straightforward and clear message, create a
detailed communication plan.
•
Tell staff how the firm operates using private
newsletters, meetings, and the Internet.
Ask workers what they think and solve their
difficulties to get them talking.
Create a marketing team or position to plan and
coordinate company and external messaging.
•
•
•
Check communication plans’ effectiveness with
polls, KPIs, and other approaches.
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first
column. Use the following scale:
1.
2.
3.
4.
5.
Strongly disagree
Somewhat disagree
Neither agree nor disagree
Somewhat agree
Strongly agree
Rating (1 – 5)
Statement
Employees know the organization’s vision.
5
Employees know the organization’s mission.
4
Employees know the organization’s purpose.
5
Employees know the organization’s values.
4
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 5 of 6
Rating (1 – 5)
Statement
Overall, the organization is diverse and equitable.
4
Diverse groups are included in decision making and processes for change.
5
The change goal was successfully met.
2
The implementation strategies were effective.
2
The organization’s communication about the change was effective.
4
Kotter’s 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter’s 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the
second column. Use the following scale to rate your observation:
1.
2.
3.
4.
Never observed
Rarely observed
Sometimes observed
Often observed
Identify actions you suggest for improvement in the third column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
3
The sense of urgency is sometimes observed; enhance it by
consistently communicating the need for change, sharing relevant
industry trends, and illustrating potential risks of maintaining the
status quo.
Step 2: Form a Powerful Coalition.
2
The formation of a powerful coalition is rarely observed; improve by
identifying key influencers and leaders who can champion the
change, and actively involve them in the change process.
Step 3: Create a Vision for Change.
4
Creating a vision for change is often observed; ensure continuous
reinforcement by integrating the vision into everyday
Copyright 2022 by University of Phoenix. All rights reserved.
Organizational Change Chart
LDR/535 v4
Page 6 of 6
Rating (1 – 4)
Step Name
Suggested Actions for Improvement
communications and decision-making processes.
Step 4: Communicate the Vision.
3
Communication of the vision is sometimes observed; increase
visibility by using diverse channels, addressing concerns, and
fostering a two-way communication
Step 5: Remove Obstacles.
2
The removal of obstacles is rarely observed; establish a systematic
process for identifying and addressing barriers, involving employees
in problem-solving, and ensuring leadership commitment to obstacle
removal.
Step 6: Create Short-Term Wins.
3
Short-term wins are sometimes observed; increase the frequency by
identifying quick wins, celebrating achievements, and
communicating successes throughout the organization.
Step 7: Build on the Change.
2
Building on the change is rarely observed; develop mechanisms for
continuous improvement, gather feedback, and use insights to refine
strategies and approaches.
Step 8: Anchor the Changes in Corporate Culture.
1
Anchoring changes in corporate culture is never observed; prioritize
efforts to align policies, procedures, and behaviors with the desired
culture, and provide ongoing training to reinforce the new norms.
Copyright 2022 by University of Phoenix. All rights reserved.
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