LEAD FPX 5220 Assessment 3 Championing Organizational Change

Student Name

Capella University

LEAD-FPX5220 Leader as Change Agent

Prof. Name

Date

Identifying Change

The evaluation conducted by the Organizational Change Team reveals a significant decline in morale and a disconnection with supervisory and management at Hill Country. The team is committed to implementing necessary changes to address the lack of employee engagement and morale throughout the company.

Why Organizational Change

Organizational change becomes imperative when employees no longer desire to come to work, leading to a breakdown in a cohesive working environment. Hill Country’s mission, aimed at improving the lives of low-income central Texans, hinges on the happiness and satisfaction of its employees in serving this mission.

Stakeholders

The primary stakeholders in this organizational change initiative include management, employees, and supervisors. While the Board of Directors and Administration will provide input into the overall initiative, their impact is not direct.

High Power-Low Interest

The Board of Directors and Administration wield substantial power in improving employee morale but display low interest in the project itself. While any operational function is a concern, it is not a direct aspect of day-to-day tasks.

High Power-High Interest

Administration holds significant power in influencing and delegating operational functions for Hill Country’s overall success. The organizational change team has been tasked with ensuring successful change. Employees, with the most interest in morale, are directly affected by the team’s goals.

Low Power-High Interest

Hill Country employees possess the highest interest but the least amount of power. This stakeholder group is pivotal as they form the backbone of the organization.

Low Power-Low Interest

As a non-profit funded by local, state, and federal agencies, Hill Country has minimal interest in the morale of funded companies’ employees. The Board of Directors, essential for many aspects of Hill Country, holds little interest in day-to-day operations.

Recommendations

The organizational team recommends prioritizing employees as the foundation of Hill Country. Proposals include abandoning the “it’s always been done that way” mentality, evaluating pay scales for equality, introducing flex-time, longevity pay, supervisor training, and fostering social gatherings for cohesive working relationships. With changes in management, now is an opportune time to rectify past practices and ensure equality in pay scales.

LEAD FPX 5220 Assessment 3 Championing Organizational Change

Managing Resistance

Potential resistance from employees may arise due to past management practices. Reassurance is crucial, emphasizing that change is imminent, with full support from management and administration. Supervisors should be assured that additional training is for the betterment of themselves, employees, and the company.

Stakeholder Power-Interest Matrix

                   | High Power-Low Interest | High Power-High Interest | Low Power-High Interest | Low Power-Low Interest |
-------------------|-------------------------|--------------------------|-------------------------|-------------------------|
Administration     | HCCAA Board of Directors | Administration           | -                       | High Power-Low Interest |
Employees          | -                       | Employees                | High Interest-Low Power | High Power-High Interest |
Funding Agencies   | -                       | -                        | Low Interest-Low Power  | -                       |