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Case Study Please review the following case study to complete this week’s assign

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Case Study
Please review the following case study to complete this week’s assignment:
Rome, Inc., a new fast-growing party planning company, started with five employees at one location. Today, the company has grown to 40 full-time and 26 part-time employees at seven locations throughout the state. Freelance employees are hired when needed, especially during the holiday and wedding seasons. Nearly 70 percent of the full-time employees are in the millennial generation and actively use social media, including when they are at work. Customers have started to make comments about what they have seen on Facebook, Instagram, and Twitter. Listed below are a few examples:
Some employees have uploaded photos of other employees drinking at a bar.
Another complaint from a customer was that an employee publicly posted sensitive personal information about the customer’s 17-year-old child after the teenager refused to go on a date with the employee.
There have been posts about the company’s financial performance complaining that, while the company is making good money, the company is still paying some employees the minimum-wage hourly rate.
Finally, when an employee could not change their vacation because they had done so twice and there was no one to cover for them, the employee labeled the company as unfriendly to working parents and shared it on numerous social media sites.
The company leadership is baffled and decided to talk with the company’s attorney about the situation. Leadership did not want to punish the staff or violate their rights, but they also had to find a way to protect the company and its reputation. The attorney suggested implementing a social media policy. The owners drafted a social media policy that was approved by the attorney. Employees were notified that the policy was coming. A number of the employees do not believe the company has the right to tell them what to put on their personal social media accounts. Another group, who do not use social media, are not concerned about the upcoming policy; while a group of more seasoned employees wants HR to move forward with the policy, so they can get back to the work of the business.
Assignment Criteria
Assuming you are a leader in the case study company, use Lewin’s force field analysis as a tool to help you determine if you will move forward with the social media policy, make changes to the policy before moving forward, or not implement the policy at all.
Begin by researching information related to social media policies and the National Labor Relations Act as it applies to employee rights.
Now, thinking about the pros and cons of a social media policy for your organization, complete the force-field analysis by using the template in the following manner:
Explain your proposal for the change to implement an organizational social media policy.
Identify those forces for the change and defend the most important benefits this change will deliver.
Identify the forces against the change. Explain any resistance, and then defend your response. Then, determine the costs and risks involved in the change.
Rate each force (1-lowest impact to 5-highest impact). This will help you goal determine how much influence each force has on the change.
Make a decision! If you plan to move forward, the next step is to create an action plan, which needs to weaken or remove, restraining forces or strengthen driving forces so that they increase the ‘net’ force for a successful change. Provide a rationale based on your decision.
Support your assignment with at least five scholarly resources. In addition to these specified resources, other appropriate scholarly resources, including seminal articles, may be included.
Length: 5-7 pages, not including title and reference pages
Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Content:
Managing Change
Change management is not about the policies and processes, which will change; it is the change of mindset which people need to be conditioned about, over a longer time frame, for people to acclimate to the anticipated newness (Walker, 2018).
Organizations that know they must make a necessary change quickly learn that it is not enough to just need the change to happen–it must be planned. The impetus for organizational change is either external or internal pressure or even both. External pressures arise as a response to a trend or fad, it might be a mandated change in law or policy, there is a market decline for a product or service, the organization is in a hyper-competitive mode as an intense response to competition, or it is to rescue an organization’s reputation and credibility. Change can also happen because of internal pressure such as growth in the organization, changes in leadership, mergers or acquisitions, or internal politics. Technology, economic forces, socio-political and legal factors, human resource issues, and innovative process considerations influence changes in the modern workplace (Bejinaru & Baesu, 2013).
The term management of change is a reinvented form of approaching change (Paun, 2014). Successfully managing change is essential since it has been estimated that approximately 70 percent of organizational changes fail. Often, even the most carefully planned change efforts fail because of poor implementation. Research supports the fact that successful organizational change happens when there are organization-wide ownership and commitments to the change. Therefore, the supervisor must assume the role of the change agent to engage stakeholders and prepare employees for the change, make appropriate adjustments as needed, communicate and encourage feedback, as well as maintain focus on the goal(s) of the change.
Even though much has changed in today’s workplace, the utilization of change models and approaches are still relevant. An important change management model for managers is Lewin’s 3-Stage Change Model: 1) unfreeze, 2) change, and 3) refreeze. Unfreezing is the first step to move away from the current situation and comfort zone. This is the stage where the feasibility of the proposed change is tested. For years, many organizational change agents and managers have implemented Lewin’s force field analysis (FFA) as a major decision-making tool. The change stage is the most difficult because it is where the transition actually takes place. People must seek new ways of interaction, new things to substitute the old ones, and start by resolving the uncertainties (Paun, 2014). The final stage, which may take some time, is called refreeze since this is where the organization sustains the change once it has been made. At this point, the change is accepted and becomes the new norm.
Be sure to review this week’s resources carefully. You are expected to apply the information from these resources when you prepare your assignments.
References:
Bejinaru, R., & Baesu, C. (2013). Approaches to organizational change within modern companies. USV Annals of Economics & Public Administration, 13(1), 127-134.
Paun, M. (2014). Models of change. Valahian Journal of Economic Studies, 5(3), 7-15.
Walker, G. (2018). Change management: Organisational change. Training & Development (1839-8561), 45(2), 30-31.
References:
Bailey, J. R. (2016). Overcoming resistance to change [Video file].
Bejinaru, R., & Baesu, C. (2013). Approaches to organizational change within modern companies. USV Annals of Economics & Public Administration, 13(1),
Ennis, G. (2017). What does it take to change this? Supervision, 78(10), 15-18.
Paun, M. (2014). Models of change. Valahian Journal of Economic Studies, 5(3), 7-15.
Sarkar, S., & Osivevskyy, O. (2018). Organizational change and rigidity during crisis: A review of the pardox. European Management Journal, 36(1), 47-
Wong-Mingji, D. J. (2013). Force field analysis and model of planned change. In E. H. Kessler (Ed.), Encyclopedia of Management Theory (Vol. 1, pp. 2

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