Organization Identification
The organization identified is a community group that I am a part of in society. The organization deals with various community projects that aim to generate income for the youths and voluntary service work. It is a group recognized by the county government and has been in operation for nearly three years. The mission of the group is to secure the future by taking action at the moment. Within the organization's principles, it is emphasized that the young generation can take charge of their future if they take action at the moment. Most of the older adults attest to the fact that they suffer since they did not take action while young to have a brength future. People tend to wait, but it might be too late for them to take action. Thus, the group provides training to community members, especially the youths, to save money and make several investments. They are taken through several investment portfolios and decide which portfolio best suits their needs independently. Change can be created now, and postponing action to be taken is doing away with success in the long-run.
Context of the Organization
The organization has been using manual means of data collection and recording among the employees. For instance, there is the use of ledgers to record the number of participants undertaking their services. They also use the same methods to record some of the donations and contributions they receive from well-wishers since it is a non-profitable organization. Management runs the community group's operations and other employees that take charted of information keeping while others are mentors.
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Change that is Needed
Change is needed in the organization since their employees are not motivated to work. It will be possible to motivate the employees through system implementation. In Kotter's model, the focus is on the response employees have on shift, and there are eight stages. The first stage is an increase in urgency to motivate and engage them in the change process (Kotter & Cohen, 2012). The other steps include:
Creating a vision.
Communication.
Getting things on the move.
Focusing on short–term goals, including the change.
Not giving up.
The model's primary role will be to ensure that its cultural practices and intact during the implementation process. The reason for selecting the model over the others is its simplicity, making it easy to implement and ensure the change process is a success. The model will only provide information before the system implementation, during the application, and after the execution.
Before the implementation of the system, several activities are necessary. One of the events is employee empowerment. The activities' central role is to ensure that the system is oriented to the employees' needs. When there is empowerment, there will be a smooth running of operations after implementation occurs (Hasanaj, 2017). Empowering the employees will take two weeks as all the works' needs will have to be aligned with what the system will provide. Enabling the employers and other users of the order will help prepare the organization for the new system.
Also, there is a need to make changes to the operations system of the organization. There will be a shift from the use of the manual to the automatic system. The organization can keep track of its operations in a more comfortable and less sophisticated way. The course's configuration will take place between the strategy and the organization's business operations and policies. The main aim of the setup is to ensure that it will match its standards of services (Smarp, 2020). Equally, there is a need to determine the cost of implementing the system and know it will meet its financial aims. Since the order will be the automation of the company's process, it should reduce operation costs (Suharti and Sulistyo, 2018). Thus, before implementation, it is relevant to know its value and compare it with its benefits. The configuration and cost determination should last for one week.
The finance department is the change management team responsible for deciding the cost of the system before implementation. The design team will take part in the configuration while the management will empower the employees to prepare them and the entire organization for the new system. Empowering of the employees to uptake the change can be done through training. The training should aim at not only improving on the skills of the workers. Instead, it should be a way for the staff within the organization to advance on their careers. In the long – run the change process will have assistant in two main functions. One will be an increase in the level of performance. The other outcome will reduction in the employees turn-over rate. There will be high retention as the management will not want to let go of the already skilled workers.
Why the Organization is a Good Candidate for the Final Project
The organization is the right candidate for the final project as it will show how Kotter's change model can be used. The focus is to understand how change can be created without tampering with the company's daily operations. Since the implementation of the organization's system will be a continuous process, there is a need for maintenance. The organization will act as a case study on how the change being implemented can occur. Training is one of the methods that are effective in support of the change. Exercise is one way of motivating employees to embrace the change in implementation (Kanake and Nyakego, 2016). The heart of the change model will increase the urgency that is needed for the performance. The organization represents a company that requires changes to be done with immediate effect, thus a good elaboration for the model.
References
Hasanaj, R. (2017). Importance of Communication During Change: A Case of the Municipality of Vlora. European Journal of Multidisciplinary Studies, 4 (1), 15.
Kanake, M. & Nyakego, M. (2016). Challenges and Strategies in the Implementation of Human Resources Information System in Kenyan Universities. Research on Humanities and Social Sciences, 6 (18): 148-160.
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people changes their organizations. Harvard Business Press.
Smarp. (2020). 5 Change Management Models to Take a Look At. Retrieved from https://www.blogsmarp.com/5-change-managment-models-to-take-a-look-at
Suharti, L. & Sulistyo, R. (2018). The Implementation of Human Resources Information System and It’s Benefit for Organizations. Diponegoro International Journal of Business, 1(1): 1-7.
