An organization does not always experience change positively. However, the employees are important when it comes to the implementation of change. The Kotter`s 8 step change model plan helps the organization succeed at implementing change. The first three steps of the Kotter`s 8 step change model are about methods that create the right climate for change, the fourth to sixth step link the change to the organization and finally step seven and eight aim at the implementation and consolidation of change (Salman & Broten, 2017). The eight Kotter`s step change model include; creating a sense of Urgency, create a guiding coalition, create a vision of change, communicate the vision, remove obstacles, create short-term wins, consolidate improvements and Anchor the changes. The Kotter change management tool can be applied to The Black hill cooperation human resource management situation chosen.
Firstly, there are different approaches which are involved in increasing the company’s sense of urgency. Primarily, the company should act in proportion to the urgency. The management of Black Hill Corporation has to communicate by their example. The management should not react out of proportion to even the smallest of items affecting the employees. The management should also specify the task to reduce confusion and improve judgment. The sense of urgency requires a grasp of reality and an effort to make a good judgment. The lack of urgency that may be observed in the company's employees could reflect their misunderstanding of the situation (Cumming & Worley, 2014). The management should also clarify the consequences. Creating a sense of urgency is difficult when the employees fail to understand the consequences of poor performance fully. The sense of urgency can be used to persevere toward victory despite the pain. Using urgency will enable the employees to have a physiological fusion of mind and heart, intellect and help keep them focused and achieve a target action. The management will dress comfortable cold by assessing if the employees are too comfortable to respond effectively to urgent situations. Finally, the recognition of employees who exhibit a sense of urgency by rewarding them is critical. Also, recognizing the employees who set an example to others in demonstrating a sense of urgency is significant.
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Coalition exists to enhance and preserve self-interest, whether those of individuals or those of organizations and achieve an adequate balance of power favorable to the coalition members advantage. To establish a coalition in Black Hill Corporation, the employees will be encouraged to act as a group. They also have to have a formal structure and for a specific purpose. The employees will be oriented to a specific issue to advance the groups purpose. The employees' purpose of membership has to be made mutual among the employees and further contain a group of interacting individuals (Grant, Little, & Horn, 2017). The employees will also be taught to have a common interest and have a common goal to achieve. Establishing the basic principle will also help create a coalition. Exchange of information and planning of events with conference calls and building coalition for the long term also help. Working to develop a personal relationship with many employees will also establish a coalition.
Developing a vision and strategy can also be achieved by the organization in different ways. The vision and strategy have to be clear and easily understood. Consequently, it is relevant to create visions which are specific, short, sharply focused and memorable to the employees (Pollack & Pollack, 2015). The vision and strategies made have to be realistic and enable to motivate and inspire the stakeholder's commitment. The vision and strategy should also be based on the organizational core competencies. The vision and strategy have to focus on the satisfying customer and the constituent needs. After developing a vision and strategy, the vision has to be communicated to the employees for them to understand the company`s purpose and goals. Their action steps should be laid out by communicating the measurable goals and deadlines (Baker, 2015). Communicating the company’s vision should involve engaging the employees’ emotions. The communication should also be clear for a better understanding of the employees.
Black Hill Corporation has to empower employees for broad-based action. Empowering employees bring about power and action. The employees are encouraged to transform a vision and strategy into tangible rather than something ethereal. To achieve these, the organization will have to acquire new skills of people who have spent years acquiring knowledge and skills (Senge, 2014). The organizational structure will also be improved. This involves the how the organizational structure and how the lines of authority and responsibility are constructed to deliver organizational product and services (Pollack & Pollack, 2015). The system of all types of the organization will need to change and empower the employees in making a change. The change to the process and the system are essential to making change possible and supporting it. The supervisors have to be active in making changes in the organization which therefore empowers the employees.
Generating a short-term win has to be done at the organization. To achieve this, the senior leaders and the guiding coalition have to identify organizational efforts that meet all the criteria for an effective short-term win. This can be done with small organizational efforts, which can lead to significant cost saving, increased revenue, streamlined procedures and the use of effective technology. Consolidating gains and producing more change can be achieved in Black Hill Corporation by making more changes but not less. The organization should seek more help by bringing new people and resources into the program with the need for experience and knowledge (Cumming & Worley, 2014). Continued leadership will be needed. They need to provide and maintain a clear vision continually. The project management and leadership from below will be needed, as well as, the reduction of unnecessary inter- independencies. This will help keep the change program as simple as it needs to be.
Finally, to anchor new approaches to the culture of the company, the management will have to identify the norms and the values that support the changes. The management will also have to ensure the selection, promotion, and succession of the process of screening talent according to the new norms and values (Senge, 2014). The reward programs will also have to be modified to align with the norms and values. Supplement training and development activities associated with changes and finally modifying and eliminating organizational processes and procedures that do not support the changes.
In conclusion, Black Hill Cooperation can apply the Kotter's change management model in implementing the human resource changes such as recruitment of skilled workers in the company. Creating a sense of urgency by making employees aware of the need and urgency for change, enables the employees in the company to be able to stay focused and accept the changes in the organization. Creating a guiding coalition will help the organization manage all efforts and encourages the employees to cooperate and take a constructive approach. Creating a vision for change will help the employees understand what the organization is trying to achieve within the agreed time frame. Communicating the vision will help create acceptance and support among employees. Removing obstacles will help the organization ideas to be incorporated and implemented in the change process. Creating short-term wins will enable the employees to have a clear idea of what is going on in the organization. Consolidating improvements will allow the organization to continue looking for improvement by changes in the human resource policies such as the change in the recruitment of the staff members. And finally to anchor the changes will enable the intended changes to be part of the company`s processes.
References
Baker, T. (2015). Motivation: Communicating Vision. In The New Influencing Toolkit (pp. 197-207). Palgrave Macmillan, London.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change . Cengage learning.
Grant, V., Little, A. V., & Horn, A. (2017). Developing a vision, strategy and offer for information and digital literacy (IDL): a case study of The University of Sheffield, UK .
Salman, Y., & Broten, N. (2017). Leading Change . Macat Library.
Senge, P. M. (2014). The fifth discipline fieldbook: Strategies and tools for building a learning organization . Crown Business.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research , 28(1), 51-66.
