Question

To prepare for the Week 6 Assessment, choose a well-known corporation, such as Samsung, Starbucks, Ford Motor Company, or Waste Management, that implemented a major change. Analyze the corporation’s change process based on Kotter’s 8-Step to Change using the Organizational Change Chart.

Kotter's 8-Step Change Model

• Step One: Create Urgency.
• Step Two: Form a Powerful Coalition.
• Step Three: Create a Vision for Change.
• Step Four: Communicate the Vision.
• Step Five: Remove Obstacles.
• Step Six: Create Short-Term Wins.
• Step Seven: Build on the Change.
• Step Eight: Anchor the Changes in Corporate Culture

Was this a positive organizational change? Why or why not? If so, what strategies and tactics were effective or ineffective in creating positive organizational change? What strategies and tactics would have worked better?

Answer 1

Answer:

In the light of Covid-19 Starbucks' pandemic the best practice has now begun in South Korea and China in post Covid 's setting and the cafes have reopened. Excellent practices:

Keeping social distances inside the café with tables held 6 feet apart.

Customers can order and contact fewer deliveries through mobile applications.

Payments to be made without cash

From the 8th process of Kotter, these urgent improvements are analyzed:

Stage 1: Urgent development.

The increasing demand for lock-down and training of employees in new protocols and the implementation of the new SOPs for this process has been highly urgent.

Stage 2: Build a Powerful Coalition. The management has requested assistance from senior team members advised by established change officers in each region. This steering committee is expected to contribute to the introduction of the new protocols.

Stage 3: Creating a Change Vision. Considering that the effect of Covid-19 will not quickly vanish, management has introduced a strategy to tackle this problem by developing a new work environment document that will apply before the vaccine or herd immunity has been created.

Stage 4: Dream communications. After consultation with all team members and change managers, the latest workbook of transition has been published in order to be implemented uniformly. Every day, staff meetings in the morning discuss this workbook and implementation plans are introduced.

Stage 5: Remove barriers. Any difficulty that has been discovered in accordance with the new working book protocol is discovered and a solution is sought for this after consulting the changers and according to the principles of the workbook.

Stage 6: Building short term winning processes. So far, only 20% of the restaurants have been reopened by Starbucks to verify the efficacy and effective of the new policy. When the protocols were successful, it was launched in other restaurants.

Stage 7: Build on Transition. When the protocols worked, Starbucks introduced them in all of the other nearby restaurants.

Stage 8: Organizational Culture Shifts anchor. Such reforms had a major effect on workers' daily lives and they became acquainted with the new policies. Through the atmosphere of the organization , the management seeks to inscrib it.

This corporate restructuring took the time and both staff and consumers were able to recognize the need for improvements. Staff are pleased that these reforms allow them to retain their employment while the country is in recession. Management has communicated the changes successfully through committed team members, with the involvement of community leaders and a holistic impact.

There are values of 3 to 4 in all sectors in the Organizational Chart.