Organizational Change Planning
You are a leader of a large bank organization. Your organization is acquiring another regional bank which may involve major changes in policies and procedures including human resources as you merge the two organizations. You have scheduled a planning session with your top managers.
Develop a planning document for the meeting. The document should be in standard APA format and address the following:
· Describe the types of change the organization could experience and how to create procedures for dealing with each.
· An analysis of potential change approaches to implement these changes in both organizations.
· Recommendations for dealing with resistance to change.
This document must adhere to the following parameters:
· Be at least 3-4 pages in length.
· Be supported by 3-4 scholarly credible references; all facts must be supported; in-text references used throughout the assignment must be included in an APA-formatted reference list.
· Also make use of the following resources and incorporate them into your assignment as cited references.
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Title: Organizational Change Planning for Merging Banks
Introduction:
As a leader of a large bank organization, it is essential to develop a well-structured plan for managing the changes associated with acquiring another regional bank. This document aims to outline the types of changes that the organization may experience and provide strategies for creating effective procedures. Additionally, potential change approaches and recommendations for dealing with resistance to change will be discussed.
Types of Organizational Changes:
1. Structural Changes:
- Creation of new departments or business units
- Integration of personnel from both organizations
- Alignment of reporting hierarchy and decision-making processes
2. Procedural Changes:
- Harmonization of policies, procedures, and systems
- Standardization of processes across both organizations
- Integration of technology platforms
3. Cultural Changes:
- Development of a shared corporate culture
- Fostering open communication and collaboration
- Encouraging flexibility and adaptability
Creating Procedures for Dealing with Change:
1. Establish a change management team:
- Identify individuals from both organizations with expertise and willingness to drive change.
- Develop a change management plan outlining roles, responsibilities, and timeline.
2. Conduct a comprehensive analysis of both organizations:
- Identify key similarities and differences in policies, procedures, and culture.
- Determine areas of potential conflict and resistance to change.
3. Develop standardized policies and procedures:
- Address gaps and inconsistencies between existing policies.
- Involve employees from both organizations in the policy development process to ensure buy-in.
4. Implement a phased approach to change:
- Prioritize changes to ensure a smooth integration process.
- Establish clear timelines and milestones to track progress.
Potential Change Approaches:
1. Lewin's Three-Step Model:
- Unfreeze: Prepare employees for change by creating a sense of urgency and awareness.
- Change: Implement the desired changes across the organization.
- Refreeze: Reinforce and stabilize the new changes to make them the norm.
2. Kotter's Eight-Step Change Model:
- Create a sense of urgency.
- Build a guiding coalition.
- Formulate a strategic vision.
- Communicate the vision.
- Empower employees for action.
- Create and celebrate short-term wins.
- Consolidate improvements and produce more change.
- Institutionalize new approaches.
Dealing with Resistance to Change:
1. Communicate openly and transparently:
- Provide clear and consistent information regarding the rationale, benefits, and impact of the changes.
- Address concerns and questions promptly to alleviate uncertainties.
2. Involve employees in decision-making:
- Seek employee input and involve them in the change planning process.
- Allow employees to participate in identifying solutions and making decisions.
3. Offer training and support:
- Conduct training sessions to enhance employees' knowledge and skills required to adapt to the changes.
- Provide ongoing support and resources to facilitate the transition process.
Conclusion:
Successfully managing organizational change during the acquisition of another bank requires careful planning, effective procedures, and addressing resistance. By implementing comprehensive change strategies and involving employees throughout the process, the organization can minimize disruption and ensure a successful integration.
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