Change Proposal Report
Change Implementation Report
Jennifer Snider
HRM 310 May 5th, 2014
Alesha Alstoft
Change Report for Kudler Fine Foods
Kudler Fine Foods has evaluated areas in the organization to determine possible changes to implement. Upon evaluation of the organization’s areas Kudler Fine Foods has decided to implement changes in the sales and marketing department that will lead to improved sales results. Employee training and the offer of a sales bonus will be crucial in each department’s growth, as sales will increase and customer service will be more enhanced. In order to assess adequately the changes that need to take place and ensure that they are effect in reaching the goal the organization is trying to achieve there are measures that need to be monitored and gauged. The change process needs to include possible opportunities, resistors, the organizations culture and the effect that the change can have on the culture, and future change initiatives. Once the change is determined implementation is needed, monitoring the change from beginning stages to the stage of change being successful is necessary. Incorporating the Organizational Culture Inventory (OCI) provides for Kudler Fine Foods to monitor the change from the initial stages to the outcome of the changes. OCI allows for managers and supervisors to access the effectiveness of the change process. Measurement and observation tools and techniques will allow accurate outcomes. The observation tools and techniques show the sales growth, make more informed and solid decisions, adding to the growth of the sales department and thus growing the organization in retrospect.
In addition, benchmarking will be a measurement system that Kudler Foods will implement to monitor the success of the change from the development stage through the implementation of the change. Benchmarking will allow for goals and standards to be reached as in the initial development stage
Jennifer Snider
HRM 310 May 5th, 2014
Alesha Alstoft
Change Report for Kudler Fine Foods
Kudler Fine Foods has evaluated areas in the organization to determine possible changes to implement. Upon evaluation of the organization’s areas Kudler Fine Foods has decided to implement changes in the sales and marketing department that will lead to improved sales results. Employee training and the offer of a sales bonus will be crucial in each department’s growth, as sales will increase and customer service will be more enhanced. In order to assess adequately the changes that need to take place and ensure that they are effect in reaching the goal the organization is trying to achieve there are measures that need to be monitored and gauged. The change process needs to include possible opportunities, resistors, the organizations culture and the effect that the change can have on the culture, and future change initiatives. Once the change is determined implementation is needed, monitoring the change from beginning stages to the stage of change being successful is necessary. Incorporating the Organizational Culture Inventory (OCI) provides for Kudler Fine Foods to monitor the change from the initial stages to the outcome of the changes. OCI allows for managers and supervisors to access the effectiveness of the change process. Measurement and observation tools and techniques will allow accurate outcomes. The observation tools and techniques show the sales growth, make more informed and solid decisions, adding to the growth of the sales department and thus growing the organization in retrospect.
In addition, benchmarking will be a measurement system that Kudler Foods will implement to monitor the success of the change from the development stage through the implementation of the change. Benchmarking will allow for goals and standards to be reached as in the initial development stage
References: Leban, B., & Stone, R. (2008). Managing organizational change (2nd ed.). Hoboken, NJ: John Wiley & Sons.