Don T Produce Change Paper

My recommendation to the Seagram’s management team, especially as a response to the five challenges presented at the end of the chapter highlights the reading “Why Change Programs Don’t Produce Change”. According to the article by Michael Beer he notes that just changing behavior is not conducive to organizational change, however, giving the individual a “new organizational context will develop new attitudes based on new roles and responsibilities” (Jick & Peiperl, 2011, p. 267). When factors such as cooperation, commitment and new competencies are adopted corporate revitalization is possible. Still, it is imperative management gives the workforce the tools and resources needed to ensure success such as organizational structure to define
These principles fundamentally laid out the vision, creates the energy around the change, illuminates the central objectives of the change, prioritize themes around the change and creates a central figure or management team to deliver messages about the change. However, the change process takes immense planning and concrete tools in responding proactively to future events of reorientation (Jick & Peiperl,
The six steps are; 1) “Mobilize commitment to change through joint diagnosis of business problems”. Managers at the departmental level along with their employees would be able to diagnose and attached findings to the actual task that needs to be changed. 2) “Develop a shared vision of how to organize and manage for competitiveness”. Once the task is identified the employee will learn and acquire new competencies associated with the role. Training classes should be given and new skill and competencies should be utilized. 3) “Foster consensus for the new vision, competence to enact it, and cohesion to move it along”. This stage encourages team work from members that want to be involved in the change process. 4) “Spread revitalization to all departments without pushing it from the top”. This stage is significant in obtaining resources and personnel that’s essential to executing the task. 5) Institutionalized revitalization through formal policies, systems, and structures. At this stage, it will be determined if top management will formalize the changes made through the informal structures. 6) Monitor and adjust strategies in response to problems in the revitalization process. Lastly,