Step 1) Review the following resources before creating the memo: Week 5 Grading Rubric-Team Memo Template & Format Guidelines Guide to Peer-Reviewed References & APA Formatting Responsibility Char

Need for Change Vision Statement

Team 1

Cedric Alexander, Chevez Clarke, Patty Dirschel, Nicole Huisken, Johnny Macias, Rob Miller

HRM/310

August 4, 2019

Dr. Kyle S. Steadham, Facilitator

Memo

To: Dr. Kyle S. Steadham, Facilitator

From: Team 1

Date: August 4, 2019

Re: Terra Nova Consulting - Need for Change Vision Statement

Section 1- Introduction

This memo discusses the case study of Terra Nova Consulting and the proposed strategies to help create change in a positive way. Terra Nova consulting has grown into a global firm within the industry. They possess five offices on five continents and have been respected and successful with their approaches. TNC believes that it is time for change to meet the challenges of the future (Cawsey, Deszca, & Ingols (2016). It’s time for executives to come together and propose strategies that will help propel that successful change needed for the future. With belief that change is needed, there is tremendous confidence in the minds that will come together to help create a successful and profitable business in the future. This memo will introduce three possible avenues to making that change. It will further identify the one best fit with the needs of the company. Finally, it will propose why Terra Nova needs this change and the vision for the future of the organization.

Section 2- Proposed Strategy Summary 1 of 3

Terry O’Reilly faced an extreme level of reluctance to change from the senior partners of Terra Nova Consulting. Based on these sentiments the team will need to revise the strategy of change implementation. The first step in the proposed strategy would be to institute the Change Path Model introduced by Cawsey et al (2016). The first step in the process would be to gain support from the senior partners and awakening the need for change from within the organization. O’Reilly would be able to accomplish this by developing relationships with senior partners through one on one meetings or in small groups. He would be able to discuss the need for changes in the organization and propose alternative solutions to the lagging financial situation that the company is currently facing. Once he has gained a strong support system of senior management, O’Reilly can branch out and gain the support of key individuals throughout the organization. Once he has a team composed of strong change initiators, he can reintroduce the changes that he intended to make in rebranding the organization. Having individuals in the company that buy into the reasons behind the change will help make the process a success. The change process can be mobilized by creating a formal vision for change and change plan, and disseminating information about the changes to employees. O’Reilly will need to explain the current financial situation and the desire to strengthen the culture and the involvement of all employees by increasing employee shares and preparing the company for global expansion through rebranding. The next step will be accelerating the process by implementing the change process and proceeding through each step detailed in the formal change plan. During the last stage of the process, institutionalization, the vision will be realized and the organization can begin the process of evaluating whether or not the changes were successful. It will also be important at this stage for the company to continue monitoring the change initiatives and assure that the organization is reaching its potential. (Cawsey et al, 2016)

Section 3- Proposed Strategy Summary 2 of 3

The senior partners of Terra Nova Consulting are refusing change, but nevertheless they know change is needed. The second proposed strategy would be the Giving Voice to Values by Gentile, (Cawsey et al, 2016). In the past, some of these senior employees have tried to get around change by finding loopholes to get what they want; this strategy will help them realize that and stop. Little do they know they are working against the company when they do that. This company holds true to its values and it is very important that all employees understand this as well. The first step in the process would be clarify what the companies values actually are and make sure everyone understands them. Next they need to understand the implication of their actions within the company. They need to understand that by holding back and not wanting to change the company’s name they are hurting the company and ultimately themselves. Lastly, all employees will need to truly believe in the companies’ values and ethics and know that they agree with them. Without complete agreement and cooperation, the company cannot turn around and be great again.

Section 4- Proposed Strategy Summary 3 of 3

The need to change the company's logo and slogan, as well as the name, have been faced with massive reluctance by the top stakeholders, despite Terry O'Reilly giving a vivid explanation on the importance of embracing this change. The proposed strategy will be the Kotter's change model, which will improve the Terra Nova's capability to change while increasing their chances of success. Following the steps depicted in Kotter's model will adequately adapt to implementing change and avoid possible failures. Creating the right climate for change, linking the transition to the overall organization's objectives plus implementing and consolidating the move will make the employees accept and participate in the change process (Mishra, 2013).

The first step in this model focuses on creating a sense of urgency where open, honest, and convincing dialogue will have to deployed to convince the stakeholders to recognize the importance of the change. The second step will involve creating a guiding coalition that will manage all efforts aimed at encouraging the employees to accept, cooperate, and take a constructive approach (Mishra, 2013). The third step in this model will involve creating a vision for the change to let every stakeholder understand what the organization is striving to achieve. Forth, communicating the vision will generate support and acceptance among the stakeholders.

Fifth, remove existing obstacles likely to undermine the vision by encouraging acceptance of the vision to the stakeholders through embracing their insights. The sixth step will comprise of creating short-term wins, which will give employees about what is going on. Such may include such things as acknowledging and rewarding those actively participating in the change (Mishra, 2013). The seventh step to be considered is to consolidate improvements in the slow-going processes driven towards overall corporate culture. The last step will include anchoring the changes where values and standards will be in line with the stakeholder's behavior and the established vision.

Section 5- Strongest Fit Strategy

While each strategy for organizational change has its merits, Cawsey’s Change Path Model is the best fit for Terra Nova Consulting. The Change Path Model addresses the main issue faced by Terry O’Reilly in implementing change at Terra Nova. Introducing changes into the organization without receiving support of the various levels of the organization is difficult at best, as shown by the reception O’Reilly’s presentation received at Terra Nova (Cawsey et al, 2016). It is impossible to implement change in the group without creating and articulating a vision that can be accepted by the group (Haque, TitiAmayah, & Lu Liu, 2016). The reaction of the board supports the idea that organizations must be made ready for change. When presenting the change from Terra Nova Consulting to TNC, O’Reilly experienced a group that was not ready for change (Cawsey et al, 2016).

Even though readiness for change is critical in the success of change efforts, other factors contribute to the outcome. One of the keys is to have a well-developed plan for change. The Change Path Model allows the change leader to develop the full plan from developing support to implementing and evaluating the effects of the change effort. The Change Path Model gives the organization a step-by-step process, with which to concentrate the change effort (Cawsey et al, 2016).

Section 6- Need and Vision for Change

In order for Terra Nova Consulting to assure its future success the company will need to determine a clear need for change and implement a vision for that change. The need for change has been established due to the lack of employees that are willing to reinvest in the company by purchasing shares. In order for the company to remain employee owned they will need a firm commitment from their employees. The company also needs to reinvent itself by positioning the company for global expansion. The future for the company will be established by involving employees at all levels of the company, involving these employees in company decisions, and effectively implementing an ongoing change process. When the employees feel that they have an impact on the organization they will be willing to invest in the company and in their future. The vision statement for the newly minted organization will be, “Building our future together, one block at a time.” This vision statement establishes that each employee is an important part in building the future of the company.

Section 7- References

Cawsey, T.F., Deszca, G. & Ingols, C.A. (2016). Organizational change: An action-oriented toolkit (3rd ed.). Thousand Oaks, Ca. Sage Publications

Haque, M., TitiAmayah, A. and Liu, L. (2016), "The role of vision in organizational readiness for change and growth", Leadership & Organization Development Journal, Vol. 37 No. 7, pp. 983-999.

Mishra, S. (2013). Relevance of Kotter’s Model for Change in Successfully Implementing Lean. IFIP Advances in Information and Communication Technology, 540-547. doi:10.1007/978-3-642-41263-9_67

Section 8- Grading Rubric

HRM310 Week 4 Grading Rubric Learning Team Memo (Rev. 7-7-19)
RUBRIC INSTRUCTIONS FOR STUDENT: After you complete your references section in your assignment, copy and paste this grading rubric to your Word document. That way, I can give you structured feedback in a more organized way. I can also evaluate your papers more quickly.
Review the following resources before creating the memo: Week 4 Grading Rubric – Learning Team Memo Template & Format Guidelines Guide to Peer-Reviewed References & APA Formatting Case Study 1 Building Community at Terra Nova Consulting located on page 396 of Chapter 11 in Organizational Change OR Case Study 5 Ellen Zone - Leading Change at Tufts/NEMC located on page 448 of Chapter 11 in Organizational Change Discuss as a team and decide by consensus which case study you will use for the Complete Change Plan assignment in Week 5. Discuss the requirements of the Week 5 team assignment by looking ahead to see what will be required for the Complete Change Plan assignment. Assess strategies for organizational change in the case study that your team selected. Prepare a memo of at least 700 words written in third person. You must address the following topics below in order using the section headers (labels) in bold: Section 1- Introduction (<-- this is a section header) - describes what the memo is going to be about; it mentions the upcoming sections. Section 2- Proposed Strategy Summary 1 of 3 (<-- this is a section header) – In this section, summarize and explain the basis for proposed strategy 1 of 3. Section 3- Proposed Strategy Summary 2 of 3 (<-- this is a section header) – In this section, summarize and explain the basis for proposed strategy 2 of 3. Section 4- Proposed Strategy Summary 3 of 3 (<-- this is a section header) – In this section, summarize and explain the basis for proposed strategy 3 of 3. Section 5- Strongest Fit Strategy (<-- this is a section header) - In this section, justify which strategy is the strongest fit with the change initiative contemplated for the team’s Complete Change Plan due in Week 5. Section 6- Need and Vision for Change (<-- this is a section header) – In this section, develop a statement that addresses the need for change and vision for the change. Section 7- References (<-- this is a section header) - have at least 2 peer-reviewed sources in addition to the Organizational Change text, for a total of 3 peer-reviewed/scholarly references in APA format (with authors and dates). The references are incorporated throughout the memo with correct APA in-text citations. Section 8- Grading Rubric (<-- this is a section header) - The 8th section contains this grading rubric. Post your assignment as a Microsoft® Word document. Click the Assignment Files tab to submit your assignment.
Content 50%	Points Available 30 Max	Points Earned
Section 1- Introduction (<-- this is a section header) - describes what the memo is going to be about; it mentions the upcoming sections.
Section 2- Proposed Strategy Summary 1 of 3 (<-- this is a section header) – In this section, summarize and explain the basis for proposed strategy 1 of 3.
Section 3- Proposed Strategy Summary 2 of 3 (<-- this is a section header) – In this section, summarize and explain the basis for proposed strategy 2 of 3.
Section 4- Proposed Strategy Summary 3 of 3 (<-- this is a section header) – In this section, summarize and explain the basis for proposed strategy 3 of 3.
Section 5- Strongest Fit Strategy (<-- this is a section header) - In this section, justify which strategy is the strongest fit with the change initiative contemplated for the team’s Complete Change Plan due in Week 5.
Section 6- Need and Vision for Change (<-- this is a section header) – In this section, develop a statement that addresses the need for change and vision for the change.
Section 7- References (<-- this is a section header) - have at least 2 peer-reviewed sources in addition to the Organizational Change text, for a total of 3 peer-reviewed/scholarly references in APA format (with authors and dates). The references are incorporated throughout the memo with correct APA in-text citations.
Section 8- Grading Rubric (<-- this is a section header) – This section contains this grading rubric.
Organization / Development 25%	Points Available 10 Max	Points Earned
The 8 required sections are organized separately in sequence as listed in the Content section.
The memo is at least 700 words in length (excluding references and headers)
Each section has a clear label or header.
Mechanics 25%	Points Available 10 Max	Points Earned
Formatting or layout and graphics are pleasing to the eye (font, colors, spacing).
Rules of grammar, word usage, punctuation, capitalization, and spelling are followed.
Sentences are complete, clear, varied, and concise with proper syntax.
Used size 12 Times New Roman font for main body text and references.
Used double spacing between sentences and in References section.
Used memo format.
Used naming convention “FirstName_LastName_Week #_ Memo.doc” when saving and uploading file.
Marked with Number of Days Late	Total Points Available 50	Total Points Earned
LATE POLICY: Students should submit assignments according to Arizona time (MST) based on the assigned due dates. Late assignments will be penalized with a 10% grade deduction for each day late. Deadlines will be defined as 11:59 p.m. MST. Assignments submitted more than four days late will not be accepted. Assignments submitted after the last day of class will not be accepted.