Evaluation and Analysis of a Change Management Plan

Organizational Change Management

Kerene Hoilett

ORG – 521 Managing Dynamic Environments

Colorado State University – Global Campus

Dr. Calvin Lathan

August, 2017

Organizational Change Management

In the current world, it is prudent to note that organizations undergo changes in their operations to ensure that they remain relevant in their respective industries. This discussion will focus on the changes that Nissan Motors should make regarding its corporate social responsibility programs. It is very apparent that the community is a very important stakeholder to any organization and failing to recognize them can have an adverse effect on the organization (May, Cheney, & Roper, 2007). The board of directors, as well as the management of Nissan Motors, should, therefore, consider increasing the company’s social responsibility in developing economies like African or Asian countries. This will enable the company to leave a mark to the community since they are also stakeholders who should benefit from the company’s operations.

Implementing this change will be a way of demonstrating to the media and consumers of Nissan Motor products that the organization takes interest in other social issues that do not have a direct impact on its profit margins. Because of this, the implementation process will be challenging since the majority of the board of directors as well as the management only take heed to operations that directly bring profits to the organization. However, it is prudent for them to be enlightened on the benefits that come from corporate social responsibility and how it can help improve the organization's profitability in the end (By & McLeod, 2009). During the implementation of the changes, there are certain faces that Nissan Motors will have to undergo. The first being turnaround that will involve assessing the changes and their impact on the organization. The second face will involve the tools and techniques, which will look at the various ways in which Nissan Motors will try to communicate and embed the culture of corporate social responsibility in Nissan Motors. Lastly, the transformation will entail the permanent implementation of the change and evaluation of its objective results (Graetz et al, 2006). Going global and embracing change is crucial for organizations as it helps them increase their customer base. In this case, Nissan Motors will gain a lot by taking its corporate responsibility programs in African developing countries since it will be able to reach the untapped market in that region (Lundby & Jolton, 2010).

Conclusion

For an organization to be successful, it cannot remain rigid for a long time. In highly competitive business environments where there is continuous innovation and global competition, change is a core competency of organizations (Kalyani & Sahoo, 2011). In this scenario, failure to embrace change can adversely affect Nissan Motors since its competitors already embrace and have implemented corporate social responsibilities. An organization such as Coca-Cola though not in the same niche as Nissan Motors enjoys its huge customer base because of its corporate social responsibility programs across the globe (Asongu, 2007).

References

Asongu, J. (2007). Strategic corporate social responsibility in practice. Greenview Publishing Company

By, T., & Macleod, C. (Eds.). (2009). Managing organizational change in public services: international issues, challenges and cases. Routledge.

Graetz, F., Rimmer, M., Lawrence, A., & Smith, A. (2006). Managing organizational change. John Wiley & Sons.

Kalyani, M., & Sahoo, M. P. (2011). Human resource strategy: A tool of managing change for organizational excellence. International Journal of Business and Management, 6(8), 280.

Lundby, K., & Jolton, J. (Eds.). (2010). Going global: Practical applications and recommendations for HR and OD professionals in the global workplace (Vol. 27). John Wiley & Sons.

May, S. K., Cheney, G., & Roper, J. (Eds.). (2007). The Debate over Corporate Social Responsibility. Oxford University Press.