Analyze methods for understanding and mapping change in an organization.
Student Success Criteria
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Delta Pacific Case Study
You now have been tasked with mapping out an organizational culture change Delta Pacific Company (DPC), another role and responsibility as a change leader for the organization. It’s important to have a change plan set before the change actually occurs.
This is for a few reasons:
Increases the probability of success
Enables you to weigh options
Provides knowledge so you can make an informed decision
Allows for proper identification of the change and steps needed
Allows for identification of what might occur during the change
Since you are the change leader, your first step is to map the change using a change management model. You are aware of the extensive change the organization is undertaking with a shift in production to consulting. However, profitability has still declined even with training and resources in place.
As the change leader, select one of the change management models and map out the organization’s goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment.
Conduct academic research and create a proposal to the CEO and board in which you complete the following for approval of the change plan:
Explanation for why the change model being used is most effective for this change.
Description of the change map to include details for each step.
Examples of what to expect during the change process.
Explanation for each of your recommendations in each step of the change model.
Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO).
Include your APA-formatted reference page with at least two credible sources.
A note about credible sources: Credible sources are reliable, accurate, and trustworthy. These sources are written by authors respected in their fields of study. You want to identify sources where the author of the article is listed if they’ve referenced other information. The sources should be cited so that you can check for the accuracy of, and support, what they have written.
Project Case Study: A New Direction for Delta Pacific
In a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources.” (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy.
The Case Scenario
The Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC.
However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC’s technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized
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