Develop specific strategies with supporting tactics to implement positive change within an organization. You may refer to the information that you prepared in Week 5 to complete this assignment, but your submission should add to your prior research and not just copy your Week 5 assignment.
Scenario:
You’ve been hired as a consultant to develop strategies with supporting tactics to implement positive changes in the corporation you chose in Week 5.
Review your analysis of the corporation’s change process from Week 5 to be sure you have a thorough understanding of the change and the need for the change.
Prepare a 12- to 13-slide Change Management Presentation for the company’s Board of Directors. Include the following:
Posted below is the change process for Tesla as reference for what is needed.
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1 2 3 4 5
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).
1 2 3 4 5
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, on a scale of 1 (did not observe) to 5 (highley observed) during the implemented procces
Kotter’s 8-Steps to Change 11 2 3 4 5
21 2 3 4 5
31 2 3 4 5
41 2 3 4 5
51 2 3 4 5
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81 2 3 4 5
| Organizational Change Chart | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Select one for each category | Notes (suggested action for improvement) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Vision: Tesla’s vision is to “create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles,” (About Tesla, 2020). | 3 | 4 | 5 | Making products accessible and affordable to more people. | |||||||||||||||||||||||||||||||||||||||||||||||||||
| Mission: Tesla’s mission is to accelerate the world’s transition to sustainable energy (About Tesla, 2020). | Building products that hold people’s attention through innovation from engaged and satisfied employees. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Purpose: Tesla’s purpose is to build the most innovative products in the world and accelerate the world’s transition to sustainable energy, creating a future that is good for all humanity (About Tesla, 2020). | Making clear the confidence they have in their products and eliminating any misperceptions regarding the integrity of their technology. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Values: Tesla’s values are fuelled by its mission and focused on reshaping green technology (A report on Tesla motors, 201 | 8 | Flattening management structures to improve communication, combining functions, and trimming activities that are not vital to the success of the company. | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Diversity: Tesla values workers at all experience and career levels who are passionate about their mission and makes every effort to develop, promote, and support their employees, regardless of their background, (Diversity, Equity and Inclusion Impact Report, 2020). | Continuing to seek out excellent talent that reflects the rich diversity of the underrepresented communities. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Inclusion: Tesla is expanding their team by addding company-wide talent development and learning programs to encourage people from all backgrounds to join the company, inspire employees to progress in their careers, and engage communities in their mission (Diversity, Equity and Inclusion Impact Report, 2020). | Developing a deeper pipeline of diverse and exceptional condidates while fostering and inclusive culture. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Goal: Tesla set a goal to implement job security and create a result-oreiented work environment to increase performance and achieve the company’s desired goals (Brooks, 2018). | Rewarding employees for their success can motivate employees for improvement. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Strategy: The strategies Tesla is taking to achieve this goal is embracing norms that have helped other organizations in the industry, centralizing information, and incentivizing employees to showcase discipline, efficiency, and dependibility (Brooks, 2018). | Creating a management structure to improve communication. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Communication: Tesla believes in open communication throughout the company. This results in any information regarding the company being presented directly to all workers on all levels through emails and meetings (A report on Tesla motors, 2018). | Managers gaining employees trust to better communicate. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Considering the above goal for organizational change and the existing organizational culture, rate | Kotter’s 8-Steps to Change | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Select one for each Step | Notes (suggested action for improving the process) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Step One | Create Urgency | Tesla identifyed the importance of the change and what was needed to achieve the goal. | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Step Two | Form a Powerful Coalition | Leaders and stakeholders were identified and their involvement was requested and accepted. | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Step Three | Create a Vision for Change | The change for the company follows the values and vision. | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Step Four | Communicate the Vision | Tesla communicated their goal to everyone involed and answered all questions and concerns. | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Step Five | Remove Obstacles | Tesla should continue to check for barriers or anyone resistant to the change and implement actions that can remove these obstacles | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | Step Six | Create Short-Term Wins | Telsa should reward those who contributed to the short term wins that are achieved. | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7 | Step Seven | Build on the Change | The success of the change has been continuously analysed. | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| Step Eight | Anchor the Changes in Corporate in Corporate Culture | Tesla is continuing to intergrate the change into the organizational culture and gaining support from all those involved. | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| This was a positive organizational change for Tesla because it allowed the employees to get more engaged in their work which created more loyal employees. This lead to higher performance and customer satisfaction. Some strategies that helped Tesla achieve this goal was introducing rules across the company which also benchmarked their goals. Offering incentives to employees through public recognition, promotions, or raises has also been beneficial to the change. Ensuring information is available, monitoring behaviors, and articulating the importance of the new change would only be possible once Tesla brought on leaders that excel in this type of culture. Tesla made certain to involve leaders who would bring their vision for employee satisfaction to life. | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| About Tesla(2020). https://www.tesla.com/about | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| A report on Tesla motors : Portfolio Tesla Motors(2018). https://www.academia.edu/37845783/A_report_on_Tesla_motors_Portfolio_Tesla_Motors | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Brooks, R. (2018). Workplace Spotlight: The Challenge of Maintaining Tesla’s Mission-Driven Culture. https://peakon.com/us/blog/workplace-culture/tesla-company-culture/ | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Diversity, Equity and Inclusion Impact Report 2020 (U.S.)(2020). https://www.tesla.com/sites/default/files/downloads/2020-DEI-impact-report |
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