Please review the attached case/scenario. You are Bill. Feel free to \"read into

Question

Please review the attached case/scenario. You are Bill. Feel free to "read into" this scenario, especially as it relates to politics, symbolism, and the other four program coordinators. Pay close attention to who you'd want on your guiding coalition (advisory committee). Remember, you are Bill in this scenario.

Carol is a vice president for student affairs at a public university. She’s very charismatic, has been a vice president at another college, and likes to give favors, even if it creates an inequitable environment. Carol has decided to promote a “program coordinator” to a director level, with no change in duties or “direct reports.” This promotion and title change has increased both the program coordinator’s salary by over $10,000 annually, and their access to director’s meetings and status.

There are four other program coordinators in the student affairs division, each with similar levels of duties. One of these program coordinators has more direct reports, higher levels of risk, and a more advanced degree than the promoted “director.” Carol did not discuss this change with the other program coordinators and their respective supervisors, and has no intention of promoting the other program coordinators. Now there is “major grumbling,” and allegations of preferential treatment are evident within the division.

Bill is an associate vice president, supervises the one program coordinator with the advanced degree, and reports directly to Carol. He has recently earned a doctorate in educational leadership, is very astute with organizational dynamics, and feels obligated to quietly and privately bring his concerns for this situation to Carol.

During his weekly “one-on-one time,” Bill asks Carol if he can discuss his concerns for the recent promotion of the program coordinator. Carol agrees and Bill does his best to respectfully discuss the situation with Carol. Bill even starts out acknowledging the reasonableness of Carol’s attempt to get someone promoted and a higher salary. Partway through his discussion of the perceived inequities and repercussions of the promotion, Carol interrupts Bill and angrily accuses him of believing he knows more than her, now that he has his doctoral degree-which she describes as a simple “union card” to be qualified for upper administration. Furthermore, she reminds him she has over 29 years of student affairs experience and doesn’t need anyone telling her what to do.

Bill tries one more time, and asks Carol if she would like to hear his full recommendation on how to fix the situation. She proceeds to act totally offended, and responds, “I don’t need your advice or help, and if I did, I’d ask.”

Over a month passes, and unexpectedly (without any acknowledgment or apology to Bill), Carol announces, during a directors’ meeting, that for consistency, she is being required to work out a plan to promote the other program managers to director. Unbeknownst to Bill, several days after his attempt to give her feedback, HR had come to Carol and insisted she change the titles and pay of all the program coordinators. Furthermore, Carol has become consistently agitated around, and dismissive of, Bill in all public meetings and gatherings. During their weekly one-on-one meetings, Carol is abrupt, cool, and her body posture reflects a closed style in Bill’s presence.

Then, unexpectedly, Carol calls Bill into her office and directs him to lead the process of dealing with all the inequities (she caused), and working out a change plan for reviewing salaries and position descriptions, in preparation for promoting the other four program coordinators to director status.

Your charge is to perform an analysis of this situation using Bolman & Deal’s four frames. Once you have your analysis, create a draft/hypothetical planned change document using the first 6 stages of Kotter’s 8 stages of change. Include estimated timelines from instigation to completion in weeks/months.

Kotter’s 8-stage Change Management Process

Aug 22nd, 2007 by Transitions at Work editor

Harvard Business School professor John P. Kotter outlined an eight-stage change management process in his 1996 book, Leading Change. This framework has been embraced by many as an accurate representation of the steps needed to effect major change within an organization.

Kotter’s 8-stage Change Management Process

1. Establish a Sense of Urgency

Often employees do not take the need for change seriously enough; the organization is often very complacent. The effective change leader will educate the organization about the urgent need for change and the consequences of sticking to the status quo.

2. Create a Guiding Coalition

The change leader should assemble a group of people who support the need for change and have enough institutional clout to make change happen; the task is then to get this coalition to work together as a team.

3. Develop a Vision and Strategy

A change leader needs to present a picture (or vision) of what the organization will look like after the change and to propose strategies to move the organization to this ideal state. The goal of the vision is to get employee buy-in, so employee participation in articulating the vision is useful.

4. Communicate the Change Vision

The change leader must coordinate a communications effort that broadcasts the new vision and strategies. Management must communicate the vision of change to all relevant employees to further develop buy-in. Kotter believes that the guiding coalition should “model the behavior expected of employees.”

5. Empower Action

Management should remove barriers that impede change. Employees should know that acting in accord with the vision will be rewarded. Risk taking should be encouraged.

6. Generate Short-Term Wins

By breaking up the desired change into smaller steps, change leaders can create a feeling of progress as well as opportunities to reward employees for success. This progress should be communicated widely so it is recognized throughout the organization that change is happening.

7. Consolidate Gains and Produce More Change

Change leaders can use the increased credibility that comes with early “wins” to alter whatever in the organization doesn’t fit the vision. Recruiting and promoting those who can advance the change process (or perhaps even help lead it) is vital in continuing progress.

8. Anchor New Approaches in the Culture

Emphasizing the benefits of the change effort, and linking it to organizational success, is one way to help anchor the new approach. The idea is to have new practices replace the old culture. (This final step takes time; it comes last in the transformation process).

Kotter’s 8-stage Change Management Process

1. Establish a Sense of Urgency

Often employees do not take the need for change seriously enough; the organization is often very complacent. The effective change leader will educate the organization about the urgent need for change and the consequences of sticking to the status quo.

2. Create a Guiding Coalition

The change leader should assemble a group of people who support the need for change and have enough institutional clout to make change happen; the task is then to get this coalition to work together as a team.

3. Develop a Vision and Strategy

A change leader needs to present a picture (or vision) of what the organization will look like after the change and to propose strategies to move the organization to this ideal state. The goal of the vision is to get employee buy-in, so employee participation in articulating the vision is useful.

4. Communicate the Change Vision

The change leader must coordinate a communications effort that broadcasts the new vision and strategies. Management must communicate the vision of change to all relevant employees to further develop buy-in. Kotter believes that the guiding coalition should “model the behavior expected of employees.”

5. Empower Action

Management should remove barriers that impede change. Employees should know that acting in accord with the vision will be rewarded. Risk taking should be encouraged.

6. Generate Short-Term Wins

By breaking up the desired change into smaller steps, change leaders can create a feeling of progress as well as opportunities to reward employees for success. This progress should be communicated widely so it is recognized throughout the organization that change is happening.

7. Consolidate Gains and Produce More Change

Change leaders can use the increased credibility that comes with early “wins” to alter whatever in the organization doesn’t fit the vision. Recruiting and promoting those who can advance the change process (or perhaps even help lead it) is vital in continuing progress.

8. Anchor New Approaches in the Culture

Emphasizing the benefits of the change effort, and linking it to organizational success, is one way to help anchor the new approach. The idea is to have new practices replace the old culture. (This final step takes time; it comes last in the transformation process).

Explanation / Answer

Answer:

Bolman & Deal’s four frames : As per Bolman and Deal, a leader should follow four approaches in the organization to address the changes, and these are structural, human resources, political and symbolic references. These four frame of references are known as Bolman and Deal’s four frames.

Analysis of the above Case:

In the above case, Carol, the vice president of student affairs has made a change by promoting a program coordinator to the position of program director, in a team of five program coordinators, where one of the program coordinator has higher qualification and higher risk to the business with superior performance in the organization. So in this case, carol has not used the four frames of reference as per Bolman and Deal’s four references theory. Carol has followed the human resources & symbolic frame of references, but did not follow the structural and political frame of references in this change. Though Carol has view this change for personal promotion for the employee, but she did not reviewed it for its impact on the organization and on four other employees who are in the same function and perform the similar work. This creates the preferential treatment approach of the manager in the department.

The planned change with respect to Kotter’s 8-stage Change Management Process is as below

1. Establish a Sense of Urgency: Here the Carol as a manager needs to establish the urgency of the change requirement for the promotion of one of the program coordinator in the department.

2. Create a Guiding Coalition

The manager Carol, needs to have a discussion with her superiors for the change and needs to understand their view s and tae their buying for the change. All the team like HR and her manager needs to be able to support this change.

3. Develop a Vision and Strategy

The Manager of the department needs to develop and demonstrate the vision and strategy for the change i.e.e for the promotion process for the organization. This should meets the organization policies along with the development plan for the employees in the organization.

4. Communicate the Change Vision

Carol, as a leader, needs to communicate this change properly to all stakeholders and all affected employees so that they get the proper message from this promotional change and this change has effective message to all employees and stakeholders. All the people in the organization has proper message for the change.

5. Empower Action

The Manager of Carol will help her to empower for the decision she takes for the department and organization. The empower decision will help the Carol to review the change properly with the stakeholders and HR team and then carried out this change in the organization. The empowering of action decision needs to helps the employee to perform the task in better approach and effective manner. Carol needs to make the change in effective manner.   

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6. Generate Short-Term Wins

Carol as a manager needs to develop short term actions and needs to have the review with all concern stakeholder and HR department so that she gets all the required information before actually carrying out the change in the organization. The promotion change needs to be reviewed effectively before introduction in the organization.

7. Consolidate Gains and Produce More Change

Carol as a manager needs to consolidate gains due to this promotional change in the department and in the organization, so that these could be the basis for carrying out further potential changes in the department for the organization. This will help to provide adequate data to support his change vision in the organization.

8. Anchor New Approaches in the Culture - This change will help the organization to have the new approach for the change implementation. This process will help for effective change management in the organization.

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