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Business & Marketing
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English (U.S.)
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Organizational Readiness to Change

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For the Module 3 SLP, you are asked to administer the adapted Organizational Readiness to Change (Climate of Change) to someone you know who has experienced a significant workplace change. As you learned from the Background materials, one of the four factors that may be used to determine the potential success of a significant organizational change is the organization’s culture; that is, the organization’s culture must exist in a state that is ready for, and amenable to, significant change or organizational transformation. For purposes of this SLP, you are free to administer the survey to someone who has experienced either a major (transformational) or minor organizational change.
This adapted survey is intended to measure an organization’s readiness to change from the perspective of the organization’s culture. Download the survey: Organizational Change Questionnaire - Climate of Change - Adapted).
Following the completion of the survey, respond to the following in a 3- to 4-page paper to include at least 2 scholarly sources from the Module 3 Required or Optional readings list:
Identify the nature of the change: What was the change that the organization experienced? Then, identify the change as a minor or major organizational change.
Was the organizational change successful? In other words, does the interviewee believe that the organization achieved its stated purpose?
Provide the total score and the level of readiness for organizational change.
From the perspective of the organization’s culture, what does the interviewee believe was the single, most important characteristic of the organization’s culture that contributed to the success or failure of the change (e.g., open communication/poor communication, high level of trust/mistrust, etc.)? How does this identified characteristic compare with the general responses (and the total score) given by the interviewee?
Conclude your SLP by commenting on the extent to which the interviewee’s organizational culture contributed to the success or failure of the change. How do the interviewee’s responses inform (or align with) the success or failure of the organizational change?
Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models, tools and techniques of organizational change, (3rd ed.). [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro)
Coleman, S., & Thomas, B. (2017). Organizational change explained: Case studies on transformational change in organizations. [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro)

Other (Not Listed) Sample Content Preview:

Organizational Readiness to Change
Nature of Change
The interviewee reported that their organization has shifted to a remote working arrangement from a traditional workplace environment. Organizational change can be categorized as "transformational change" since it involves restructuring the organization and carrying out an adjustment that has a far-reaching impact across all departments and functions (Coleman & Thomas, 2017). The interviewee further informed that the purpose of the change was to reduce the expenses relating to using the physical space while also enhancing job satisfaction.
Organizational Change as a Success or Failure
The interviewee was asked to share his opinion about how much he rates the change as a success. He believed that the change worked but not to an extent as the management had imagined. He said, “In my view, it was somewhere in the middle. Yes, the expenses went down. However, the overall atmosphere was far from productive. Discipline, as far as I remember, was the main issue." In his view, the organization failed to manage the change effectively. A critical problem was the gap between planning and implementation.
The interviewee further remarked that the lack of collaboration from the central managers was the most detrimental issue. The interviewee remarked, "As we shifted to online mode, we had problems getting familiar with the platform and the tricky nature of networking. The managers were never willing to help us out. I am sorry, but they were never cooperative." These responses on the part of the interviewee also align with his response to the survey from across the dimensions visualized below:
(Taken from the Filled-in Survey Form)
This is one of the weakest links in the organization's readiness to change in the interviewee's context. The ability of an organization to embrace change largely depends on the relationship at different levels. Lack of complementarity and cooperation can produce gaps between planning and implementation, thereby jeopardizing the success of the entire plan (Cameron & Green, 2012). The interviewees highlighted points serve as a strong example of this theoretical assertion.
However, despite the lack of cooperation from the middle management, the interviewee has not regarded it as a failure since the employees were satisfied with the new work arrangement, and it also helped reduce the expenses.
Single Most Important Characteristic of Organizational Culture
When asked about the most critical factor that the interviewee thought helped the plan succeed or kept it from becoming an utter failure, he ...
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