Colorado Technical Unit 2 Week 2 Setting the Stage for Change in Pegasus PPT You will be presenting your change design to the department heads of Pegasus. To prepare for this meeting, create a PowerPoint presentation of 5-7 slides (excluding the title and reference slide) with speaker notes of 200250 words per slide that does the following: Please see attached sceniro for more info on companyDescribes a step-by-step process of change for the reorganization. From the 3 change models that you identified in your DB, determine which one is most appropriate for the Pegasus situation. Justify your answer.( please see attachment on model I have chosen from Lewins change management model, the ADKAR model, and
Kotters change management theory. May change if another is more appropriate. ) Follow APA guidelines when citing sources. ADKAR model is what I have chosen from my three models of change for answering
Overall, the three models can be utilized to implement change in Pegasus. Nevertheless,
the ADKAR model appears to be the most effective change method because it mainly focuses on
employees the company is experiencing poor employee communication, and employee
disengagement. In addition, the firm has an employee-oriented culture.
You are an internal consultant directed to plan the reorganization for Pegasus Company, a large aerospace research and development company. You work in the human resource
development (HRD) department and have three direct reports. Your team has never experienced reorganization, and you will be responsible for coaching them as well as facilitating the
reorganization itself. The goal for you and the HRD team is to help Pegasus remain effective and efficient in today’s competitive marketplace.
Pegasus is widely known for its wind tunnel research technology. Scale models of new products (planes, helicopters, jets, space shuttles, etc.) are tested for imperfections, safety, and
practicality. Pegasus is comprised of engineers, computer-aided design (CAD) designers, scientists, model makers, and administrative staff. The company started out small and has grown
rapidly over the past few years. With that growth came the company’s organization into departments by skill group (e.g., engineering, design, R&D). By now, people in different skill groups
do not communicate to each other except to pass along designs, projects, and other pertinent ideas to complete project goals. This has caused many problems in the past because each
type of worker has his or her own language for his or her subculture of the organization. Therefore, projects take a long time to complete because of mistakes in the plans, redoing the
mistakes, and failing to take into account the specifications of the scientists and engineers by the CAD designers because they have not been clearly communicated. The administration and
leadership of the organization lack good skills in interpersonal communications because of their heavy science background, and they also need leadership training in the form of
management and executive development.
The culture of the organization has been what has kept most people there, not the compensation. In the past, the organization was open, nonhierarchical, and it enabled employees to
pursue their professional passions. The main piece of the culture of Pegasus that has always led to retention of employees is that the employees feel as though their jobs are their life and
that they have accountability for their part to the greater whole of whatever project on which they are working.
Many employees feel like the company is disintegrating because of the difficulties in communication which, in turn, makes it more difficult to get the projects completed in a timely manner.
This is leading to rumblings among the staff about leaving Pegasus. Because Pegasus is located in a highly concentrated technical area of the country, there are other companies that pay
better and seem to be more competitive for contracts. The leaders of Pegasus are afraid of losing their best and brightest employees and feel the pressing need to streamline their
organization to remain effective, efficient, and competitive.
You, as the lead internal consultant, are first tasked with restructuring the organization. This may mean a reduction in force (RIF). You hope you can restructure without a RIF. You will also
need to bring the various teams of employees together and teach them communication skills, process skills, and leadership skills that can hold the company together. You have your work
cut out for you.
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