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Discussion

The success of an organization depends heavily upon the strategic plans it makes in order to achieve its target. This mainly lays reference to the fact that the strategic changes that an organization makes within its overall functioning essentially enables it to flourish in its designated purpose. This is because strategic change varies from time to time in relation to the relevant trends within the industry. This primarily suggests that a company has to constantly keep on bringing about necessary changes within its strategy so as to remain relevant in its designated environment as well as flourish in its overall purpose. It is also imperative to note that strategic change essentially refers to changes that a company implements within its functioning so that it can gain a competitive advantage within its industry and essentially position itself at the top. The following paper will present the strategic change that is necessary to evaluate the performance of the workforce of a local charity. This mainly suggests that the following paper will present how LPHY, a local charity will implement the 360 degree feedback appraisal process so as to enhance the performance of its workforce and evidently flourish in its designated purpose. In addition to this, the paper will also present Kotter’s change management model in order to assess the necessary steps that the organization will take in order to implement the strategic change among its workforce. Finally, the paper will also present the potential for organizational and individual resistance that the change is bound to face.

Performance management essentially refers to monitoring and evaluating the performance of the workforce of a company so that they can constantly enhance their overall performance and essentially achieve the set targets so that the company can succeed in its designated industry. In order to implement performance management, the LPHY charity will essentially implement a 360 degree feedback process. This mainly suggests that in order to evaluate and monitor the performance of the workforce of the organization, the charity will implement a 360 degree feedback process that will help them evaluate the performance of all its employees and essentially bring about improvement in the necessary areas (Ocasio et al 2018).

A 360 degree feedback process essentially refers to a performance management process where every member of the workforce evaluates the performance of the employees. This essentially lays emphasis on the fact that a 360 degree feedback process is the system through which the performance of an employee is assessed and evaluated by every member of the company. There are several benefits of a 360 degree feedback process. This mainly suggests that by implementing this feedback process the organization is bound to successfully manage the performance of its workforce and essentially flourish in its overall purpose. This suggests that a 360 degree feedback contributes to the workforce of the organization by increasing the level of self awareness among employees. This mainly brings to light the fact that by increasing the self awareness factor in regards to the performance, the charity elevates its chances of performing more diligently. In addition to this, the 360 degree feedback process also builds confidence and boosts the morale of the workforce. This will help the charity to not only motivate the employees but will also enable them to essentially overshoot their target.  it is also imperative to note that the 360 degree feedback process contributes to increasing the level of accountability among the workforce and also creates a culture of openness within the organization. This means that the charity will not only benefit from the strategic change of 360 degree feedback process but will also essentially have a functional change within its mode of conducting business. This transparency among the leaders and their employees will enhance the overall work environment of the company and will essentially motivate the work force to perform more diligently.

Strategic Change

It is imperative to note that implementing change within an organization is never easy. This also brings to light the fact that the implementation of change is a step by step process. Through Kotter’s eight step change model, the leaders of a company successfully implement organizational change within their functioning. By following this change model, the LPHY charity will successfully implement the strategic change of implementing a 360 degree feedback process so as to evaluate the performance of their workforce.

This mainly lays reference to the fact that in order to implement the change successfully, the company must create an urgency in regards to the change by highlighting the threats or the repercussions that the company faces if the change was not implemented. In regards to charity, the organization will create an urgency in regards to the performance management process by highlighting the fact that a poor performance management system will contribute to the organization not being able to gather funds in order to continue its charitable acts.

This mainly suggests that the company will identify the various stakeholders who are in leadership positions within the organization and essentially strive to involve them so as to process the change. This mainly suggests that the charity will identify the various leaders within the organization and involve them in promoting the change to the workforce. This will not only help the charity to form a team who will promote the performance management process but will also help them to identify the weak areas within the organization that need more convincing in regards to the change (Kunisch et al 2017).

This mainly suggests that the organization will evidently decide on the overall vision of the change and essentially promote it accordingly. This means that the charity will address the purpose of the 360 degree feedback process and evidently present the vision to the workers of the company in order to convince them of the change. This mainly suggests that the charity will ensure that the leaders of the organization are aware of the vision that the charity wishes to achieve in regards to the 360 degree feedback process and evidently enable them to convince the workers of the company in regards to the change (DeNisi and Murphy 2017).

This mainly lays reference to the fact that the organization will communicate the change in a convincing way to the workforce. This means that in regards to the LPHY charity, the charity will communicate the vision that they have in regards to the performance management process to the workforce of the company so that they can convince them in regards to the change. This also refers to the fact that the organization will choose to answer any concerns and issues that the workforce has in regards to the change so that they can communicate the vision successfully (Fleenor et al 2020).

This mainly suggests that the organization must ensure that it removes any obstacles and hindrances that it might face in regards to implementing the change. This includes the fact that the organization will ensure that it constantly checks for any barriers or resistance that it might face in regards to the change (Mone and London 2018). This means that the organization will take special care in implementing proactive measures so that it can remove any obstacles that it faces while implementing its change. This means that the LPHY charity will ensure that it assesses all the obstacles that it might face while implementing the performance management process an evidently work on removing them so that they can implement the change successfully.

Kotter’s Change Model

This mainly lays emphasis on the fact that in order to implement the change successfully the organization must ensure that it creates short term wins so that the employees remain motivated in order to achieve the changes (Armstrong 2021). In regards to the charity, it will ensure that it creates short term wins so that every member of the charity is constantly achieving these small targets and essentially motivating themselves to successfully enhance their performance so that they can be evaluated with a good score in their 360 degree evaluation process. This further suggests that the charity will create several short term targets for its workforce so that they can constantly work on achieving them and enhance their overall performance. This will not only help the charity successfully implement the change but will also allow the workforce of the company to efficiently enhance their overall performance so that they can elevate the charity's position in its designated industry and enable it to achieve its target (Fleenor 2019).

This means that the organization will constantly analyse its success so that it can evaluate its improvement in regards to implementing change. This means that the charity will constantly evaluate the improvement it has made through its 360 degree performance evaluation process and essentially implement the change successfully within its functioning (Wentworth et al 2020).

This mainly suggests that the organization will ensure that the change that it has implemented becomes an integral part of its overall functioning so that it can continue to flourish in its overall purpose (Church et al 2018). This essentially lays reference to the fact that the charity will ensure that it is constantly assessing the success that it has made after implementing the 360 degree performance evaluation process. This also lays reference to the fact that in order to implement this change successfully, the charity will ensure that it makes this performance management process an integral part of its functioning so that it can constantly manage the performance of its workforce and evidently succeed in implementing its change (Rajan and Ganesan 2017).

This lays reference to the fact that by implementing Kotter’s change model, the LPHY charity successfully implements the change of introducing the 360 degree performance for evaluation process to the workforce of the company. It is also imperative to note that through this change model the charity not only convinces its workforce in regards to the 360 degree feedback process but also implements within them of vigor to enhance their overall performance so that they can not only score well on the feedback process but also contribute to the overall benefit of the charity (Brown et al 2017).

The proposed change plan includes a 360 degree feedback process which will involve feedback and evaluation not just from the leaders, managers and superiors but even peers and other members of the organization and sometimes it might even extend to customers. The proposed change plan may initiate further challenges to its implementation from both the organization as well as the individuals. The potential for resistance is high from both the parties involved in the change process. Every big and small organizational change and transformation will have certain resistance or conflicts that often help to shape better strategies and outcomes. In this scenario, the resistance may point to certain challenges or opportunities for the company and accurate identification of these factors can be extremely beneficial for the entire organization along with the individual employees (Hackman 2017).

The organizational resistance may come from higher ups, board members, managers or leaders, as well as the human resources department as the change that has been proposed may take lots of time for completion as the 360 degree feedback can be a elongated and time taking process. The primary concern of the organizational leaders and other stakeholders will therefore include loss of time as well as other valuable resources. Organizations may also need to ensure the incorporation of extreme training sessions in order to set up the evaluation and feedback process in full length. All these factors may initiate resistance from the side of the organizational members and departments (Das and Panda 2017).

Similarly, there is also high potential for individual resistance to the plan of 360 degree feedbacks as not all individuals are comfortable with being evaluated by everyone, in some cases even the customers. Often there are conflicts between two or more employees and they may not take the concept lightly as they will be essentially evaluated by their peers and members who they do not want to communicate with (Greenwood and Hinings 2017). This may result in refusals to take part and participate actively in the process of performance management. This might also result in the possibility that the employees may not be willing to attend the elongated training process for conducting the evaluation.

Conclusion

Therefore, in conclusion, it is evident that strategic change plays an integral role in the overall development of an organization. The above paper expresses how the performance management process of the charity can be enhanced through implementing the 360 degree feedback process. In addition to this, the above paper also expresses how the charity will implement the changes by following Kotter’s change model. Finally, the paper also expresses the various resistance that it might face in regards to the change on an organizational level as well as on an individual level.

Reference

Wentworth, D.K., Behson, S.J. and Kelley, C.L., 2020. Implementing a new student evaluation of teaching system using the Kotter change model. Studies in Higher Education, 45(3), pp.511-523.

Rajan, R. and Ganesan, R., 2017. A critical analysis of John P. Kotter's change management framework. Asian Journal of Research in Business Economics and Management, 7(7), pp.181-203.

Hackman, T., 2017. Leading change in action: Reorganizing an academic library department using Kotter’s eight stage change model.

Greenwood, R. and Hinings, C.R., 2017. Understanding strategic change: The contribution of archetypes. Academy of management Journal.

Ocasio, W., Laamanen, T. and Vaara, E., 2018. Communication and attention dynamics: An attention?based view of strategic change. Strategic Management Journal, 39(1), pp.155-167.

Kunisch, S., Bartunek, J.M., Mueller, J. and Huy, Q.N., 2017. Time in strategic change research. Academy of Management Annals, 11(2), pp.1005-1064.

Fleenor, J.W., Taylor, S. and Chappelow, C., 2020. Leveraging the impact of 360-degree feedback. Berrett-Koehler Publishers, Incorporated.

Fleenor, J.W., 2019. Delivering 360-degree feedback. In Feedback at work (pp. 227-247). Springer, Cham.

Church, A.H., Dawson, L.M., Barden, K.L., Fleck, C.R., Rotolo, C.T. and Tuller, M., 2018. Enhancing 360-degree feedback for individual assessment and organization development: Methods and lessons from the field. In Research in organizational change and development. Emerald Publishing Limited.

Brown, A., Inceoglu, I. and Lin, Y., 2017. Preventing rater biases in 360-degree feedback by forcing choice. Organizational Research Methods, 20(1), pp.121-148.

Das, U.K. and Panda, J., 2017. The Impact of 360 Degree Feedback on Employee Role in Leadership Development. Asian Journal of Management, 8(4), pp.962-966.

Armstrong, M., 2021. Performance management.

Mone, E.M. and London, M., 2018. Employee engagement through effective performance management: A practical guide for managers. Routledge.

DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management: 100 years of progress?. Journal of applied psychology, 102(3), p.421.

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