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MySummativeAssessmentTransformationPlanStage2PreparingYourOrganizationforChange.docx

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Summative Assessment: Transformation Plan, Stage 2: Preparing Your Organization for Change

Gabrielle A. Miliner

College of Doctoral Studies, University of Phoenix

BUS/733: Transforming the Business

Dr. Joyce Boyd

November 10, 2023

Nike should train its leaders in numerous evaluation approaches to attain these goals. International labor difficulties must be addressed to recruit and retain new staff. We examined concepts and links. Nike aims to use all the data to overhaul its structure. Nike wants to create a 15-question staff poll for more data. Employee satisfaction, motivation, engagement, team performance, and organizational culture will be assessed for workforce concerns. Grigoraș (2023) offers one-on-one meetings, newsletters, emails, and online polls for evaluation distribution. These suggestions attempt to improve organizational culture, engagement, and happiness. Human resource management aims to increase worker productivity through manager and team leader leadership. This goal requires examining workplace conduct elements such as aptitude, cognitive ability, disposition, attitudes, affective states, and emotional intelligence. Johan & Yusul (2022).

Evaluating organizations’ and change readiness will be more accessible. Define an organizational readiness assessment’s key elements and administration, determine its usefulness, and explain why. Employee, corporate, cultural, and leadership assessment data can help Nike prepare and develop. These factors impact organizational readiness. We will end by addressing how Nike might use evaluation data in preparing for transformation.

Reasons for organizational transformation and preparation

I’m excited to continue as Nike’s lead consultant and achieve these aims. We must understand organizational readiness and change attitudes. ORAs (Godard, 2022). Strategy and knowing if the organization can finish the job quickly are crucial. Nike needs extensive project organizational readiness testing. Organizational preparedness assessment and administration basics include evaluating project goals and objectives, concerns and expectations, adaptability, failure-reduction approaches, governance, decision-making, and other necessary project demands (Godard, 2022). Nike’s shift readiness worries are every day. However, no method is universal. Early organizational readiness is proactive. Early participation shows organizational stability and change initiative identification. Prioritizing individuals will help the organization prosper. Team members’ input transforms decision-making. The alignment approach develops organizational knowledge and desire from scratch, enabling optimization and improvement (Drexler & Hernandez, 2022). An effective, people-centered transformation requires these. Organizational competencies must represent mission, goals, and culture. Increases company adaptability. To understand people’s viewpoints and overcome challenges, we outline our transformation, methods, and structure with leadership. Our judgment will only function if the team understands why change is needed, what it means to them, and how to succeed. We organize adaptation, promote skills, and find value-realization solutions. Utilization and effectiveness of road maps improve efficiency and value from introduction to future initiatives (Drexler & Hernandez, 2022).

Value of conducting an organizational readiness assessment.

Nike will benefit economically from an organizational readiness evaluation to ensure success if they implement the recommended changes. It’s best to avoid huge projects without knowing if the company has the resources or assistance to complete them. It may also save the organization money, time, and reputation by ensuring project completion and resolving concerns. Leadership supports the project’s readiness assessment, which includes goals, objectives, expectations, concerns, and adaptability. Avoiding failure and other challenges is our goal (Godard, 2022).

How to use results from employee, organizational, cultural, and leadership assessments to promote readiness and change.

With a clear purpose, communication, and measurement, it may be easier for the employees to grasp the significant changes. I propose addressing the details with its entire workforce to promote employee readiness change since these individuals are vital. It is advantageous that they are included, ready, and can adjust to the transformation. Including them will provide a sense of ownership by investing themselves in the changes. Inspiring and motivating staff is a vital part of implementing changes, as they are directly affected by the deviations, and understanding the changes will better prepare them from the onset.

How these topics impact organizational readiness.

Assess, assemble, activate, and advance to change. Our reactions to change differ depending on the situation. Feedback enhances growth. Leadership assistants are carefully chosen. Communication and training alter projects. Better organizational planning helps (Drexler & Hernandez, 2022). Engaged personnel review the route and why we started it, building commitment. Nike requires sight and no detours. Nike should review past strategies to succeed. Nike must streamline, inspire, and engage employees. Change is difficult but vital. Nike must plan to finish. Making adjustments through assessment Organizational readiness evaluations inform employees about potential changes and ensure they have the tools and skills to participate. Telling employees makes them feel valued and helps the company succeed. Quality improvement starts with a readiness assessment. Organizational programming and project preparation are needed for major changes. Organizational readiness begins with task performance change. Organizational resources and personnel attributes will be assessed for improvement (Godard, 2022).

Conclusion

To reiterate today’s proposal, we explained the rationale that derives organizational readiness and change. We discussed the major components of an organizational readiness assessment and its administration. We see how conducting an organizational readiness assessment is valuable to Nike and how Nike could use the results from the employee, organizational, cultural, and leadership assessments to promote readiness and change and how these topics impact organizational readiness. Lastly, we discussed how Huffman could use these assessment results to prepare an organization for change. Change is never easy, but it is possible, necessary, and accomplished using these suggestions and guidelines.

References

Abdulla, H. (2023). Nike subtly responds to supply chain forced labour concerns. https://www.just-style.com/news/nike-subtly-responds-to-supply-chain-forced-labour-concerns/?cf-view

Bratton & Co. (2023). Nike Case Study. https://hyperdriveagile.com/case-studies/nike-case-study-19

Drexler, J., & Hernandez, K. (2022, October 24). What is organizational readiness? Retrieved from Bakertilly: Change enablement.

Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13, 18479790211016273.

Fischer, T., & Sitkin, S. B. (2023). Leadership styles: a comprehensive assessment and way forward. Academy of Management Annals, 17(1), 331-372.

Godard, R. (2022, October 10). Why Organizational Readiness Assessments are Important. Retrieved from IS Partners: https://www.ispartnersllc.com/blog/why-organizationalreadiness-assessments-are-important/.

GRIGORAȘ, C. I., NICOLA, I., PLOP, A. E., VLĂȘCEANU, D. C., & STANCIU, D. R. (2023). JOB SATISFACTION AS A FACTOR THAT CAN ENHANCE MOTIVATION FOR EMPLOYEES. Review of Management & Economic Engineering, 22(2).

Gupta, S.K. (2023). Nike SWOT 2023 | SWOT Analysis of Nike. https://bstrategyhub.com/swot-analysis-of-nike-nike-swot-analysis/

Johan, A. P., & Yusuf, A. (2022). Counterproductive work behavior, job stress, trait emotional intelligence and person organization fit among employees of leasing industry in Indonesia. Intangible Capital, 18(2), 233-246.

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