Management Of Change Case Study Case Study

Length: 10 pages Sources: 10 Subject: Business - Management Type: Case Study Paper: #80419955 Related Topics: Case Management, Behavior Management, Time Management, Change Management
Excerpt from Case Study :

If these managers are unfit at achieving such objectives, the change process will not be effective.

Establish the vision and the strategy

Any change management process must start by building a vision that the new organization will be based on. Same as all companies are built on a vision of their founders, so should the new organization that will result after the change management process, be built on a vision.

Although the manager will create the vision of the new organization, he should make sure that all the stakeholders in included in the process. The vision should not only be directed at how the museum will look like from an artistic point-of-view, but it should also be directed towards its employees and how they will participate in the change management process and in the new organization, and towards the new image that the Louvre will present in comparison with similar institutions.

During this step, the team's emotional and creative attributes are more important than the rational ones. This is because the vision must be a simple, general image of how the manager and the museum's stakeholders want the new museum to be like.

The rational attribute of the team will come to action when the strategy will be established. The strategy should be a simple one, easy to put into action, and able of reaching high levels of effectiveness. This way, the stakeholders will see that the change management process is a feasible one and that it can really improve their organization.

If such a strategy will be developed, the stakeholders will not raise so many challenges to the manager's vision, and will efficiently participate in the change management process.

Improve communication

Communication is very important in any change management process. The Louvre's manager must pay specific attention to developing the communication strategy. The most important fact that must be taken into consideration when developing the communication strategy consists in involving as many people as possible in the process.

This is because communication must reach all the stakeholders affected by the change intended to be implemented at the Louvre. However, communication in this case should be kept at a simple level, in order to avoid any communication deficiencies.

It is necessary to identify stakeholders' needs, so that communication addresses directly those needs. Technology is very important where communication is concerned, since the proper use of technology can help reduce time, costs, and increase efficiency.

It is also recommended to communicate the essential aspects, rather than charge the communication channels with various types of information that is not really necessary and that might lead to certain errors in the communication process.

Empower action

The following step in Kotter's change management model is represented by empowering action. This step basically consists in removing the obstacles that are likely to emerge during the implementation of the change process.

In the Louvre's case, these obstacles are represented by stakeholders' resistance to change. The manager must determine the stakeholders to overcome their resistance to change. This is connected to the previous step, regarding efficient communication.

In this case, the manager should hold public meetings on the Louvre's rebranding. This way, change could be communicated to a greater number of people. Debating the subject on pubic TV channels and radio stations, and inviting several specialists in the field and other stakeholders to these debates might help people understand the necessity of implementing change at the Louvre.

During this step it is also important that the change


The change at Louvre is done with the stakeholders, for the stakeholders. And this must clearly communicated to them. Their feedback is important to the management team. Based on the feedback received from stakeholders involved in the change process, progress can be made at implementing the change.

However, leaders of the team should not be neglected. Even if they understand the necessity of change better than other stakeholders of the Louvre, they also require significant support from the top management. They must make sure that their decisions are supported by the superior management of the museum.

The motivational system of the organization should prove its efficiency during this step. In other words, any progress made by the change implementation team and by the stakeholders involved in the change management process should be rewarded appropriately.

The project should include a reward strategy established from the beginning and communicated to all the stakeholders involved. Punishments should also be included in this strategy.

Create short-term wins

This step is destined to establishing simple objectives that can be easily achieved by the team. If the team establishes objectives that are difficult to reach, not achieving them will demoralize the team members and will make the change process implementation more difficult.

But if simple goals are established, they will be easier achieved by the team members, with less effort than necessary for more important objectives. This will encourage team members, and will motivate them into fulfilling their established tasks.

Do not let up

Kotter further advises to encourage the persistence of tem members in order to reach the objectives established by the museum's managers.

Make change stick

Once the change management process has been successfully implemented, the change management must ensure that the organizational environmental will remain favorable for the implemented change.

The issue of introducing such change at the Louvre is a very sensitive one. The museum's image in the mind of visitors, employees, and other stakeholders is quite strong and is difficult to be changed. Therefore, it is recommended that the manager makes small changes, of less significance, because they are easier accepted by the organization's stakeholders.

Reference list:

1. Change Management for Shared Services and BPO (2010). SourcingMag. Retrieved August 22, 2010 from

2. Kotter, J. (1995). John P. Kotter's eight steps to successful change. Retrieved August 23, 2010 from

3. Cellars, T. (2007). Change Management Models. Retrieved August 23, 2010 from

4. ADKAR -- A model for change management (2007). Change Management Learning Center. Retrieved August 23, 2010 from

5. Baekdal, T. (2006). Change Management Handbook. Retrieved August 23, 2010 from

6. Lewin's Change Management Model (2010). MindTools. Retrieved August 23, 2010 from

7. Cameron, E. & Green, M. (2004). Making sense of change management. Retrieved August 23, 2010 from

8. Hiatt, J. & Creasey, T. (2003). Change Management: the people side of change. Retrieved August 23, 2010 from

9. Paton, R. & McCalman, J. (2000). Change Management: a guide to effective implementation. Second Edition. Retrieved August 23, 2010 from

10. Luecke, R. (2003). Managing Change and Transition. Harvard Business Essentials. Retrieved August 23, 2010 from

Sources Used in Documents:

Reference list:

1. Change Management for Shared Services and BPO (2010). SourcingMag. Retrieved August 22, 2010 from

2. Kotter, J. (1995). John P. Kotter's eight steps to successful change. Retrieved August 23, 2010 from

3. Cellars, T. (2007). Change Management Models. Retrieved August 23, 2010 from

4. ADKAR -- A model for change management (2007). Change Management Learning Center. Retrieved August 23, 2010 from

Cite this Document:

"Management Of Change Case Study" (2010, August 24) Retrieved September 21, 2021, from

"Management Of Change Case Study" 24 August 2010. Web.21 September. 2021. <>

"Management Of Change Case Study", 24 August 2010, Accessed.21 September. 2021,

Purpose of

The documents we provide are to be used as a sample, template, outline, guideline in helping you write your own paper, not to be used for academic credit. All users must abide by our "Student Honor Code" or you will be restricted access to our website.

Related Documents
Change Management: A Case Study
Words: 4844 Length: 18 Pages Topic: Teaching Paper #: 20867591

In this system, in which we must increasingly compete for students and research dollars and create new sources of funding, international university rankings are the utmost importance." (Probert, 2006) it is emphasized in this report that these changes are of great significance toward ensuring "greater strategic capacity within the Faculty." Probert (2006) relates two key changes which have been proposed and states them as follows: 1) the reduction in number

Change Management -- a Case Study of
Words: 9852 Length: 36 Pages Topic: Business Paper #: 17104649

Change Management -- a Case Study of British Telecom About CRM Theoretical Perspectives, Concepts and Practices Involved in Implementing a CRM Change Management About British Telecom British Telecom -- Implementing CRM CRM Systems -- Data Quality and systems Integration British Telecom -- A Case Study BT's Solution Analyzing BT's CRM from an Academic Perspective An Example of Systems Integration British Telecom -- Building Customer Relationships Problems with Implementing a CRM System Change Management -- A Case Study of British Telecom Today, when one thinks

HRM Change Management - Perrier Case Study
Words: 1304 Length: 3 Pages Topic: Business - Management Paper #: 30880636

HRM Change Management - Perrier Case Study In any organization there is a need for change, otherwise organizations will stagnate and fail to adapt to changing environments. There are many drivers to change; changes in the competitive environment that result from the lowering of barriers to trade, such as increasing use of technology to facilitate trade, especially over international boarders and transportation technology increasing the level of competition faced in market (Salawu

Project Management Read Case Studies Project Management
Words: 654 Length: 2 Pages Topic: Business - Management Paper #: 63769521

Project Management Read case studies Project Management Institute, Inc. (2007) PMI® case study: project management improves Lenovo's strategy execution core competitiveness [Online] Project Management Institute, Inc. Available: http://www. Project management comparison: Lenovo vs. planning Canada Games 2005 Every large endeavor or organization contains challenges for the project manager. In the case of Lenovo, the Chinese computer firm was faced with increasing competition from its major competitors Dell and HP. Lenovo needed to fundamentally

Active Performance Management Proposal: Case Study Evaluating
Words: 1989 Length: 6 Pages Topic: Business - Management Paper #: 49847331

Active Performance Management Proposal: Case Study Evaluating Active Performance Measurement in Beechwood The research examines the potential possibilities of active performance management in the modern workplace. It first examines the current literature as a way to set a foundation for the actual analytic portion of the project. Then, specific research questions are examined in order to provide a framework to test the actual efficiency of an active performance management style implemented

Knowledge Management: A Case Study
Words: 3394 Length: 12 Pages Topic: Business - Management Paper #: 73347996

This approach has resulted in a successful just-in-time learner driven training program that uses scenario-based simulations to provide low cost training that workers can access when and where it is needed (Kelly & Nanjiani, 2005). This is an example of how Toyota has traditionally adhered to its fourteen principles (see Appendix a) and worked to maintain an organization in which knowledge management is paramount. Organizational Development Almost every organization professes to