He can do it by himself or involve a trained professional, who will guide him on how to develop the programs. The trained professional can also be charged with conducting the training programs. This will allow the employees to have a new person whom they might be more comfortable around.
If the programs are available, Horace can also purchase off-shelf programs. The only problem with these programs will be they are more generalized, and they might not suit the organization's specific purposes. The programs would have to be customized or used the way they are, but the organization risks not gaining anything. Having programs that are geared towards the specific organizational problems that need to be addressed would allow the organization to implement the programs much faster and with less or no customization.
What time frame does Horace need to implement the programs to make the change successful? If he deals only with executive development programs, does he need to be concerned with programs for middle managers and below? If so how does he do this?
For the change to be successful and acceptable by all, Horace will need a minimum of 6 months. During this period, he will conduct training programs for the executives, middle managers, and all the employees. The time frame is only an estimate but if well arranged the programs can be completed successfully.
Each level of management and employee...
No level should be ignored in the programs to make sure that the specific concerns that affect each level are addressed. The executive development programs will be addressing different issues than the ones to be addressed by the middle managers programs Hunt, 2002.
Failure to address these problems will lead to failure in the change management. Therefore, Horace should also deal with programs for middle managers and the people below. This ensures no employee is left out, and everyone understands and accepts the changes. These programs will be designed and developed to address the problems been faced by the specific employee levels, and this will ensure their success.
To make sure that every employee has received the programs geared towards them, Horace should divide the employees into groups. Each group will have specific dates set aside for their programs, and every employee will be mandated to attend the programs.
References
Hunt, J.W. (2002). As we see it: The case for management/executive development programs. Journal (American Water Works Association), 94(6), 52-56.
Jackson, S.E., Schuler, R.S., & Werner, S. (2011). Managing Human Resources. Cheriton House, North Way, Andover, Hampshire, SP10 5BE: Cengage Learning.
Levasseur, R.E. (2010). People Skills: Ensuring Project Success -- a Change Management Perspective. Interfaces, 40(2), 159-162.
