All criteria attachedSelecting a Company
1
Managing Organizational Change
1/16/2023
Selecting a Company
Introduction
First Independence Bank (FIB) is a community development financial institution and a minority-owned bank based in Detroit, Michigan. Founded in 1970, First Independence Bank provides a full range of banking and financial services to individuals, families, and businesses in the Detroit metropolitan area (First Independence Bank, 2022). As a leader in community development banking, FIB is committed to providing financial products and services in a socially responsible manner that promotes economic development and promotes financial literacy. The mission of FIB is to foster economic self-sufficiency and wealth in the communities it serves by providing access to capital and financial services.
Assessment of Current Human Resource Programs, Policies, Procedures, and Initiatives
FIB has a strong focus on providing excellent customer service and a commitment to meeting the needs of its clients, employees, and the community. FIB’s human resources department is responsible for developing and employing policies, procedures, and initiatives related to recruiting, hiring, training, and employee relations. FIB has a comprehensive human resources manual which outlines its policies and procedures. In addition, FIB offers a comprehensive benefits package, including health, dental, and vision insurance, as well as a 401(k) plan (First Independence Bank, 2022). FIB’s human resources department is also responsible for developing and maintaining employee engagement and development programs. These curricula include professional development courses and workshops, career coaching, and mentorship programs.
FIB is dedicated to cultivating a workplace that is diverse and inclusive. To support this goal, the bank offers diversity and inclusion training for both management and staff and is invested in promoting a culture of respect and inclusion. The bank has instigated an Affirmative Action Plan, which outlines its commitment to equal opportunity and non-discrimination in employment. FIB is committed to creating a safe and equitable work environment for all its employees, regardless of race, gender, age, sexual orientation, ethnicity, or disability. Additionally, FIB encourages the development of individual capabilities and seeks to create an atmosphere of trust and collaboration among its diverse workforces. By actively supporting and promoting diversity within the workplace, FIB recognizes the pertinence of embracing differences and celebrating individual strengths. The bank is committed to promoting a diverse and inclusive workplace that fosters respect, growth, and collaboration.
Hypothesize the Changes that Require Improvement
FIB’s current human resources curriculums, policies, procedures, and initiatives are effective; however, there is opportunity for development. One area that could benefit from improvement is the bank’s recruitment and retention Assignment: Diagnosing Change
This week has two parts.
Part One: Using the Perils and Pitfalls of Leading Change Handout (attached), analyze the change that was implemented by Daniel Oliveira. Synthesize the change based on Kotter’s eight steps for leading change. Determine if Oliveira followed the Kotter model. Select one of the steps to assess and determine if Oliveira accomplished this step. Why was this an important step? Comment on how following the model may have made his change successful. Write a 1–2-page response.
Cite at least one reference.
Part Two: Write a 4–6-page paper in which you use the
Selecting a Company assignment (attached).
Describe the company in terms of industry, size, number of employees, and history.
Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.
Formulate three valid reasons for the proposed change based on current change management theories.
Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two diagnostic tools that you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.
Using one of the diagnostic tools you selected, assess the organization’s readiness for change:
Provide results of the diagnostic analysis.
Explain the results.
Use at least 4 references
Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories.
Rubric
Describe the company in terms of industry, size, number of employees, and history.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 15.75 (11.25%) points
Competent 17.85 (12.75%) points
Exemplary 21 (15.00%) points
Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 15.75 (11.25%) points
Competent 17.85 (12.75%) points
Exemplary 21 (15.00%) points
Formulate three valid reasons for the proposed change based on current change management theories.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 15.75 (11.25%) points
Competent 17.85 (12.75%) points
Exemplary 21 (15.00%) points
Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization.–
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 15.75 (11.25%) points
Competent 17.85 (12.75%) points
Exemplary 21 (15.00%) points
Using one of the diagnostic tools you selected, assess the organization’s readiness for change. Provide and explain theDownloaded by Faculty Strayer on 7/18/2015.
©2014 by the Kellogg School of Management at Northwestern University. This case was prepared by Guilherme Riederer ’13, Nathan
Tacha ’13, and Rodrigue Ulrich Nselel Awanda ’12, under the supervision of Professor Karen Cates. Cases are developed solely as the
basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or
ineffective management. To order copies or request permission to reproduce materials, call 847.491.5400 or e-mail
[email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or
transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of
Kellogg Case Publishing.
KAREN CATES AND GUILHERME RIEDERER ’13 5-313-501
The Perils and Pitfalls of Leading Change:
A Young Manager’s Turnaround Journey
Daniel Oliveira felt like he was on top of the world and was having a great night at the 2006
Clothes & Accessories’ Annual Retreat party celebrating store manager promotions. The air
crackled with excitement: twenty new store managers had been promoted that day, company sales
were soaring, and future prospects were bright.
Just one year ago, Oliveira had been in his final year of business school in São Paulo, looking
for the perfect job after graduation. His top choice was a position in an extremely selective
management-training program at leading fashion retail company Clothes & Accessories. After a
grueling selection process, he was awarded one of twenty positions out of 10,000 applicants.
As part of the highly respected training program, Oliveira was assigned to a city in the
northeast of Brazil called Recife. The Recife store was one of Clothes & Accessories’ largest
stores in terms of both size and revenue, with more than 350 employees, a healthy culture, and an
effective manager. Over the next year, Oliveira gained experience in all aspects of the business:
he unloaded trucks, served as a cashier, led small departments, and acted as a store supervisor. He
even assumed a temporary store manager role when the full-time manager took a month-long
vacation. By working through each role and working side-by-side with the employees, he had
earned both the respect and the friendship of employees of all ranks in the store.
Because of his successful performance as a trainee, Oliveira was promoted to full-time store
manager and given a new assignment: leading and managing the turnaround of a store that had
been experiencing declining performance. He was excited and honored to be given such a
challenge.
At the Annual Retreat just before starting his new job, Oliveira grabbed a caipirinha1 from
one of the open bars and decided to meet his future manager, Francisco Prado. Oliveira found
Prado after a quick scan of the room and walked over to introduce himself and express gra
Why Choose Us
- 100% non-plagiarized Papers
- 24/7 /365 Service Available
- Affordable Prices
- Any Paper, Urgency, and Subject
- Will complete your papers in 6 hours
- On-time Delivery
- Money-back and Privacy guarantees
- Unlimited Amendments upon request
- Satisfaction guarantee
How it Works
- Click on the “Place Order” tab at the top menu or “Order Now” icon at the bottom and a new page will appear with an order form to be filled.
- Fill in your paper’s requirements in the "PAPER DETAILS" section.
- Fill in your paper’s academic level, deadline, and the required number of pages from the drop-down menus.
- Click “CREATE ACCOUNT & SIGN IN” to enter your registration details and get an account with us for record-keeping and then, click on “PROCEED TO CHECKOUT” at the bottom of the page.
- From there, the payment sections will show, follow the guided payment process and your order will be available for our writing team to work on it.