For the reference , see below image

Module 07: Critical Thinking Power Dynamics and Change Management Plans (100 points) Not all changes are positive nor well received. Change agents need to explore how various factors can impact the change initiative and must recognize the impact that certain changes have on individuals, teams, and organizations as a whole. Due to economic turbulence, and the impact of external factors, many organizations have needed to make tough decisions throughout the past two years. Globally, we have seen companies make changes that are positive, in order to remain afloat, and also changes that have resulted in scrutiny, loss of productivity, etc. Consider the following scenario: Throughout 2019, until the onset of the pandemic, a large national clothing brand was performing the best it had in 20 years. Unfortunately, when COVID-19 hit, many consumers were unwilling to visit local shopping malls, which resulted in massive profit losses. The large clothing brand was no exception to this phenomenon. The majority of individuals who shop at this retailer are 45 years of age and older and have no desire to frequent the mall anytime soon. As an external change agent for this organization, you have been asked to sit with members of the C-suite (i.e., the Chief Executive Officer, the Chief Financial Officer, the Chief Human Resource Officer, the Chief Operating Officer, and the Chief Technological Officer) and discuss the proposed change initiative. Specifically, leadership is proposing that 25% of all retail locations are closed within the next six months and that the retail organization focuses on enhancing its ePlatform, thereby resulting in increased online sales. After meeting with members of the C-suite, you were asked to meet with 10 senior-level employees. These employees expressed their concerns and frustration about the rumors that the company was shutting down select retail locations. Using Table 6.3, explain the consequences that might occur if the decision to shut down 25% of stores occurs. Specifically, explain likely concerns that employees will express. Then, justify the impact associated with closing 25% of stores in terms of the organization's reputation. Finally, given the fact that the organization may experience pushback from the workforce, when shutting down 25% of stores, is it possible to please C-Suite leaders and senior employees? If so, how? If not, why? Explain and justify your rationale. Directions: Your assignment is required to be four to five pages in length, which does not include the title page and reference pages, which are never a part of the content minimum requirements. Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles. Formatted according to APA 7th edition. . actions. The traditions of how work is divided, how people and departments interact or do not, and simply the way of doing business create a culture within an organization. The desire to maintain the organization's traditions, even if there is a mutual understanding for a need to move on, can hinder the acceptance of changes. This challenge is greater if there are shifts in roles and responsibilities and therefore a shift in power. A change leader needs to understand and respect individuals' and organizational history and the individual members' perceptions of that history to effectively negotiate the change process and appropriately engage stakeholders. Table 6.3 Organizational and Individual Consequences and the Support for Change Table 6.3 Organizational and Individual Consequences and the Support for Change Perceived Impact Perceived Impact of of the Change on the Change on the the Organization Individual Direction of Support of the Change Positive consequences for the organization Positive outcome for the individual (e.g. less work, better work) Strong support for change Positive consequences for the organization Negative outcome for the individual (e.g., more work, worse work) Indeterminate support for change but very possibly resistance Neutral consequences for the organization Positive outcome for the individual (e.g. less work, better work) Positive support for change 392 Perceived Impact Perceived Impact of of the Change on the Change on the the Organization Individual Direction of Support of the Change Neutral consequences for the organization Negative outcome for the individual (e.g. more work, worse work) Resistance to change Negative consequences for the organization Positive outcome for the individual (e.g. less work, better work) Indeterminate support for change Negative consequences for the organization Negative outcome for the individual (e.g. more work, worse work) Resistance to change Change agents need to think of the impact on individuals particularly people critical to the change. When doing so, consider also the people who will actually have to change and how they will view the change equation and assess the benefits, costs, and risks. A general manager may decide that new systems are needed, but it is the individual who will be operating the systems who will have to learn how to work with them and change his or her behavior. To consider the perceived impact of change see Toolkit Exercise 6.3. Module 07: Critical Thinking Power Dynamics and Change Management Plans (100 points) Not all changes are positive nor well received. Change agents need to explore how various factors can impact the change initiative and must recognize the impact that certain changes have on individuals, teams, and organizations as a whole. Due to economic turbulence, and the impact of external factors, many organizations have needed to make tough decisions throughout the past two years. Globally, we have seen companies make changes that are positive, in order to remain afloat, and also changes that have resulted in scrutiny, loss of productivity, etc. Consider the following scenario: Throughout 2019, until the onset of the pandemic, a large national clothing brand was performing the best it had in 20 years. Unfortunately, when COVID-19 hit, many consumers were unwilling to visit local shopping malls, which resulted in massive profit losses. The large clothing brand was no exception to this phenomenon. The majority of individuals who shop at this retailer are 45 years of age and older and have no desire to frequent the mall anytime soon. As an external change agent for this organization, you have been asked to sit with members of the C-suite (i.e., the Chief Executive Officer, the Chief Financial Officer, the Chief Human Resource Officer, the Chief Operating Officer, and the Chief Technological Officer) and discuss the proposed change initiative. Specifically, leadership is proposing that 25% of all retail locations are closed within the next six months and that the retail organization focuses on enhancing its ePlatform, thereby resulting in increased online sales. After meeting with members of the C-suite, you were asked to meet with 10 senior-level employees. These employees expressed their concerns and frustration about the rumors that the company was shutting down select retail locations. Using Table 6.3, explain the consequences that might occur if the decision to shut down 25% of stores occurs. Specifically, explain likely concerns that employees will express. Then, justify the impact associated with closing 25% of stores in terms of the organization's reputation. Finally, given the fact that the organization may experience pushback from the workforce, when shutting down 25% of stores, is it possible to please C-Suite leaders and senior employees? If so, how? If not, why? Explain and justify your rationale. Directions: Your assignment is required to be four to five pages in length, which does not include the title page and reference pages, which are never a part of the content minimum requirements. Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles. Formatted according to APA 7th edition. . actions. The traditions of how work is divided, how people and departments interact or do not, and simply the way of doing business create a culture within an organization. The desire to maintain the organization's traditions, even if there is a mutual understanding for a need to move on, can hinder the acceptance of changes. This challenge is greater if there are shifts in roles and responsibilities and therefore a shift in power. A change leader needs to understand and respect individuals' and organizational history and the individual members' perceptions of that history to effectively negotiate the change process and appropriately engage stakeholders. Table 6.3 Organizational and Individual Consequences and the Support for Change Table 6.3 Organizational and Individual Consequences and the Support for Change Perceived Impact Perceived Impact of of the Change on the Change on the the Organization Individual Direction of Support of the Change Positive consequences for the organization Positive outcome for the individual (e.g. less work, better work) Strong support for change Positive consequences for the organization Negative outcome for the individual (e.g., more work, worse work) Indeterminate support for change but very possibly resistance Neutral consequences for the organization Positive outcome for the individual (e.g. less work, better work) Positive support for change 392 Perceived Impact Perceived Impact of of the Change on the Change on the the Organization Individual Direction of Support of the Change Neutral consequences for the organization Negative outcome for the individual (e.g. more work, worse work) Resistance to change Negative consequences for the organization Positive outcome for the individual (e.g. less work, better work) Indeterminate support for change Negative consequences for the organization Negative outcome for the individual (e.g. more work, worse work) Resistance to change Change agents need to think of the impact on individuals particularly people critical to the change. When doing so, consider also the people who will actually have to change and how they will view the change equation and assess the benefits, costs, and risks. A general manager may decide that new systems are needed, but it is the individual who will be operating the systems who will have to learn how to work with them and change his or her behavior. To consider the perceived impact of change see Toolkit Exercise 6.3