Each student is to submit a paper on a change event that they have experienced or are currently experiencing in a real$-$world organization.

Please refer to the attached for the instructions and rubric for the assignment: MGMT$551$ Change Management Paper Instruction.pdf MGMT$551$ Change Management Paper Instruction.pdf $-$ Alternative Formats

The following is a template for diagnosing organizational structure, which should be included as an appendix in the paper: Organization Design Diagnosis Template.docx Organization Design Diagnosis Template.docx $-$ Alternative Formats

Due to the page limit$,$ it is highly recommended that you focus on analyzing the identified key issue, by using only the concepts and theories pertinent to the key issue. Concentrate on the implications and findings that can be obtained by applying relevant concepts and theories, which, in turn, shed light on the identified key issue.

Examples of organizational changes include those we studied in case studies so far, organizational change due to a change in strategy, adoption of a new policy$/$technology and its subsequent impact on organization, Mergers and Acquisitions, layoffs, downsizing, restructuring, business process reengineering, business model innovation, organizational changes due to new products$/$services development, organizational changes due to diversification, etc. A change event you can study for the assignment can be evolutionary, revolutionary, or combination of them.

For this assignment, organizational change you personally experienced $($either as a change agent or a member of an organization undergoing change$)$ needs to be analyzed. However, if you do not have any personal experience of organizational change, you may choose an organizational change in another organization.

In section three, first you need to explain what motivated and caused the change, what were the specific objectives of the change, and the results of the change. Second, you need to explain and analyze how the change manager addressed the significant challenge that was identified in section one. Ideally, the change manager should have formulated a coherent strategy to overcome the challenge as part of the plan for the organizational change. If such a strategy existed, then you need to evaluate its effectiveness. However, if there was no such strategy in the first place, the question is asking you to identify the reasons for the lack of strategy.