Group 5 Change- Managment- Report - Tài liệu tham khảo | Đại học Hoa Sen

BỘ GIÁO DỤC VÀ ĐÀO TẠO
TRƯỜNG ĐẠI HỌC HOA SEN
KHOA KINH TẾ VÀ QUẢN TRỊ SUBJECT REPORT CHANGE MANAGEMENT TOPIC
The change of Vinfast business Lớp: Change management
Giảng viên hướng dẫn: Bùi Thị Vân Quỳnh Thành viên thực hiện:
Nguyễn Ngọc Yến Nhi-22001165
Nguyễn Tường Nhân-22000442 Nguyễn Trung Dũng-2175241 Lê Vĩ Khang-22002730 Nguyễn Thu Ngân-22012357 Nguyễn Tống Phong-22008244 Nguyễn Đức Nhân 22003473 MỤC LỤC
EXECUTIVE SUMMARY.........................................................................3
CHAPTER 1 - RATIONALE FOR CHANGE THROUGH MODELS
OF CHANGE AND PRACTICAL APPLICATION................................4 1.1.
DEFINITION..............................................................................................................4 1.2.
8 STEPS CHANGE MODEL OF JOHN KOTTER’S AND 3 STEPS OF KURT
LEWIN....................................................................................................................................5 1.3.
ADVANGTAGES AND DISADVANGTAGES.........................................................8
CHAPTER 2 - RATIONALE FOR CHANGE THROUGH MODELS
OF CHANGE AND PRACTICAL APPLICATION...............................11 2.1
VINFAST BACKGROUND.....................................................................................11 2.2
VINFAST THE SITUATION OF THE CHANGE FROM THE ORIGINAL.....15 3.1
Comments and evaluations:.....................................................................................19
3.2 Proposing a complete solution:......................................................................................19
Bibliographic references:..........................................................................21 2 EXECUTIVE SUMMARY
Change initiatives are expensive and time-consuming. They
have a significant impact on the motivation of an
organization with a vision towards success. Andal of them
ended up failing. As is well known , change is inevitable and
therefore, organizations must learn to sustain and adapt to change.
In all organizations, strategic changes are brought about
because of projects and programs. Successful businesses
can quickly adapt to change through effective management
of their programs and projects.
The nature of change in the business, in supporting the
creation of change is to implement the organization's
strategies successfully , forcing businesses to require
program and project managers who are skilled in driving
and navigating change. in accordance with the original goal.
They do this while ensuring that the changes are
strategically aligned with the goals of the business. Since a
change initiative fails or succeeds, it is not just because of
the start, implementation, but it involves evaluating,
monitoring, or planning the project that drives the change.
Change is inevitable, and therefore organizations that can
effectively manage it, have the potential to transcend the
formulas they apply to their business 3
CHAPTER 1 - RATIONALE FOR CHANGE THROUGH MODELS OF CHANGE AND PRACTICAL APPLICATION 1.1. DEFINITION
Change means to make the form, nature, content, future, course, etc.…
of something different from what it is or from what it would be if left
alone. Change management: Is a set of strategies, processes, and
procedures companies use to manage organizational changes involving
people. Refers to a set of basic tools or structures intended to keep any
change effort under control. Is a systematic approach to dealing with
the transition or transformation of an organization’s goal, prosses or
technologies. Is the overarching approach take in an organization to
move from the current to a future desirable state using a coordinated
and structured approach in collaboration with stakeholders. What is transition?
Transition is redefining what something is the current state. It being by
first assessing the present to the desired future. Change does not happen
instantaneously, and the effect of change can only be seen after a certain
time so that the organization learns how to fulfill the necessary conditions
to achieve the vision of the future. A shift in behavior A shift in values
Change is doing things differently.
Transition is a new way of being. 4 1.2.
8 STEPS CHANGE MODEL OF JOHN KOTTER’S AND 3 STEPS OF KURT LEWIN
JOHN KOTTER’S 8-STEPS CHANGE MODEL
John Kotter developed his model of change after observing many
leaders and organizations before, during, and after the transition.
Kotter's model breaks down organizational change into eight steps:
- Step 1: Create a sense of urgency
For change to happen, every member of the company must truly
understand the need for change, have a sense of urgency about this
change so that the company can thrive. Step 2:
Build a large, powerful coalition
To succeed in the coming change, we will need allies and
stakeholders. Having supportive leadership and management
members creates strong pervasive support throughout the organization.
Step 3: Develop a vision for change
When we think about the change needed, we can have a lot of ideas
and solutions going around. Link these ideas and solutions together
into a clear and understandable vision that can be easily remembered
by everyone. A clear vision helps people understand why we want to
make a change, why they need to do something. Step 4: Communicate the vision
The way of the vision is communicated will determine to the success
of the change. Its usually use multiple channels and models of
communication to explain the vision often and strongly through repeating every opportunity. Step 5: Remove obstacles
By the time we get to this step, , things do not always go so smoothly
as you think it’s different between reality and theory, there will be
individuals who are resistant to change, or there are certain processes
that are hindering successful change. To stay motivated, we must actively remove obstacles. Step 6: Generate short-term wins
Nothing is more motivating than seeing results that are worth the
effort the whole organization put in. Every time a small goal is 5
achieved, create a sense of success and victory for employees. This
will motivate them also allow individuals who are skeptical or
opposed to change to see our vision. 6 Step 7: Build on wins
Feelings of victory and short-term success are not enough to sustain
change. Sometimes this factor can deceive us that the change process
is complete, but we must continue to build and work on the next goals. Step 8: Embed changes into culture
Ultimately, for the change to be complete, it must become part of the
company's corporate culture. Otherwise, over time people can easily
forget the change, losing the impact of both the quick and easy process. Hình 1.
Kurt Lewin’s three-step change model
Kurt Lewin's change model is a model that represents organizational
change: creating awareness that change is needed, moving to a new
level of behavior, reinforcing the new behavior into the norm.
Kurt Lewin's model of change consists of three steps: unfreezing,
changing, and refreezing. This is a very simple and practical model 7
for understanding organizational change. Kurt Lewin's model of
change is still widely used today and forms the basis of many modern change models. Step 1: Unfreezing
Since many people will be resistant to change, the goal of this stage
is to create the perception that the current situation is hindering the
growth of the organization. Old behaviors, ways of thinking,
processes, people, and organizational structures must all be carefully
examined to show employees the need for change to the organization
to create or maintain. competitive advantage in the market.
Communication is especially important during this stage, so that
employees are informed of the impending change, the reasons for the
change, and the benefits it will bring to each employee. The reason is
that the more people know about a change, the more necessary and
urgent people will feel about it, and the more motivated they will be to accept the change. Step 2: Changing
Lewin recognized that change is a process in which an organization
must transform or transition to a new state. This is when the change
becomes a reality. Therefore, this is also the time when most people
struggle with the new reality. This is a time filled with uncertainty
and fear, and therefore the most difficult step to take. In the change
step, people begin to learn new behaviors, processes, and ways of
thinking. Throughout this process, employees should be reminded of
the reasons for the change and how they will benefit them once fully implemented. Step 3: Unfreezing
Lewin calls the final stage of his change model freezing, but many
calls it refreezing to symbolize consolidating and stabilizing the new 8
state after the change. Lewin finds this step especially important to
ensure that people don't fall back to old ways of thinking or doing
things before making the change. The organization shall make every
effort to ensure that change does not disappear; rather, it needs to be
embedded in the organization's culture and maintained as an
accepted way of thinking or behaving. Organizations often use
rewards to reward individual efforts to reinforce the new status quo;
because it is believed that people tend to repeat behaviors that receive positive feedback. 1.3.
ADVANGTAGES AND DISADVANGTAGES
John Kotter’s change model advantages & disadvantages: Advantages:
Kotter's theory is drawn from the study of changes that occur with
the subject of research being businesses in the US. Therefore, this
doctrine of a series of 8 action steps is very useful for businesses,
helping to support the successful process of strategic change. The
advantage of Kotter's theory is that it is people-centered, people in
his theory play an active role, which is clearly shown in the 9
empowerment step. The theory shows details and specific steps in
accordance with big and complex changes in the enterprise.
Here are some other outstanding advantages of the Kotter doctrine:
- Create urgency to form a consensus among employees in the
organization, making them want to change and willing to contribute.
On the other hand, creating urgency is creating motivation for the
seeds of change to appear in the organization, to assess the current
situation and competitive environment in the market, besides,
businesses also identify opportunities. its business in the market and
the challenges that the business must go through.
- Establishing a guiding group is to create a sense of solidarity and
coordination among members of the organization. Because one
individual can hardly make a big change.
- In the development of vision and strategy, Kotter helped businesses
define their own prospects. It is the vision that will make individuals
work together effectively, managers and employees can take
initiative in their work, making business operations smoother and faster.
- Communicate the vision: If the vision helps to overcome inertia, then
communicating the vision will help this spread among all members of the business.
- Maximum empowerment will stimulate the development of
managers, the ability to exercise more autonomy, so the work is done
faster. For lower-level employees, empowerment will create
conditions for them to develop, thereby motivating and stimulating
them to work better, while for upper-level managers, empowering
enables them to focus on strategic issue.
- Large-scale change takes a long time, so there needs to be
convincing evidence that efforts will pay off. Understanding this,
Professor Kotter introduced the sixth step "Creating short-term
wins". This step helps to create morale and motivation among
employees, maintain the support of senior leaders, and evidence that change is on the right track.
- Any change becomes solid only when it penetrates deeply into the
behavior and attitude of all employees and permeates into the
company culture. This is the advantage of the 8th step of the Kotter model. Disadvantages:
- Besides the advantages, there are disadvantages in the steps of the
theory that are the steps in this model must follow its sequence, the 10