Consulting Proposal #2

Consulting Proposal #2

ConsultingProposal #2


BMAL504 – Leading Organizational Change

1.0Definition and Scope of the Project

Theproposed project aims at evaluating the mechanisms and underlyingfactors that influence the development of corporate socialresponsibility (sustainability) within the constraints oforganizational structures with an aim of presenting thebest-recommended organizational best practices and implementationmechanisms of developing sustainability in organizations. Drawingfrom the activities and the insights in “TheYoung Change Agents,”the project espouses the challenges faced and required individualattributes of young employees like James Shaw that are necessary forthe development of corporate social responsibility. Designed to be apractical handbook for organizational change management, the projectaddresses issues such as career development, persuasion tactics andlobbying, bottom-up change and operating in professional servicefirms. Moreover, the project provides a role for vibrant, ambitious,and enthusiastic junior employees to play in the initiatives fordriving organizational change. Essentially, the ultimate outcome ofthe proposed blueprint will provide support for managerial strategiesthat call for a delicate balance between the assertion of executiveauthority and recognition of bottom-up initiatives. Nevertheless, theproject encompasses the development of required values and abilitiesto inspire organizational change. Ultimately, how such organizationalchanges can be institutionalized in light of structural rigiditieswill be addressed by the project.

2.0Diagnosis of Current Situation

Acomprehension of the issues at hand at PwC and the array of eventsthat characterized the bottom-up changes, which ultimately alteredthe managerial landscape, can be presented in the context of a changeleader at the bottom of the ladder, a disconcerting conceptualframework. Additionally, the challenges that marked the changeprocess and the individual employee attributes that such challengesinvoked are at the center of understanding what it takes to inspiremanagement change at a time when organizational bottlenecks andpolitics shape organizational activities and decision-making. Havingjoined PwC as a young employee, James Shaw immediately finds himselfas a lead “fire-starter” advocating for a new fundamentalinitiative for the firm corporate social responsibility. The veryfact that he is only a junior employee, in fact, at the bottom of theladder, is what raises eyebrows in the organizational setting. Byadvocating for radical managerial changes, the young employee isalready putting his career ambitions in jeopardy by trying to upsetthe establishments. To achieve his ambitions, he resorts tonetworking and political lobbying to amass support for what hecourse. Essentially, what we have is a situation where an employeeat the lower organizational level desires change but since he is notin a position of influence, uses the avenues available to channel hisconcerns. This very action calls for the restructuring oforganizational structures to provide mechanisms that can adopt ideasfrom any level and scrutinize their feasibility in occasioningorganizational change.

Todevelop a problem-based solution, the proposed project will be hingedon the realization that there are certain individual attributes andabilities that are required of employees to inspire organizationalchange. Conventionally, and as manifest in “TheYoung Change Agents,”the procedures through which organizational change have to be passedare bureaucratic and sometimes manipulative (Benn et al., 2015, n.p).Better still, external socio-economic and political processes mightreinforce such practices requiring “change agents” to employcertain values and abilities that go beyond the call of duty. Basedon this finding, employees need to be self-directed andself-motivated in order to withstand the challenges aboundorganizational change. Nevertheless, creativity coupled withdetermination is found to be a key employee characteristic if theyare to succeed in their personal and professional life. That JamesShaw resorted to networking and some kind of political lobbying tochannel what he believed in implies that in the currentorganizational setting, the ability to think outside the box is asignificant determinant of success. This implies that there is a needfor organizations to enhance creativity among employees as aninstrument to achieved management change.


Giventhe organizational problems identified in the preceding section (inthe context of PwC), the report will adopt the followingrecommendations.

  1. Given the problems that young employees face in trying to communicate their suggestions for executive action and change, like was the case with James Shaw, it is important that a robust communication structure complete with an effective feedback mechanism is established in the organization.

  2. Organizations ought to restructure their recruitment mechanisms to screen for virtues much as it does for academic credentials in order to have selfless employees who can channel for broad organizational concerns rather than their narrow personal interests.

  3. Organizational relationships should be conditioned to treat all employees as equal as far as suggestions for organizational change is concerned. This will motivate and encourage young employees to contribute substantially towards management change without fear of repression or mediocrity.

  4. The role of the leaders in an organization should be well defined to include employee mentorship at a personal level to build a more coherent relationship between junior employees and the organization’s leadership.

  5. Organizations should undertake massive team building to ensure that they form practice based communities where employees can come together to channel organizational objectives even in the absence of the leadership.

  6. Recognition of exceptional performance should be embraced as a key strategy to motivate employees. This is because performance-based rewards have been found to be the most significant tool for employee motivation (Fernandez &amp Pitts, 2011, p. 202-222).

4.0Implementation Plan

Successfulimplementation proposed organizational milestones requires anintegrated approach that requires the participation of organizationalleadership at a more strategic level (Turner, 2014, n.p). It isimportant to note at this point that the implementation of theproposed changes will be guided by the fact that employees, atwhatever level that they are in, are the “agents of change.” Theimplementation plan will be employee-oriented structuredchronologically from hiring to the institutionalization of theproposed changes. The hiring and placement of employees, expected tolast about 9 months, will be guided by competence based on academiccredentials but psychometric tests will be included to ensure theemployees meet certain levels of creativity and selflessness.Aristotle’s Model of communication (see Appendix 1) will be adoptedfor communicating changes and suggestions in the organization.Adoption of the model to suit the organizational structure and sizeof PwC will take 6 months. A review of the company’s internalrules, by a team comprising company lawyers and stakeholderrepresentatives, will be undertaken to safeguard organizationalprocesses from external (political) interferences and manipulations.Human resource consultants working with employees and the companyleadership will develop a structure of employee motivation thatrewards individuals based on exceptional performance especially withregards to inspiring organizational change. This activity isestimated to last 6-7 months. External assessors will undertake theevaluation of the implementation process based on records.


Theproposed project aims at evaluating the mechanisms and underlyingfactors that influence the development of corporate socialresponsibility (sustainability) within the constraints oforganizational structures with an aim of presenting thebest-recommended organizational best practices and implementationmechanisms of developing sustainability in organizations. It comesout clearly that individual abilities and skills are key in inspiringorganizational change, but the organizations have to restructureconventional operations to facilitate the desired changes.Implementation of such changes requires an integrated approach thattakes into account the company resources and situational factors.


Benn,S., Dunphy, D., &amp Griffiths, A. (2014). Organizationalchange for corporate sustainability.Routledge., Retrieved on October 3, 2015from&lt

Fernandez,S., &amp Pitts, D. W. (2011). Understanding employee motivation toinnovate: Evidence from front line employees in United States federalagencies. AustralianJournal of Public Administration,70(2),202-222.

Todd.,T.J.,&ampMaury P., (2010).,Managing Change Cases and Concepts. ThirdEdition..pp. 255-264

Turner,J. R. (2014). Thehandbook of project-based management(Vol. 92). McGraw-hill. Retrieved on October 3, 2015from&lt

Appendix1: Aristotle’s Model of Communication

Adoptedfrom Skamiski (2015),.Models of Communication, Retrieved on October 32015 from&lt