UCLA Strategies for Creating Change at AGC Paper You and Shawn are now ready to meet with John and AGC’s investor group. Shawn calls to check in with you a

UCLA Strategies for Creating Change at AGC Paper You and Shawn are now ready to meet with John and AGC’s investor group. Shawn calls to check in with you about the executive report. You need to add one more section of information that will help ensure that AGC remains proactive and competitive in a quickly changing global environment. You have enjoyed working with Shawn on the change management project and know that you will soon have fond memories of helping AGC be more aware of the value of human capital.Review the AGC scenario for this course, revise Part 1 of the Key Assignment based on your instructor’s feedback, and add an additional 750–1000 words to the executive report that addresses the following:Now that the change management plan has been completed, describe AGC’s new leadership styles and organizational culture. Are there any potential internal or external threats that AGC should be prepared to address in its business environment? How can AGC detect these potential internal and external threats? What are some methods that AGC can use to protect the organization from these internal and external threats? Running head: STRATEGIES FOR CREATING CHANGE AT AGC
Strategies for creating change at AGC
Chevenia Anderson
Colorado Technical University
09/10/2019
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STRATEGIES FOR CREATING CHANGE AT AGC
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According to Hayes (2018), change management is a process that involves the controlled
identification and implementation of changes that are required within an organization. The
change management process, therefore, entails the activities that involve moving the changes
from starting point to delivery(Hayes, 2018). Human capital refers to the talent found in an
organization, that includes problem-solving, critical thinking, and conflict resolution among
other employee skills (Ketchen Jr, Crook, Todd, Combs, &Woehr, 2017). Human Capital
Management, on its part, refers to the practices that a business engages in when managing,
hiring, and optimizing employees(Ketchen Jr et al., 2017). This article aims at updating John and
the Board of Directors on the changes that have gotten implemented within AGC. The report
provides a diagnosis for the perceived issues existing at AGC, the intervention plans, and an
evaluation of the intervention strategies.
Diagnosis
A business diagnosis, according to Gómez-López, Gasca, and Pérez-Álvarez, (2015), is a method
of company evaluation that involves an in-depth analysis of the main areas of a business. In the
diagnosis of AGC, some of the major problems found were diversity issues, issues with
employee retention, performance issues, employee dissatisfaction, lack of respect between the
leadership and employees and the issue of having a global human capital strategy.
The best methods for business diagnosis, according to Gómez-López et al., (2015)are
observation, analysis, and evaluation. Gómez-López et al. (2015) further assert that for a
business diagnostic method to be effective, it needs to not only pay attention to the style, the
people and people-processes but also the business processes. For AGC business diagnosis, the
method that got used was monitoring and evaluating. Special attention remained on the crucial
departments within AGC, which gave a fantastic insight into how the departments are held
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responsible. The change management process took the steps of problem identification, data
collection, data analysis, agreement to work on the issues, working on the problem causes, and
monitoring change.
From a close analysis on AGC, the conclusion on the root cause for the problems was failed
leadership. It got discovered that the form of leadership is authoritarian and that the
administration is not receptive to change (Northouse, 2018). Northouse (2018) explains that
whenever the command is authoritarian, there is likely to be high employee turnover, especially
if the leadership also does not accommodate the change. Furthermore, it got discovered that there
was a lack of effective communication between the leaders and their subordinates, and the
employees were unsatisfied. Diversity is also not well embraced in AGC.
Intervention
As defined earlier, human capital refers to the talent found in an organization, that includes
problem-solving, critical thinking, and conflict resolution, among other employee skills (Ketchen
Jr et al., 2017).For the above-diagnosed problems, some of the human capital management
strategies I made for the betterment of AGC include the embracing of diversity, encouraging
adapting to changes, using expatriates, and starting training programs.
Embracing diversity
According to Rice (2015), embracing diversity involves learning about the cultural
backgrounds of employees and accepting people of all kinds of races, ethnicity, and other
diversifying qualities. Rice (2015) further explains that embracing diversity is vital for a
company like AGC since aids in leading to increased profits, increased opportunities for
workers, building an excellent reputation for the company and eventually, reduced employee
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turnover. For AGC, therefore embracing diversity got implemented through the hiring of new
staff, which would later be under observation to see whether it is profitable.
Encouraging adaptation to changes
According to Hetzner, Heid, and Gruber, (2015), some of the best methods for encouraging
changes in the workplace are through ensuring positivity through making workers aware that
difference is constant and encouraging communication where new roles are assigned. This
recommendation got implemented in AGC through assigning managers different purposes since
the company is a global business.
Using expatriates
Expatriates are people that get sent abroad (Froese, 2016). This strategy got implemented
through ensuring that there are expatriates chosen every to travel to other AGC branches. Having
expatriates, according to Froese (2016), motivates the employees, especially if everyone has
equal opportunity to become an expatriate. Froese (2016) further explains that expatriates should
not get overworked and made to travel very frequently since they can find their job tiresome.
Training programs
Another improvement that AGC needed was in the encouragement of personal employee growth.
According to Dhar (2015), to increase employee retention, the best strategies are those that
involve ensuring personal employee growth, such as through initiating training programs. This
got implemented, and the results are still under evaluation.
Evaluation
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According to Hayes, (2018), some of the best measures for the effectiveness of change
management plans include tracking the change management activities and seeing whether they
are going to plan, establishing training tests, observing the numbers that participate in training,
and checking on performance improvements. For AGC, the evaluation of the effectiveness of the
change management plans is underway and the methods used are taking note on the number of
employees participating in training, checking on improved performance for expatriate aspirants,
and later, training tests will get administered. The profitability of embracing diversity and change
in AGC is also getting monitored. So far, the implemented changes have registered
improvements in market performance. The embrace of diversity has shown the most significant
results with AGC earning a better reputation in the market.
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References
Dhar, R. L. (2015). Service quality and training employees: The mediating role of organizational
commitment. Tourism Management, 46, 419-430.
Froese, F. J. (2016). Expatriates in Context: Expanding Perspective on the Expatriate Situation.
S. Toh (Ed.). Emerald Group Publishing Limited.
Gómez-López, M. T., Gasca, R. M., & Pérez-Álvarez, J. M. (2015). Compliance validation and
diagnosis of business data constraints in business processes at runtime. Information
Systems, 48, 26-43.
Hayes, J. (2018). The theory and practice of change management. Palgrave.
Hetzner, S., Heid, H., & Gruber, H. (2015). Using workplace changes as learning opportunities:
Antecedents to reflection in professional work. Journal of Workplace Learning, 27(1),
34-50.
Ketchen Jr, D. J., Crook, T. R., Todd, S. Y., Combs, J. G., &Woehr, D. J. (2017). Managing
human capital. The Oxford Handbook of Strategy Implementation, 283.
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
Rice, M. F. (2015). Diversity and public administration. ME Sharpe.

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