Begin by analyzing WeaveTech using the following guiding questions for your analysis. Then, once your analysis has been completed, develop a strategy for organizational change based on your evaluation of WeaveTech’s risk management programs and procedures, and organizational change efforts in providing a competitive organizational advantage. Make sure your draft thoroughly covers each of the critical elements listed in A through G below the guiding questions. 1. What are the potential legal risks associated with the downsizing situation facing WeaveTech? 2. How are these risks similar to or different from those in a merger or acquisition? 3. What policies should be developed to mitigate these risks? 4. What due diligence would occur during a downsizing, merger, or acquisition? 5. Describe the change management issues that would occur during a downsizing, merger, or acquisition. 6. What change management model would be most effective for WeaveTech to utilize? Why? Specifically, the following critical elements must be addressed: IV. Risk Management and Organizational Change: In this part of the assessment, you will evaluate the risk management programs and procedures in this organization. You will also evaluate organizational change efforts in providing a competitive organizational advantage. Be sure to focus on how organizational change will impact the personnel of the organization. A. Evaluate the risks that should be mitigated in a merger with another organization, the acquisition of another organization, or downsizing an organization. B. Evaluate how the organization will protect employee and organizational data and safeguard against potential legal liabilities. C. Explain the types of policies that should be developed for this organization to address potential risks. For example, you could address policies regarding privacy policies, social media, and so on. D. Describe the appropriate due diligence activities related to mergers and acquisitions that would be relevant for this organization. E. Explain the change management that would occur in a merger with another organization, acquisition of another organization, or in downsizing an organization. F. Evaluate a change model used by the organization for its potential effectiveness. Your evaluation should take into account both the technical and behavioral changes that the organization will face now and in the future. G. Develop a strategy for organizational change that aligns with the needs of the organization and its employees. Guidelines for Submission: Your organizational change strategy should be an approximately 3- to 4-paged (not including your cover page and references) Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions. Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value Risk Management and Organizational Change: Risks Evaluates the risks that should be mitigated in a merger with another organization or the acquisition of another organization Evaluates the risks that should be mitigated in a merger with another organization or the acquisition of another organization but evaluation is cursory or inappropriate Does not evaluate the risks that should be mitigated in a merger with another organization or the acquisition of another organization 13 Risk Management and Organizational Change: Employee and Organizational Data Evaluates how the organization will protect employee and organizational data and safeguard against potential legal liabilities Evaluates how the organization will protect employee and organizational data and safeguard against potential legal liabilities but evaluation is cursory or inappropriate Does not evaluate how the organization will protect employee and organizational data and safeguard against potential legal liabilities 13 Risk Management and Organizational Change: Types of Policies Explains the types of policies that should be developed for this organization to address potential risks Explains the types of policies that should be developed for this organization to address potential risks but explanation is cursory or inappropriate Does not explain the types of policies that should be developed for this organization to address potential risks 13 Risk Management and Organizational Change: Due Diligence Activities Describes the appropriate due diligence activities related to mergers and acquisitions that would be relevant for this organization Describes the due diligence activities related to mergers and acquisitions that would be relevant for this organization but description is cursory or inappropriate Does not describe the due diligence activities related to mergers and acquisitions that would be relevant for this organization 13 Risk Management and Organizational Change: Change Management Explains the change management that would occur in a merger with another organization or the acquisition of another organization Explains the change management that would occur in a merger with another organization or the acquisition of another organization but explanation is cursory or inaccurate Does not explain the change management that would occur in a merger with another organization or the acquisition of another organization 13 Risk Management and Organizational Change: Change Model Evaluates a change model used by this organization for its potential effectiveness Evaluates a change model used by this organization for its potential effectiveness but evaluation is cursory or inappropriate Does not evaluate a change model used by this organization for its potential effectiveness 13 Risk Management and Organizational Change: Organizational Change Develops a strategy for organizational change that aligns with the needs of the organization and its employees Develops a strategy for organizational change that aligns with the needs of the organization and its employees but strategy is cursory or inappropriate Does not develop a strategy for organizational change that aligns with the needs of the organization and its employees 13 Articulation of Response Submission has no major errors related to citations, grammar, spelling, syntax, or organization Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas 9 Earned Total 100%