Deliverable Length: 1000-1250 wordsLibrary Research AssignmentYou anticipate a great deal of resistance to change from theemployees of Pegasus, especially if there are layoffs involved. You andthe HRD group must first identify the emotional factors of change andthen present a plan to address these issues to the company in a meeting.You must consider the overall culture of the organization as well asall the subcultures. Individual Portion: Research how people andorganizations react to change, both positive and negative. If possible,interview coworkers, family, and friends who have experiencedsubstantial change in their lives. Review articles and books on howorganizations have successfully moved through changes, and study thosethat have failed to make changes to succeed. Develop a set ofrecommendations that will minimize the negative reactions fromindividuals and the organization to the change being planned forPegasus. Present your findings in an organized, well-researched reportof 1,000–1,250 words. Be sure to cite your sources using APA guidelines.**ScenarioYou are an internal consultant directed to plan the reorganizationfor Pegasus Company, a large aerospace research and development company.You work in the human resource development (HRD) department and havethree direct reports. Your team has never experienced reorganization,and you will be responsible for coaching them as well as facilitatingthe reorganization itself. The goal for you and the HRD team is to helpPegasus remain effective and efficient in today’s competitivemarketplace. Pegasus is widely known for its wind tunnel research technology.Scale models of new products (planes, helicopters, jets, space shuttles,etc.) are tested for imperfections, safety, and practicality. Pegasusis comprised of engineers, computer-aided design (CAD) designers,scientists, model makers, and administrative staff. The company startedout small and has grown rapidly over the past few years. With thatgrowth came the company’s organization into departments by skill group(e.g., engineering, design, R&D). By now, people in different skillgroups do not communicate to each other except to pass along designs,projects, and other pertinent ideas to complete project goals. This hascaused many problems in the past because each type of worker has his orher own language for his or her subculture of the organization.Therefore, projects take a long time to complete because of mistakes inthe plans, redoing the mistakes, and failing to take into account thespecifications of the scientists and engineers by the CAD designersbecause they have not been clearly communicated. The administration andleadership of the organization lack good skills in interpersonalcommunications because of their heavy science background, and they alsoneed leadership training in the form of management and executivedevelopment. The culture of the organization has been what has kept most peoplethere, not the compensation. In the past, the organization was open,nonhierarchical, and it enabled employees to pursue their professionalpassions. The main piece of the culture of Pegasus that has always ledto retention of employees is that the employees feel as though theirjobs are their life and that they have accountability for their part tothe greater whole of whatever project on which they are working. Many employees feel like the company is disintegrating because of thedifficulties in communication which, in turn, makes it more difficultto get the projects completed in a timely manner. This is leading torumblings among the staff about leaving Pegasus. Because Pegasus islocated in a highly concentrated technical area of the country, thereare other companies that pay better and seem to be more competitive forcontracts. The leaders of Pegasus are afraid of losing their best andbrightest employees and feel the pressing need to streamline theirorganization to remain effective, efficient, and competitive. You, as the lead internal consultant, are first tasked withrestructuring the organization. This may mean a reduction in force(RIF). You hope you can restructure without a RIF. You will also need tobring the various teams of employees together and teach themcommunication skills, process skills, and leadership skills that canhold the company together. You have your work cut out for you.