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Change Management
Describe at least three internal and external drivers of change for the organization in this simulation.
Internally, organizational changes are driven by three external pressures, as defined by Lewin's along the three-stage model of unfreezing, changing and refreezing employee behaviors. Motivating people during each of these change stages reinforces the acquired behaviors. Unfreezing involves the motivational factor of persuading people to replace the old behaviors and attitude with the preferred behaviors and attitudes by demonstrating the need for change by infusing employees with the knowledge and the confidence that the new behaviors and attitudes are needed to cope with external pressures. (Kreitner and Kinicki, 2004). Then, refreezing means the new behavior and attitude become integrated into the normal standard operating procedures of the organization. Then, the external pressures of positive reinforcement, modeling and coaching should be used to encourage the desired behaviors...
'Change and constancy are relative concepts; group life is never without change, merely differences in the amount and type of change exist' (Burnes, 2004) Internally, changing behavior involves instilling current employees with new data, behavioral models and new concepts to make them willing to change.
The organization in question was in a continuous state of adaptation, but because of a stagnant system integration market, the CEO of Synergetic Solutions had to integrate and design new complex network systems that demanded that the organization invest in new training and certification for the top engineers. This change generated an increase in revenue that equated to 20% of the company's revenue. The desire to maintained skilled employees convinced the CEO to take action by unfreezing existing behaviors an offering incentives for competency growth and including variable pay packages. This additionally motivated the employees and retained the most qualified engineers within the…
To implement the above change strategy in response to pressures, the CEO had to weight he current personnel needs, the changing needs of the external environment, the internal demands of the corporate hierarchical structures, and the emotional and economic demands of the employees.
What kinds of resistance might the leader expect to see? Identify and explain at least five of these. What strategies might you employ to manage each of these areas of resistance?
According to Kreitner and Kinicki, "Resistance to change is an emotional/behavioral response to the real or imagined threats to an established work routine." (Kreitner and Kinicki, 2004). Of the authors' ten reasons employees resist change, five reasons that were of particular impact in the scenario were: surprises and fear of the unknown, as when innovative or radically different changes are introduced without warnings, and the natural emotion/tendency for employees is to become fearful. To prevent the spread of invalid rumors, managers must develop communication plans to minimize employees' emotions of fear of the unknown. Secondly, a climate of mistrust can arise when change comes under pretense and deception and employees come to distrust their managers. In an effort to prevent such an undesirable climate of secrecy managers must honestly discussing coming changes. Thirdly, intimidating changes can cause employee to doubt their capabilities. To
1.3. Summary of argument, Hypothesis The role of leadership styles and their applicability to the success or failure of mergers, acquisitions and alliances is the focus of this research. Any leadership study, to be relevant, must also focus on the needs of those served by the organizations studies. That is why in the proposed Change Management Equilibrium Model have customer-driven processes at their center or core. The focus of the research
). Over time, from one second to the next, human behavior constantly changes, contributing to the fact that human behavior, consequently human cognition, constitutes a dynamic process. (Thelen and Smith, 1994). Communication, also a continuous interactive process, serves as the overtime interaction between the human motivated information processing system and the communication message. (Geiger and Reeves, 1993; Lang, 2000; Rafaeli, 1988) Media multitasking indicates a user will simultaneously experience exposure to content
The focus of each study is how to navigate the complexities of organizational change while keeping the company in balance and moving forward towards its objectives (Galbraith, 1982). One analysis concentrates on the structural components of an effective culture that is agile enough to change yet solid enough to be stable enough to grow on (Designing the Innovative Organization) (Galbraith, 1982). The other concentrates on how best to define
Leadership and Change Management Consider a change that has been recently introduced in your organization. Using relevant change and leadership theories, critically analyze the benefits and problems that introduction of this change has brought. TO WHAT EXTENT HAS LEADERSHIP CONTRIBUTED TO THE RESULTS OF THIS PROCESS? RasgGas is a joint venture gas company between Qatar Petroleum, the State of Qatar's national oil and gas company (majority stakeholder), and ExxonMobil, an American Integrated
leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of appropriate change management program can quickly send an otherwise profitable business venture into the dreaded domains of bankruptcy and losses. This paper is therefore dedicated to the investigation of the effects of leadership and change management on
ABSENCE MANAGEMENT: MY PERSPECTIVE Absence Management: My PerspectiveNameCourseInstructorDateTable of ContentsThe Problem ...................................................................................................................... 3Vision and Desired Outcome ............................................................................................. 5Barriers to Success ............................................................................................................. 8Recommendations: Short-Term .......................................................................................... 9Recommendations: Long-Term & Sustainability ............................................................... 10Effect of the Changes ............................................................................................. 10Sustaining Progress ................................................................................................ 11Anchoring Change as Part of the Culture ............................................................... 11Evaluation Tool ...................................................................................................... 12Success Stories ....................................................................................................... 12References ........................................................................................................................... 13Absence Management: My PerspectiveThe ProblemIn any organizational setting, the relevance of human resources cannot be overstated. It