Social Responsibility and Marketing

.....gather and use in planning a change initiative? Why? How can the data gathered most effectively be harnessed to support the timing of change initiatives? Explain. Which of the models of change and intervention is most effective at balancing interests, ideas, and other relevant data when implementing change? Why? Dealing with and managing rapid change in technology, are norms for organizations in the modern world. They also have to confront communication dynamics among stakeholders, customers, and challenges in strategic capacities (Shah, Irani, & Sharif, 2016).

The team of researchers provided a lot of literature that showed a range of factors that illustrate the attitude, beliefs and intention of human beings; as a result of their unique life experiences. The development of human resource data base, however, by use of advanced IT could be of help in understanding such human behavior and attitudes in the period of change within organizations. A range of methods to collect employee information can be used before launching the change process (Shah, Irani, & Sharif, 2016).

There are many attempts to define Big Data in literature. However, it describes and determines massive and unstructured data sets that are complex to decipher and process. Yet it can increase the productivity and operations of a business entity. Therefore, although volume is an inherent characteristic of Big Data, other attributes suffice for companies that are driven by data. These include factors such as variety, velocity, veracity and variability. The focus, in this age of industry, has moved to data analysis and fast decision-making guided by immense volumes of information.

Big Data is a rich ingredient that can be used to drive change (Shah, Irani, & Sharif, 2016). The 8-step change model developed by Kotter is one of the best ones found: 1. Creating a sense of urgency: develop a significant chance to excite employees to sign for their organization's change. 2. Develop a guiding coalition: constitute a group with the impetus to lead and marshal efforts in collaborative change. 3. Form initiatives and develop a strategic vision: This is important to steer the change process aimed at achieving the vision. 4.

Obtain volunteer support: raise a large team with a zeal and inspiration for change. 5. Eliminate the change barriers. These include systems and structures that impede the fathomed change. 6. Unleash short-term victories: Track, produce and evaluate and hail volumes of both small and major achievements as you correlate to the results. 7. Make use of increased credibility to adjust and change systems, policies and structures that do not conform to the envisioned change. Encourage employees who can drive change by promoting them and giving them incentives.

Refresh the process with new exciting themes, projects and volunteers. 8. Explain the relationship between new behavior as encouraged in the change process and the success of the organization. Design means to facilitate the development of leadership and a succession (Quinn, Amer, & Lonie, 2012). 1. Maintaining the culture of a learning organization can be challenging.

To what extent is the maintenance of the culture of a learning organization the responsibility of the leader? How much responsibility rests on the other stakeholders in the organization? Why? It is essential to develop a learning culture for the sake of growth in organizations today. Some of the many advantages include employee efficiency, increased productivity, better communication and cooperation. It plants loyal seeds in the minds of both employees and clients (Peacock, Carson, & Marquardt, 2016).

Although a formidable learning culture provides a reliable competitive advantage, Are de Geus, the head of strategic planning at Shell Oil Company, also a professor at the London Business School, says that such culture is, in fact, a critical asset for the corporate entity (Peacock, Carson, & Marquardt, 2016). The coach is the umpire that oversees learning. The coach is an essential component of the team.

The coach is charged with setting the tone, boosting team performance, enhancing competencies, managing time, fostering reflection and identifying what should and or has been learned. The coach facilitates the development of a climate conducive for learning. The role develops critical thinking, develops listening skills, stirs the culture of questioning and reflection and encourages teamwork. Leadership skills are, thus better developed under action that is facilitated by a certified coach (Peacock, Carson, & Marquardt, 2016). 2.

What criteria should be used to assess the sustainability and growth potential of an organization as a learning organization? What is the rationale for selecting these criteria? The core issue in organizations now is not whether they should train. Rather, it is whether the strategies employed in training are effective. Such a position is backed by research that has shown that evaluation is pertinent in order to establish its worth (Mavin, Lee, & Robson, 2010). It has been observed that successful corporate entities often have a coaching ethos.

Personalized learning is achieved through coaching conversations. The generalized approach has fast lost application in modern day. Coaching helps individuals take responsibility.