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Change Project a Variety of Technical and

Words: 5192 Length: 20 Pages Document Type: Essay Paper #: 52835049

Change Project

A variety of technical and management issues arise during the implementation and operation of any change process. Change management in technology projects is essential to implement and monitor mechanisms to support and control users, business, and technology (Yarberry, 2007). There are different change project modules used at any stage of a project development. These include the change curve, Lewin's change management model, and Beckhard and Harris change model used in the understanding phase. The project-planning phase uses the impact analysis, Burke-Litwin, McKinsey 7s framework, Leavitt's diamond, organization design, and SIPOC diagrams. The implementation stage uses Kotter's 8-step change model, training needs assessment, while the communication change uses stakeholder analysis, stakeholder management, mission statement, and vision statements. In this analysis, the Leavitt's Diamond, the Kotter's 8-step change model, and Leavitt's model for organizational change is concerned with the interdependence of four main factors, including structure, people, technology, and task.…… [Read More]

References

Aladwani, A.M. (2001). Change Management Strategies for Successful ERP Implementation. Business Process Management Journal 7, 266.

Bruckman, J.C. (2008) Overcoming Resistance to change: Casual Factors, Interventions, and Critical Values. The Psychologist-Manager Journal, Psychology Press 11, 211-219.

Cameron, E. & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. Philadelphia, PA: Kogan Page

Davison, R. (2002) Cultural Complications of ERP. Association for Computing Machinery. Communications of the ACM 45, 109.
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Change Management and Lewin's Change

Words: 2072 Length: 6 Pages Document Type: Term Paper Paper #: 41907253



Yes, the merger may have been a good idea in the beginning and would have allowed both companies to form a considerable economy of scale, but only if they could work out their differences and be able to make the changes necessary. According to Lewin's model they never even got past the first age, therefore they were never able to make the changes in the first place. A merger requires that both companies "unfreeze" of their business model and other elements of their company. Unless they can get past the first age, they will not be able to get to the second and third stage of the change model. This one the key lessons that is learned by the failed merger of Daimler-Chrysler.

In 2007, the failed restructuring attempt led to the decision by Daimler AG to sell Chrysler to Cerberus Capital Management (Szczesny, 2007). One of the key reasons…… [Read More]

References

Daimler. (2006). DaimlerChrysler Creates New Management Model. January 24, 20006. Retrieved February 22, 2011 from  http://www.daimler.com/dccom/0-5-7171-1-583502-1-0-0-0-0-0-9296-7164-0-0-0-0-0-0-0.html 

Kadapa, S. (2008). Change Management Analysis of Daimler-Chrysler Merger. Retrieved February 22, 20110 from  http://www.associatedcontent.com/article/1306208/change_management_analysis_of_daimler.html?cat=27 

[email protected] Wharton (2000). Has DaimlerChrysler Hit the Breakdown Lane or Just Stopped to Fill Up? Retrieved February 22, 2011 from  http://knowledge.wharton.upenn.edu/article.cfm?articleid=290 

Mindtools (n.d.) Lewin's Change Management model. Retrieved February 22, 2011 from  http://www.mindtools.com/pages/article/newPPM_94.htm
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Change Management Model and Project

Words: 684 Length: 2 Pages Document Type: Essay Paper #: 63664616

Change management is one of the most important components in the successful operations of a company or business organization. The modern business environment is characterized by numerous changes that are attributable to various factors including technological developments and globalization. In this regard, business organizations or companies increasingly face the need to adopt changes in their operations in order to align their businesses with the industry they operate it. However, the process of instituting organizational change in complex and can hurt a company’s operations if not conducted appropriately. As a result, there are various change management models that have been developed to help the management in instituting and managing organizational change. These models help in management of planned and unplanned change in the organization in order to enhance its efficiency and effectiveness in the industry or market it operates in. Some of these change management models include Kurt Lewin’s Three-Step Change…… [Read More]

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Change Management an Evaluation of the OD

Words: 580 Length: 2 Pages Document Type: Essay Paper #: 27167031

Change Management

An Evaluation of the OD Approach to Change

Change may occur in a number of ways, reflecting practical differences in the way it is implemented as well as the attitudes of management in the implementation. The current fashion in management literature, reflecting the predominant management theories is the utilization of organizational development values, with a softer and more humane approach to change management. This approach may be seen as contrasting significantly with the harder approaches to change management, often argued as the more favourable approach, but it is not always the best approach.

In order to appreciate when the OD approach is beneficial, and harder approach may be more useful it is necessary to examine both models and consider their application. To appreciate the differences a useful approach can be achieved by looking at Beer and Nohria (2000a, p136) model where change is divided into two types; Theory…… [Read More]

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Change Plan for SBAR Implementation Change Proposal

Words: 1354 Length: 4 Pages Document Type: Essay Paper #: 8131859

Change Plan for SBA Implementation

Change Proposal - Healthcare

Change Proposal

Change Issue

The benefits of the SBA are apparent to the nursing staff in the Labor, Deliver, ecovery, and Postpartum Unit of St. Johns Hospital Birth Center. All nursing staff receives training in SBA and it has been implemented -- successfully -- for a few months at a time. However, nursing staff soon return to the historical ways of communicating about patient care, which has predominantly been by giving a verbal report.

Benefits of SBA. SBA stands for Situation-Background-Assessment-ecommendation and it is a framework for communication about patients' conditions that is used by members of a healthcare team. The following discussion is from the Institute for Healthcare Improvement (2011) website. The benefits to using SBA by hospital staff are: (a) It is an easy-to-use, easy-to-remember mechanism; (b) it is a concrete way to frame conversations that fosters effective and…… [Read More]

References

Ambrose, D. (1987). Managing Complex Change. Pittsburgh, PA: The Enterprise Group Ltd. Retrieved

Ducker, P.F. (1993). The New Realities. New York, NY: Harper & Row. Retrieved  http://books.google.com/books?id=WmAsWS9-fFsC&printsec=frontcover&dq=drucker+the+new+realities&hl=en&src=bmrr&ei=ASoRTvqyIZDUtQPs4pWADg&sa=X&oi=book_result&ct=book-thumbnail&resnum=1&ved=0CCoQ6wEwAA#v=onepage&q&f=false 

Golden, B. (2006). Transforming healthcare organizations, Healthcare Quarterly, 10(Spring), 10-19. Retrieved  http://www.longwoods.com/content/18490 .

Kotter, J.P. (1996). Leading Change. Boston, MA: Harvard Business School Press. Retrieved  http://books.google.com/books/about/Leading_Change.html?id=ib9Xzb5eFGQC
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Change Management in Healthcare Organizations

Words: 16366 Length: 42 Pages Document Type: Multiple Chapters Paper #: 93329389



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 to either validate or refute the model is based on consistency and collaboration as two factors that also serve to create greater levels of integration between the two or more healthcare providers merging or changing their organizational structures to better serve the market. This market orientation is what many public-ally-owned and operated healthcare providers struggle with, as often the source of funding becomes their "customer" or whom they serve (Brinkmann, O'Brien, 2010). Studies by AM esearch for example show…… [Read More]

References

Abbott, R., Ploubidis, G., Huppert, F., Kuh, D., & Croudace, T.. (2010). An Evaluation of the Precision of Measurement of Ryff's Psychological Well-Being Scales in a Population Sample. Social Indicators Research, 97(3), 357-373.

Faten Fahad Al-Mailam. (2004). Transactional vs. Transformational Style of Leadership-Employee Perception of Leadership Efficacy in Public and Private Hospitals in Kuwait. Quality Management in Health Care, 13(4), 278-284.

Antonakis, J., & House, R.J. (2002). The full-range leadership theory: The way forward. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. 3 -- 33. Boston: JAI Press.

Avolio, B.J., & Yammarino, F.J. (2002). Introduction to, and overview of, transformational and charismatic leadership. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. xvii -- xxiii. Boston: JAI Press.
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Change Using Kotter's 8 Steps the Three

Words: 1571 Length: 4 Pages Document Type: Research Paper Paper #: 66692477

Change

Using Kotter's 8 steps, the three most significant errors made out of all the change stories presented were: McDonald's failure to create urgency when it implemented its initial menu changes; Kodak's failure to communicate its vision for change; and Fiorina's failure to form a powerful coalition prior to the merger between HP and Compaq Computer Corp. However, it is important to keep in mind that Kotter's approach may not best describe organizational change; its popularity may be more attributable to its usable format than from any evidence that Kotter's approach to change management is superior to competing approaches (Appelbaum et al., 20120).

McDonald's made half-hearted efforts to respond to consumer demands for healthier menu options. However, at that time, it had not seen any reduction in profits because of the perceived lack of nutritional value of its offerings and was not committed to expanding beyond its traditional fast-food repertoire.…… [Read More]

References

Applebaum, S., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting

Kotter's 1996 change model, Journal of Management Development, 31(8), 764-782.

Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach, 2nd Ed. McGraw-Hill.

Parker, D., Verlinden, A., Nussey, R., Ford, M., & Pathak, R.D. (2013). Critical evaluation of project-based performance management: Change intervention integration, International Journal of Productivity and Performance Management, 62(4), 407-419.
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Change Review in the Business

Words: 1907 Length: 6 Pages Document Type: Term Paper Paper #: 57458425

There is no acknowledgement that leaders may indeed be flexible according to the situation and followers that they are dealing with. Even though women, for example, may favor a more laissez-faire type of leadership style than men (Eagly, Johannesen-chmidt & Van Engen), this does not mean that they will do so in all circumstances, or indeed that all female leaders will have this tendency.

The Path-Goal Theory

The path-goal theory is one of the most flexible and popular models used in the changing business world today. It allows for an integration of various styles, personalities and situations. The components inherent in this theory is the particular path that employees are expected to follow in order to reach a certain desired goal. The position of the leader in this model is to provide followers with desirability in terms of goals and the removal of obstacles along the way towards obtaining the…… [Read More]

Sources

Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M.L. (2003, July). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569-591.

Hughes, Richard L., Ginnett, Robert C. & Curphy, Gordon J. (2002). Leadership: Enhancing the lessons of experience (4th ed). New York: McGraw Hill.

Kuriger, Craig C. (2006, July/August) Workplace change and worker fears: when new technology enters the workplace. Army Logistician

Parker, Dennis R. (2002, January/February). Create opportunities, not fear, through change. Leadership.
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Change Implementation Models

Words: 1933 Length: 6 Pages Document Type: Essay Paper #: 82019333

Kotter's and Lewin's models and discusses their roles as diagnostic tools and as implementation agents. It is the nature of organizations to face constant change, whether the source comes from competitive pressures, new opportunities, technological advances or new initiatives and so forth. Both models offer a methodology for effectively managing change.

Kotter's 8-Step Change Model

Change management models help organizations to effect change in a systematic manner while avoiding some of the pitfalls associated with organizational change development. According to John Kotter, organizations frequently make the same mistakes when they try to bring about change; they allow too much complacency or they fail to communicate and so forth (Reynolds, 2009).

Kotter's 8-step change model has been shown to be a powerful and successful method for implementing change. The purpose of Kotter's model is to efficiently and effectively achieve change management. People respond better to change when they are actively involved…… [Read More]

Works Cited

21st Century Leader. (n.d.). Kotter's eight step model of change. Retrieved January 12, 2012 from: http://www.21stcenturyleader.co.uk/kotter/

Chapman, A. (2010). Change management. Retrieved January 12, 2012 from:  http://www.businessballs.com/changemanagement.htm 

DealTime. (2000). Leading change, or changing leaders? [Review of the book Leading Change]. Retrieved from http://www.dealtime.com/Leading_Change_by_John_P_Kotter/leading-change-or-changing-leaders/RD-990772/reviews

Faucheux, M. (2009). Negotiating the advantages and disadvantages of change management. Retrieved January 12, 2012 from:  http://www.brighthub.com/office/project-management/articles/18477.aspx
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Change Management It Begins by

Words: 995 Length: 4 Pages Document Type: Term Paper Paper #: 37701229

The first is structural resistance. This resistance may lie in the organization's rigidities as demonstrated by their current structure.

Closed mind-sets of organizational members offer another form of resistance to change. This is often found in a dedication to obsolete business strategies. Organizational members may simply not see the value in the change to occur, when compared to existing processes and procedures. Dan Sweeney, a vice president at IBM's retail consulting practice, found IBM in exactly this situation.

The corporation was stuck in their mechanistic command and control model, a business strategy that had lost its effectiveness (Engdahl, 2005).

The organization may also be entrenched in organizational culture that simply isn't conducive to change. In some instances the organizational values can be a powerful motivator of change, however, in others, it may be a strong resistor. This is especially true in the instances where organizational members don't have the skills…… [Read More]

References

Engdahl, R. (Summer 2005). Organization evolution: The natural change model for organizational structure in changing times. Organization Development Journal, 23(2). Retrieved June 9, 2005, from Proquest database.

Gray, S.N. (Summer 2005). Tipping points: Building momentum for lasting change. Organization Development Journal, 23(2). Retrieved June 9, 2005, from Proquest database.

Schaafsma, H. (1997). A networking model of change for middle managers. Leadership & Organization Development Journal, 18(1). Retrieved June 9, 2005, from Proquest database.

Weymes, E. (May 2003). Relationships not leadership sustain successful organizations. Journal of Change Management, 3(4). Retrieved June 9, 2005, from Proquest database.
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Change Management Plan for RI Mike Lucas

Words: 3843 Length: 11 Pages Document Type: Essay Paper #: 10228403

Change Management Plan

For I

Mike Lucas

The role of change

"Change is so pervasive in our lives that it almost defeats description and analysis" -- (Mortensen, 2008)

Change at any level, individual or collective (communal/familial, societal, or organizational), is a complex and challenging process that requires time, energy, commitment, and often some level of distinct intention and sacrifice, on both the front and back ends of the process. Change describes both the action(s) and the result(s) of any type of alteration, modification, transformation, or exchange of one behavior/idea for another from smaller-scale individual changes to large-scale organizational (or social systems) changes.

At any level, the process of change needs to be managed to some degree. Generally, individuals can manage their own processes of change and in many individual cases, change may happen more spontaneously. Change that occurs in systems, like organizational change, requires a more strategic (or structured) approach…… [Read More]

References

Mortensen, Chris, 2008, Change, In Zalta, Edward (ed.), The Stanford Encyclopedia of Philosophy found at  http://plato.stanford.edu/archives/fall2008/entries/change/ >.

Stace, D & Dunphy, D 1994, Beyond the Boundaries, Leading and Re-Creating the Successful Enterprise, McGraw-Hill, Roseville, NSW.
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Models Processes and Techniques of Implementing Change

Words: 1706 Length: 5 Pages Document Type: Term Paper Paper #: 89916215

Managing Change

Models, processes, and techniques of implementing change

Most businesses understand and know that there is a need for change, but few actually know where to start when it comes the implementing change. Change is vital to ensure that a business manages to keep up with the changes taking place in the business world. The businesses that manage change well will thrive, while those that fail struggle to survive. The success of any change within a business is determined by how well people understand the change process. There are three main models that businesses across the world prefer when implementing change. The models are Lewin's change management model, McKinsey 7-S model, and Kotter's 8-step change model.

Kurt Lewin developed Lewin's change management model in the 1950s. Lewin noted that many people prefer to operate within certain safety zones. In order to implement change, he proposed three stages to change.…… [Read More]

References

Baldwin, T.T., Bommer, W.H., & Rubin, R.S. (2012). Managing organizational behavior: What great managers know and do.

Cummings, T., & Worley, C. (2014). Organization development and change. Boston, MA: Cengage learning.

Hayes, J. (2014). The theory and practice of change management. 4 Crinan St., London, N1 9XW: Palgrave Macmillan.
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Change Management

Words: 3839 Length: 13 Pages Document Type: Essay Paper #: 30685639

Introduction
A change management plan to implement a new process in the workforce to allow for a business to provide more personalized service is needed in the retail industry (Aloysius, Hoehle, Goodarzi & Venkatesh, 2018). Brick and mortar stores must do something to differentiate themselves from e-commerce businesses, which can provide more convenience to shoppers who prefer not to have to leave their homes. In other words, brick and mortar retailers need to give consumers a reason to come in—and that reason is personalized service. This has been demonstrated successfully by companies like Best Buy, which introduced the Geek Squad to provide a service-oriented approach to consumers so as to get them physically into the store (Meyer, Shankar & Berry, 2018). This paper will discuss the topic of implementing a service-oriented approach to consumers for brick and mortar retailers as a change management plan, using examples such as Best Buy…… [Read More]

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Change Implementation at Toyota Company

Words: 1747 Length: 5 Pages Document Type: Term Paper Paper #: 75099499

Kotter Change Management Model

Many companies around the world have used the emergent change approaches, but many have not been able to stand the test of time. From their experiences, Kotter's model has a long-standing high reputation with flexibility in dealing with the vast issues and problems experienced by companies during the change. Toyota is a lean manufacturing company, and their processes involve change and improvements. The changes that occur in the company require them to have the commitment of both the management and leadership; good channels of communication; team development; cultural readiness and the autonomy of employees. In our case, we are going to apply Kotter's model in dealing with their H situation where employees wish to be given freedom (Cameron & Green, 2012). They argue that must execute duties but lack that freedom and this has hindered them from giving their best. Additionally, they want the training they…… [Read More]

References List:

Appelbaum, S. H., Habashy, S., Malo, J. & Shafiq, H. (2012). Back to the Future: Revisitingkotter's 1996 Change Model. Journal of Management Development, 31(8): 764-782

Cameron, E. & Green, M. (2012). Making Sense of Change Management: A Complete Guide to The Models Tools and Techniques of Organizational Change (3r Ed.). USA: Kogan Page Publishers.

Palmer, I., Dunford, R. & Akin, G. (2009). Managing Organizational Change: A Multiple Perspective Approach (2nd edition). New York: McGraw-Hill

Self, D. R. & Schraeder, M. (2009). Enhancing The Success of Organizational Change. Matching Readiness Strategies with Sources of Resistance. Leadership & Organizational Development Journal, 30(2): 167-182
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change management theories

Words: 1012 Length: 3 Pages Document Type: Essay Paper #: 66772679

1940
Kurt Lewin
The theory outlines three stages including the unfreeze, make changes and refreeze stages (Levasseur, 2001). In the unfreezing stage, the current processes are unearthed to examine how matters are undertaken. This implies examining each phase and human interrelation for prospective improvements. The second phase encompasses the deployment of the changes and providing guidance to the team as they adapt. In this stage, aspects such as constant communication, training and support are pivotal in order to restrict any for, of challenges in the transition. It also includes a change in the organization’s policies, norms, and policies. The final phase of refreezing is aimed to stabilize the new change to safeguard it from regressing. Frequent reviews need to be undertaken to ascertain that the new approaches are being adhered to (Hossan, 2015). In the first phase, the staff becomes cognizant of and acknowledges the need for a change. The…… [Read More]

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Change Management in the NFL

Words: 8314 Length: 2 Pages Document Type: Capstone Project Paper #: 85473156

Leadership and Organizational Change Potential in the NFL

Organizational Problem or Opportunity

Description of the Problem or Opportunity

Purpose of the Investigation

Management/Business

Audience

Summary of Section Highlights

Problem or Opportunity Background

• Current State of the Target Organization

• elevant Organizational Processes or Systems or Functions

• elevant Theory

isk Management

Organizational Change

Lewin's Change Management Model

McKinsey 7-S Model

Kotter's 8 Step Change Model

Leadership

Corporate Social esponsibility

Investigative Steps

Investigative Approach and Design Strategies

• Investigative Approach

• Theory Thread Strategies

• Data Collection and Preparation Strategies

Investigation Parameters or Limitations

Summary

Findings of the Investigation

Introduction

elevant Analysis

Overall Findings: A Synthesis

Summary

Interpretation and ecommendations 34

Organizational Implications 34

ecommendations 34

• Implications for Decision Makers 35

• Future esearch 35

Summary 36

eferences 37

Executive Summary

The National Football League (NFL) is currently the most popular sport with American adults, however this position is…… [Read More]

References

Bass, B. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bass, B. (1999). Two decasdes in research and development in transformational leadership. European Journal of Work and Organizational Psychology, 9-32.

Benta, D. (2011). On Best Practices for Risk Management in Complex Projects. Informatica Economica, 142-152.

Business Dictionary. (N.d.). Change Management. Retrieved from Business Dictionary:  http://www.businessdictionary.com/definition/change-management.html
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Changing Health Behaviors

Words: 649 Length: 2 Pages Document Type: Research Paper Paper #: 27333006

health behavior theories,' what comes to mind?

When I surveyed my nursing colleagues regarding their knowledge of health behavior theories, I encountered a very diverse range of responses. Some of them were aware of specific theories pertaining to health behaviors such as Nola Pender's Health Promotion Model or the Stages of Change Model. A few were not aware of specific theory names but had a general sense of theories which impacted their practice, such as the notion of 'contemplation' in the Stages of Change Model which suggests that first people must contemplate change before they are capable of enacting it.

In general, the practitioners that were most cognizant of specific health behavior theories had the most positive feelings about these constructs. Even if they did not use them consciously on a regular basis, they said that they did at times unconsciously influence their practice. One nurse who worked with young…… [Read More]

References

Marsden, P. (2005). Memetics and social contagion. Viral Culture. Stanford. Retrieved from:

 http://web.stanford.edu/~kcarmel/CC_BehavChange_Course/readings/Additional%20Resources/social%20contagion/Social%20Contagion.htm 

The transtheoretical model. (2015). ProChange. Retrieved from:

 http://www.prochange.com/transtheoretical-model-of-behavior-change
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Stories of Change

Words: 1306 Length: 4 Pages Document Type: Term Paper Paper #: 9976991

Change management initiatives of HP, IBM, Kodak, and McDonald's

Kotter's Model

Although it is said that the only constant in business is change, the need for change has thwarted many potential corporate superstars of the recent past, including Hewlett Packard, IBM, Kodak, and McDonald's. Although these companies were able to deal with the changes demanded by exterior economic circumstances and internal corporate pressures with varying degrees of success, all met with roadblocks on their way to pursuing change. Kotter's model for successful change suggests that all change entails a certain amount of urgency; a period of coalition building during the pre-change process; the need to create a vision for the change; communicating that vision; removing obstacles; creating short-term wins; building on the change; and permanently anchoring that change in the corporation's culture (Kotter's 8-step change model, 2013, Mind Tools).

HP: Three significant errors

However, in the case of HP, critical…… [Read More]

References

Adamy, J. (2007). For McDonald's, it's a wrap. The Wall Street Journal. Retrieved:

 http://online.wsj.com/article/SB117012746116291919.html 

Kotter's 8-step change model. (2013). Mind Tools. Retrieved:

 http://www.mindtools.com/pages/article/newPPM_82.htm
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How Change Efforts Differ

Words: 1872 Length: 6 Pages Document Type: Case Study Paper #: 99403600

Change Management

How Change Efforts Differ

Successful organizational change strategies are the key to allowing organizations to utilize their resources in the most effective manner. Many different change strategy methodologies have been introduced over the years. esearch into change strategies has advanced and many different models have been developed that will replace some of the earlier traditional models. The question then, that every change manager must ask themselves is which change model is best for their organization. This research will explore how change strategies differ and some considerations in how to choose the correct strategy for your organization.

Two basic approaches have developed to corporate change management. The universal and contingent approaches represent traditional views of change management. In a study conducted by Dunphy and Stace (1993), 13 service sector organizations were explored to investigate which organizational change strategies were most effective. esults of their study indicate that universal models…… [Read More]

References

Dunphy D. & Stace, D. (1993). "The strategic management of corporate change Human Relations," 46(8), 905-920.

Nadler, D.A. & Tushman, M.L. (1989). "Organizational Framebending: principles for managing reorientation." Academy of Management Executive, 3(3), 194-204.

Sathe, V. (1983). Implications of Corporate Culture. A Manager's guide to action. Organizational Dynamics, 5 -23.
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Change There Are a Few Instances Were

Words: 960 Length: 3 Pages Document Type: Essay Paper #: 21342889

Change

There are a few instances were a company tried to institute a large-scale organizational change effort and failed. One recent one was with the FedEx purchase of Kinko's. FedEx had decided that Kinko's would complement its business since they had many mutual customers. The shipping company also felt that if it could professionalize the information Kinko's it would improve the company's profitability. That was not to be. Kinko's had a strong organizational culture that was a bad fit with the FedEx culture. Kinko's culture was informal in nature, while FedEx has a formal culture based on a high level of professionalism. After years of failing to integrate Kinko's into the FedEx culture, FedEx ended up taking a massive writedown on the transaction and rebranding the subsidiary as FedEx Office in an attempt to kill off any remaining Kinko's culture within the organization.

The change was radical, not incremental. FedEx…… [Read More]

References:

Morris, B., Neering, P. (2006). The new rules. Fortune International In possession of the author

Goldgeier, D. (2007). A ream of culture clashes at FedEx Kinko's. AdPulp. Retrieved May 5, 2013 from  http://www.adpulp.com/a_ream_of_cultu/ 

Deutsch, C. (2007). Paper jam at FedEx Kinko's. New York Times. Retrieved May 5, 2013 from  http://www.nytimes.com/2007/05/05/business/05kinkos.html?_r=2&oref=slogin& ;
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Change Definition of Change Change

Words: 1211 Length: 3 Pages Document Type: Essay Paper #: 45170505



Existence value of resistance

Organization change involves introducing new conversations and shifting existing conversations and patterns of discourse. However, new conversations have a hard time competing with existing conversation and so the challenge for change agents is getting new conversation heard. This is where resistance can be of value. esistance helps to keep the conversations in existence. Although talking negatively or complaining and criticizing have been viewed as resistance, it can be beneficial because it keeps the topic alive, giving other the opportunity to participate in the conversation.

Engagement value of resistance

esistance is one possible form of engagement with change acceptance and ambivalence being others and might, in some cases, reflect a higher level of commitment than acceptance, because some resistance is thoughtful. Change recipients who are highly committed to the success of the organization but who disagree with proposed change because it threatens something of value to them…… [Read More]

References

Issham Ismail, 5th. (2010). Proceeding of the 5th International Conference on ELearning: Universiti Sains Malaysia, Penang, Malaysia, 12-13 July 2010. Academic Conferences Limited.

Yuxia Qian, Ohio University. (2007). A communication model of employee cynicism toward organizational change. ProQuest.

Paul Parkin. (2009). Managing Change in Healthcare: Using Action Research. SAGE Publications Ltd.

Ford, J.D., Ford L.W. & DaAmelio (2008). Resistance to change: The rest of the story. Academy of Management Review, 33, 362-377.
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Change Management Implications of Lenovo's

Words: 3729 Length: 10 Pages Document Type: Term Paper Paper #: 66945424

According to Liao (2006), "The companies have entered into significant, long-term agreements that give Lenovo customers preferred access to IBM's world-class customer service organization and global financing offerings. This will enable Lenovo to take advantage of IBM's powerful worldwide distribution and sales network. Lenovo's customers are able to count on the entire IBM team - including sales, services and financing - for access to IBM's legendary end-to-end it solutions" (p. 3). In addition, pursuant to IBM's five-year contractual commitment, it will also provide Lenovo with warranty services and provide Lenovo customers with leasing and financing arrangements. According to Liao, "Through this long-term relationship, customers will receive the best products with the lowest total-cost-of-ownership" (2006 p. 3). Among the company's initiatives in this final phase of the change management process were additional efforts to further support their new dual business model. To this end, Lenovo upgraded its technology to work with…… [Read More]

References

About Lenovo. 2007. Lenovo: United States. [Online]. Available:  http://www.lenovo.com/lenovo/us/en/ .

Bass, Bernard M. 1997. "Does the Transactional -- Transformational Leadership Paradigm Transcend Organizational and National Boundaries?" American Psychologist, 52(2), 130.

De Angelis, a.P. 2006, Spring. Don't 'dis' Chinese science. Issues in Science and Technology, 22(3), 31.

Dessler, Gary. 2006. "Expanding into China? What Foreign Employers Should Know about Human Resource Management in China Today." SAM Advanced Management Journal, 71(4), 11.
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Change Management A Case Study

Words: 4844 Length: 18 Pages Document Type: Research Proposal Paper #: 20867591

In this system, in which we must increasingly compete for students and research dollars and create new sources of funding, international university rankings are the utmost importance." (Probert, 2006) it is emphasized in this report that these changes are of great significance toward ensuring "greater strategic capacity within the Faculty." Probert (2006) relates two key changes which have been proposed and states them as follows:

1) the reduction in number of existing departments to ensure increased accountability and improved governance structures, and;

2) the creation of a Faculty Executive based on the Heads of School and key Associate Deans. (Probert, 2006)

There are two benefits from these changes noted and stated specifically is: "Growing Esteem requires us to work collaboratively as a Faculty in new ways (for example, in the management of the A, the improvement of the graduate student experience, development of Graduate Schools, multi-disciplinary teaching and research, as…… [Read More]

Bibliography

2007 BA Curriculum Review: Terms of Reference (2007) Faculty of Arts Renewal Strategy. The University of Melbourne. Online available at  http://www.arts.unimelb.edu.au/campus/curriculum-review/index.html 

Considine, Mark (2007) Curriculum in the University of Melbourne Bachelor of Arts: Report of the Review Panel. 26 Sept 2007. Online available at  http://www.arts.unimelb.edu.au/campus/curriculum-review/D 'AgostinoReport.pdf

Draft for Consultation (2007) the University of Melbourne - Implementing the Melbourne Student Services Model. Proposed Staff Transition Processes. 7 Sept. Online available at  http://www.arts.unimelb.edu.au/staff/mssm/MSSM_staff_transition_process_consultation_DRAFT20070907.pdf 

Melbourne Student Services Model (Student Services Hub) Implementation Project Reference Group (2007) the University of Melbourne. Online available at  http://www.arts.unimelb.edu.au/staff/mssm/reference-group.html
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Change Cycle in an Organization As Literature

Words: 533 Length: 2 Pages Document Type: Essay Paper #: 84018109

Change Cycle in an Organization:

As literature (Anderson 2001, Gelinas 1998, Olson 2001, Smith 1997) refers that process of organizational change starts from establishing a committed leadership through the need for and vision of the change to taking action, supervising the improvement and closing out the change. The basic organization change cycle is as under:

Launching A Committed Leadership:

Here we need to share stories within the organization about the need of change, passion one is having for change and how change helps in past and when change did not work. We need to decide that in any future possible situation who will take a stand? What a leader will do for taking stand? Why a leader needs to take stand?

Smell The Need For Change:

Before making a change we should know very well about some issues which arises questions like what is the current situation. Why do we…… [Read More]

End notes:

www.businessballs.com

Aderson, Dean And Linda (2001).Byond the change management, advanced strategies for todays transformational leaders.
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Change as We Will See in the

Words: 2993 Length: 10 Pages Document Type: Essay Paper #: 88894956

Change

As we will see in the case studies, leadership is a decisive factor in the process of diagnosing and in the implementation of changes in the operation of a corporate organisation. IT, HR and corporate work ethics may be excellent. However, without secure and decisive leadership, the best organisational makeovers can fail miserably.

In this part of the essay, this author will illustrate three models and techniques in the change management professional literature for diagnosing organisations. ith regard to this, we will compare and contrast three different diagnostic models/techniques, including the main strengths and weaknesses of each. In this discussion, we will also examine the relationship between each diagnostic model/technique and the organisational development and political approaches to organisational change.

In the first we will consider, a great person and a great organisational management team leads change and the charge, focusing in on areas that needs to be changed.…… [Read More]

Works Cited

Aloini, D., Dulmin, R., & Mininno, M. (2007). Risk management in erp project introduction: Review of the literature. Information & Management, 44, 547 -- 567.

Flamholtz, E.G. (2011). The leadership molecule hypothesis: Implications for entrepreneurial organizations. International Review of Entrepreneurship, 9(3), 1-24.

Ford, M.W., & Evans, J.R. (2006). The role of follow-up in achieving results from self-assessment processes. International Journal of Quality & Reliability Management, 23, 589-606.

Friedman, B.A. (2007). Globalization implications for human resource management roles. Employment Responsibility Rights Journal, 19, 157 -- 171.
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Change Is Never Easy One of the

Words: 657 Length: 2 Pages Document Type: Case Study Paper #: 63541385

Change Is Never Easy

One of the hardest things for any company to accomplish is graceful change. This is true for at least several reasons. The first is that change is psychologically difficult: Letting go of the known for the unknown, even when the unknown is likely to be a good deal better, can seem fraught with numerous perils. The other major reason that change can be so difficult for companies and other large organizations is that group enterprises require a relatively high level of stability and predictability to thrive. Even an organization that is composed of highly skilled, intelligent, and flexible people cannot change as quickly as can a single individual. This is simply too much inertia in the system and too many specific relational dynamics that have to be shifted for change to occur as quickly as can be the case with an individual.

That said, it remains…… [Read More]

However, this research does not stop at the idea that inertia exists as a powerful force in organizations; rather, after acknowledging the power of inertia, the authors moved past this idea (which does not account for the real and successful changes that can and do occur in a number of organizations) to incorporate "theories of organizational learning and innovation not found in the original formulation of structural inertia. The result is a broader model of inertia and momentum in organizations."

In other words, any sophisticated analysis of change must be able to account for the ways in which organizations resist change in the name of stability but also how they are able to overcome this inertia and actually effect change. One of the most important aspects of this piece of research -- and a strength that was in fact exhibited by CMIG -- is that organizations tend to resist change not out of weakness but because stability (which can here be seen as the counterpart to change) is valued by so many different stakeholders:

Hannan and Freeman's (1984) structural inertia theory offers a model of the process of organizational change that includes both internal and external constraints on organizational change. The first part of their argument addressed the probability of organizational change. They argued that organizations exist because they are able to perform with reliability and, if questioned, to account rationally for their actions. Reliability and accountability are high when organizational goals are institutionalized and patterns of organizational activity are routinized, but institutionalization and routinization also generate strong pressures against organizational change. Thus, the very characteristics that give an organization stability also generate resistance to change and reduce the probability of change. The second part of their argument dealt with the effect of organizational change on survival. They argued that because both internal and external stakeholders prefer organizations that exhibit reliable performance and because change disrupts both internal routines and external linkages, organizational change is hazardous. (Amburgey, Kelly, & Barnett, 1993).
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Change Management Questionnaire

Words: 580 Length: 2 Pages Document Type: Term Paper Paper #: 62499494

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). hen, refreezing means the new behavior and attitude become integrated into the normal standard operating procedures of the organization. hen, the external pressures of positive reinforcement, modeling and coaching should be used to encourage the desired behaviors continuance. 'Change and constancy are relative…… [Read More]

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
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Change Theories Change Management and

Words: 1022 Length: 3 Pages Document Type: Term Paper Paper #: 91195673

If the need for change is accepted, rationally, then emotionally, then gradually workers will become more willing and open to learn, and to incorporate the change into the organization's standard operating procedures. Individuals are more apt to accept change if, for example, they are convinced that it will improve patient care in the long run, than if the directive is merely dispensed as required because 'management says so.'

The critical aspect of fifth phase of the change process of "learning" is how changes are introduced. Communicating is an essential aspect of 'buy-in' but so is fostering a positive sense within the organization about the proposed changes by 'creating early wins' (Campbell 2008). This will lead to an increase in people's perceived own competence in their new roles. Unfortunately, starting with easier projects is not always feasible, but even if it is not, a Clinical Nurse Leader must be particularly sensitive…… [Read More]

References

Campbell, Robert James. (2008, January/March). Change management in healthcare.

The Health Care Manager. 27 (1): 23-39

Recklies, Oliver. (2010). Managing change. The Manager. Retrieved February 24, 2010 at  http://www.themanager.org/strategy/change_phases.htm 

Schuler, a.J. (2003). Overcoming resistance to change. Retrieved February 24, 2010 at http://www.schulersolutions.com/resistance_to_change.html
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Change Management Using Various Organizational

Words: 4441 Length: 13 Pages Document Type: Essay Paper #: 47664924

Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For LMA supply chains is their major source of pricing competitive advantage as the company ahs been responsible for several innovations in this process area (Cheung, Myers, 2008). In conclusion as CEO of LMA the challenge of attaining and strengthening global competitiveness begins with being a transformational leader followed by concentrating on transforming compliance into a competitive advantage, and also striving to create a high level of task ownership, mastery and collaboration within and between the company's teams and outside partners including…… [Read More]

References

Appelbaum, S., J. Berke, J. Taylor, and J. Vazquez. "The Role of Leadership During Large Scale Organizational Transitions: Lessons from Six Empirical Studies." Journal of American Academy of Business, Cambridge 13, no. 1

(March 1, 2008): 16-24.

Spencer Arnesen, and Jeff Thompson. "ERP merger mania." Strategic Finance 85, no. 4 (October 1, 2003): 30-36.

Mark Brenner. "It's all about people: change management's greatest lever." Business Strategy Series 9, no. 3 (May 1, 2008): 132-137.
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Change Personal Experience With Organizational

Words: 530 Length: 2 Pages Document Type: Essay Paper #: 82794873



There are many things that could have been done better in order to avoid the problems that the store (and the new manager) ran into and implement the necessary change more effectively and efficiently. The need for "critical mass" to make change successful is a key feature described by Osland et al. (pp. 637) that was ignored by the manager; discussions with employees, perhaps at an open meeting, might have made it more apparent where change was needed, in order to make the organization run more smoothly and easier for everybody. The lack of shared vision from the earliest stages of the change process onward was hugely detrimental to the attempt at organizational change, and was received by the employees as an unnecessary imposition rather than a true and valid attempt to improve organization performance. Simply speaking with employees to better understand where change was needed and how it could…… [Read More]

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Changing Role of HR Management

Words: 1025 Length: 3 Pages Document Type: Research Paper Paper #: 20077389

There are also an increasing number of opportunities for people from diverse backgrounds to work together towards a common company goal. This brings with it a unique set of opportunities and challenges (Kosch, 2007).

Kosch (2007, p.1) for example mentions the benefits of an international camping program in the United States, where students from across the globe came to American campsites to work as advisers, cooks, housekeepers, and others. The main benefit was the diversity of cultures that enabled a mutual learning process with the result of mutual respect. The main challenge was however the fact that these workers were far from their known and trusted support systems, and cultural integration could prove difficult at first. However, in an increasing amount of workplaces, cultural diversity has become the norm rather than the exception. In such environments, H managers should therefore ensure that the various cultures integrate effectively to help the…… [Read More]

References

Grantham, P.H. And Hook, M. The Changing Role of Human Resources: Discussing the new model of the HR organization. Columbia Consulting Group. Retrieved from http://www.singergrp.com/presentations/changing_role.pdf

Kosch, S. (2007, Sept/Oct). Global Understanding: The Benefits and Challenges of International Staffing. Camping Magazine.

Management Matters. (2007, Feb). Employee Recruitment Part 1 -- Recruiting Strategies. Wood&Wood Products. Retrieved from www.iswonline.com

Schein, E.H. (2008) The Changing Role of the Human Resource Manager. Poslovna Sola. Retrieved from www.iedc.si/publications/masterclasses/masterclass_eng.pdf
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Changes Within Criminal Justice Organization

Words: 1168 Length: 4 Pages Document Type: Essay Paper #: 43777253



Yet Arab-Americans are not necessarily hostile to the idea of greater community intervention, provided it is done to enhance community life, and not done to profile all Arab-American residents as terrorists. In fact, in the city of Chicago, there have been calls for greater police intervention in Arab-American communities by parents and local leaders, to reduce the threat of violent crime. Nizar Hasan, president of the Arab-American Police Association, believes Arab-American youth are increasingly falling into negative criminal behaviors. "It's getting worse…Some of these kids first try [drugs], get hooked, want more and look for ways to make money to support their habit, which means criminal activity" (Bohn & Schott 2009). However because Chicago, like many cities, does not track crime rates amongst Arab-Americans they are not labeled as 'minorities' -- "according to the U.S. Office of Management and Budget, persons from the Middle East and North Africa, like those…… [Read More]

References

Bohn, Lauren E. & Paul Schott. (2009, November 17). Blight of street crime creeping into Arab-

American community. Merrill reports. Northwestern University. Retrieved October 19,

2010 at http://news.medill.northwestern.edu/chicago/news.aspx?id=147319

Elliott, Andrea. (2006, June 13). After 9/11 Arab-Americans fear police, study finds. New York
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Changing Corporate Behaviour to Respond

Words: 2032 Length: 6 Pages Document Type: Chapter Paper #: 31034691

The elder is expected to have learned from the previous elder, developed more knowledge and expertise, and is now passing this on to the workers that are employed. This ostensibly a function of the cultural fabric within the framework of Mexican societal mores that establishes the knowledge transfer relationship.

Therefore, business operations in Mexico, as a Mexican workforce is to be hired, are a direct reflection of these cultural mores within the rigid chain-of-command. Similar to a banking operation, the role of the employee is subject to protocol and oversight by the manager. The manager is not an embodiment of the 'chain-of-command'. In fact, Mexican office environments appear to be autonomous and horizontal rather than vertical in control.

The use of hierarchy would be to establish the rapport necessary to engage the Mexican market. Therefore, client engagements will be hierarchical with the manager-employee relationship expressing the chain-of-command as the functional…… [Read More]

References

Geert-Hofstede (2011).Mexico & Germany.  http://www.geert-hofstede.com 

Kwintessential (2011). Mexico & Germany. www.kwintessential.co.uk

Foreign Affairs and International Trade Canada. (2011) Mexico & Germany. www.tradecommissioner.gc.ca/
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Change Management and Enterprise Resource

Words: 600 Length: 2 Pages Document Type: Term Paper Paper #: 94407734

Above all else, senior management must show belief in and a strong commitment to the change as well for it to succeed (Aladwani, 2001). Best practices in this area are achieved when companies rely on transformational or Coach-based leadership relative to transactional or authoritarian-based means

(Ash, Burn, 2003). The greater the belief those most affected by the EP implementation see the new system as a compliment to what they are doing, the lower the resistance to change. Senior management must take on a leadership role for this to happen however.

Lessons Learned

Based on the lessons learned from successful and unsuccessful EP implementations, the key success factors of enabling top management leadership to take a role in defining risks and rewards of the new implementation is critical (Aladwani, 2001). Second, the EP implementation must be "owned" by those most affected by fit for the change management program to be effective…… [Read More]

References

Aladwani, a.M. (2001). Change management strategies for successful ERP implementation. Business Process Management Journal, 7(3), 266-275.

Ash, C.G., & Burn, J.M. (2003). A strategic framework for the management of ERP enabled e-business change. European Journal of Operational Research, 146(2), 374-387.

Carton, F., Adam, F., & Sammon, D. (2008). Project management: A case study of a successful ERP implementation. International Journal of Managing Projects in Business, 1(1), 106-124.

Kemp, M.J., & Low, G.C. (2008). ERP innovation implementation model incorporating change management. Business Process Management Journal, 14(2), 228-242.
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Changing a Promotion System What Is the

Words: 580 Length: 2 Pages Document Type: A-Level Coursework Paper #: 91846839

Changing a Promotion System

What is the likely cause of CSD's problems?

The problems in the Commercial Sales Division (CAD) aren't Tom's; they are the lack of succession planning, management and leadership training offered by the company. It can be inferred from the case study that ioglass at a corporate level and CSD specifically lack the necessary training to ensure high achieving sales personnel step into a leadership role. This is a common problem across many business-to-business (2) enterprises who highly value sales performance yet perennially struggle with how to turn it into excellent leadership (utler, Reese, 1991). As the book indicators, many enterprises settle for a mediocre level of performance when it comes to leadership overall, and this is especially the case in the area of sales as high achieving individual performers often struggle with the transition into management (Heneman III, Judge & Kammeyer-Muller, 2012).

Second, CSD has architected…… [Read More]

Bioglass in general and CSD specifically have to define a more effective sales planning, execution and management process if they are going to succeed in the short-term. Part of any sales planning process alone is the need for defining analytics, key performance indicators (KPIs) and metrics of performance that capture individualized and group-based performance (Rajagopal, Rajagopal, 2008). From this baseline of performance, Bioglass can better manage its many divisions, including CSD.

Second, Bioglass has no clear idea of the balance of qualitative and quantitative attributes and factors that will lead to success in a management or leadership position in their company today. Too often high achieving sales professionals are promoted based on their ability to consistently meet and exceed quotas, with little thought to how transferrable their skills sets are or how adept they are at coaching and nurturing other sales professionals to higher performance

(Butler, Reese, 1991). This is a common problem with B2B enterprises specifically, who often equate exceptional sales performance with the ability to lead (Rajagopal, Rajagopal, 2008). What is needed is a more consistent, methodologically-sound approach to defining promotion criterion for each specific management and leadership role in the company. There also needs to be a balance of qualitative and quantitative factors taken into account in defining these positions as well. In summary, Bioglass in general and CSD specifically need to define a taxonomy of the most critical factors for managerial and leadership success, then ensure their alignment to the current and future needs of their business model and go-to-market strategies (Rajagopal, Rajagopal, 2008). This is often one of the
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Change Initiatives

Words: 1025 Length: 4 Pages Document Type: Essay Paper #: 24470073

Change initiatives in any organization can meet with success or failure, and results are dependent upon the leadership involved. In my experience, I have worked within a variety organizations, however none as recent as a technology organization of which I provide program management solutions. Management has come to the realization that there is a need for better collaboration with information and data. That there is a need for a certain amount of transparency in the information gathered. Their past way of interacting with data would create the triplicate touch of information, thus questioning the validity of data integrity and at the same time, information was lost in translation. Leadership in efforts of change management requires a deeper understanding of the projects at hand, as well as an understanding of the organizations global picture.

In the organization I currently work in, the task is the creation of an online solution to…… [Read More]

References

Boyatzis, R., Goleman, D., & McKee, A. (2002). Primal leadership. Boston: Harvard Business

School Press.

Koestenbaum, P. (2002). Leadership: The Inner Side of Greatness, A Philosophy for Leaders 2nd Edition. New York: Wiley, John & Sons, Incorporated
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Changes That Occur as a Result of a Merger

Words: 1607 Length: 5 Pages Document Type: Term Paper Paper #: 64026178

Change esistance

Human beings are by nature change-resistant and particularly within an organizational context there is anxiety about change, given fears of job losses or simply being unable to adapt. It is essential to convince change agents of the need and urgency for change and also of the congruency of the change with the evolving vision for the company.

Vision statement

A "vision statement should have four elements: a customer orientation, employee focus, organizational competencies, and standards of excellence" ("Changing the game," 2015:3). The change should be demonstrated to enhance all of the organization's capacities, not simply improve its bottom line in the short-term. Having an effective vision statement is necessary for effective change. The Lewin Model of organizational change stresses the need for a three-part adaptation process called unfreezing, changing, and refreezing. In other words, the organization must be temporarily destabilized or unfrozen before it returns to a new…… [Read More]

References

DiMaggio, M. (2009). The top 10 best (and worst) corporate mergers of all time... or, the good, the bad, and the ugly. Rasmussen. Retrieved from:

 http://www.rasmussen.edu/degrees/business/blog/best-and-worst-corporate-mergers/ 

McClure, B. (2015). Mergers and acquisitions: Why they can fail. Investopedia. Retrieved from:

 http://www.investopedia.com/university/mergers/mergers5.asp
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Change Management Online Multitasking Perhaps

Words: 11474 Length: 40 Pages Document Type: Term Paper Paper #: 46897960

).

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 from various media. As an individual possesses only a limited number of cognitive resources, he/she will not be able to process information at the same level of efficiency as media single use. As a result, the continuing, shifting attention results in less effective retrieval of information, as well as, experiencing challenges retrieving, encoding and storing information.

Statement of Problem

Despite contradictory indications from communication and cognitive psychology, younger adults' fill their lives with multitasking around media, as well…… [Read More]

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Change May Be Difficult for

Words: 3691 Length: 11 Pages Document Type: Term Paper Paper #: 24118546



In that sense, Wilkoff (1995, as cited by Weick & Quinn, 1999) reports on her attempts to intervene between two companies that had fused together in an unsuccessful mergence. The actors of the various companies persistently disagreed due to cultural differences in mindset, whereupon the consultant, recognizing this, changed her strategy. he began meeting with each actor separately and explaining the other's performance from his or her particular cultural assumptions. In this way, once each had understood the other, could both meet together and the mergence actually become effective. In a similar way, says chein, can change be best implemented when the leader is willing and able to looking into, work with, and attempt to understand other cultural patterns. History is change. Change necessitates working with and understanding the heterogeneity of cultures that constitute the world. A leader who does this becomes flexible to the change dynamic and can best…… [Read More]

Sources

Bartunek JM. 1993. The multiple cognitions and conflicts associated with second order organizational change. In Social Psychology in Organizations: Advances in Theory and Research, ed. JK Murnighan, pp. 322. 49. Englewood Cliffs, NJ: Prentice Hall

Beer M, Eisenstat RA, Spector B. 1990. The Critical Path to Corporate Renewal. Boston, MA: Harv. Bus. Sch.

Brand, a. (1990). The Force of Reason: An Introduction to Habermas, London: Allen & Unwin.

Crawford, Amy. "The Swamp Fox." Smithsonian.com. (http://www. smithsonianmag.com/history-archaeology/biography/fox.html)
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Coping With Organizational Change a

Words: 3024 Length: 10 Pages Document Type: Research Paper Paper #: 57578537

These are the two most powerful factors that anchor the Force Field Model analysis of the enterprise software industry. With the driving and restraining forces in continual interaction and at times conflict, productivity shifts drastically across the continuums of industries based on the impact of driving and restraining forces (Paquin, Koplyay, 2007).

Cincom is being affected by the disruptive driving forces of CAPEX and OPEX most severely as competitors are quick to create a competitive advantage for themselves by seizing these areas and exploiting them in the market. CAPEX and OPEX are driving such a high rate of disruptive innovation and transformation change that it is in turn disrupting cultures of companies and reordering stakeholder dynamics as well (Koslowski, Struker, 2011). The political and technological forces are also driven by these economic ones, with the restraining forces of the Force Field Model applied to enterprise software being led by CIOs…… [Read More]

References

Armenakis, a.A. & Harris, S.G. 2002, "Crafting a change message to create transformational readiness," Journal of Organizational Change Management, vol. 15, no. 2, pp. 169-183.

Boga, I. & Ensari, N. 2009, "The Role of Transformational Leadership and Organizational Change on Perceived Organizational Success," the Psychologist Manager Journal, vol. 12, no. 4, pp. 235.

Bordum, a. 2010, "The strategic balance in a change management perspective," Society and Business Review, vol. 5, no. 3, pp. 245-258.

Brown, a.D. 1994, "Transformational leadership in tackling change," Journal of General Management, vol. 19, no. 4, pp. 1-1.
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Effecting Change the Use of

Words: 4091 Length: 15 Pages Document Type: Research Paper Paper #: 19489453

According to a 2002 survey conducted under the auspices of NIH, ecstasy abuse among college and university students in general is a widespread trend that impedes academic performance (Bar-on, 2002). The NIH survey targeted 66 4-year American universities and colleges alike. The projected findings indicated a diminishing trend in undergraduate academic performance amongst students who indulge in binge drinking and abuse ecstasy in the process. Elsewhere, a Harvard College drug study indicated persistent drug users were more likely to miss lectures and delay in their coursework than the average student (Montgomery & Fisk, 2008).

A parallel IP esearch dubbed "Predictors of academic achievement and retention among college freshmen" projected that while certain students manage to cope with the new life role upon entering college, a good number of students flunk out of college before completing their freshman year. According to this research, 75% of the freshman drop out is related…… [Read More]

References

Bar-on, R. (2002). Bar-on Emotional Quotient Inventory (EQ-I): Technical Manual. Toronto, Canada: Multi-Health Systems

Erikson, E (1956) "The problem of ego identity" (pdf) Journal of the American Psychoanalytic Association 4: 56 -- 121

Kotter, J & Cohen, D (2002) the Heart of Change: Real-Life Stories of How People Change Their Organizations Harvard Business Review Press

Montgomery C. & Fisk J.E. (2008) "Ecstasy-related deficits in the updating component of executive processes" Human Psychopharmacology 23 (6): 495 -- 511
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Planned Change in a Department Change Within

Words: 1158 Length: 3 Pages Document Type: Research Paper Paper #: 36315477

Planned Change in a Department

Change within the Medical surgery department

There are various factors that occasion change within any organization, some may be due to change in the operations of an organization, some due to expansion, relocation, takeovers, mergers, external forces in economies, internal changes in operation modes or even unprecedented needs as unforeseen at the initial stages. This last one seems to be case within the medical surgery unit in our hospital.

The prevailing condition at the moment that needs a change approach that would improve the conditions within the medical surgery unit and the entire hospital in general is the imbalanced ration between the nurses and the surgery patients currently realized within the unit. The prevailing rate is one nurse within the medical surgery unit handling an average of 6-7 patients which has proven to be too high for a single nurse. The other pertinent problem within…… [Read More]

References

American Nurses Association, (2011). Effects of Nurses Shortage. Retrieved July 4, 2013 from http://ana.nursingworld.org/MainMenuCategories/ThePracticeofProfessionalNursing/workforce/NurseShortageStaffing/NursingShortage/Effects.aspx

Honor Society of Nursing, (2013). Facts on the Nursing Shortage in North America. Retrieved July 4, 2013 from  http://www.nursingsociety.org/Media/Pages/shortage.aspx 

Nursing Theories, (2011). Change Theory by Kurt Lewin. Retrieved July 4, 2013 from  http://currentnursing.com/nursing_theory/change_theory.html 

National Foundation for American Policy (2007). Deadly Consequences: The Hidden Impact of America's Nursing Shortage by Stuart Anderson. Pp 4. Retrieved July 4, 2013 from  http://www.nfap.com/pdf/0709deadlyconsequences.pdf
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Innovative Nursing Care Delivery Models A This Website

Words: 958 Length: 3 Pages Document Type: Essay Paper #: 23360164

Innovative Nursing Care Delivery Models a.This website detailed profiles 24 successful innovative nursing care delivery models. These profiles developed part a research project conducted Health Workforce Solutions LLC (HWS) funded obert Wood Johnson Foundation (WJF).

Innovative nursing care model: The Care Transitions Intervention

Innovative nursing care model

I chose the Care Transitions Intervention Model on which to focus because of the increasing importance of geriatric care in the field of nursing. Although my organization serves the needs of persons of all ages, elderly patients are an increasingly large proportion of the patient base. The Model stresses the need for the empowerment and self-care even of patients with high-risk conditions. The Care Transitions Intervention Model allows elderly patients the maximum amount of mobility and autonomy possible given the limits of the patient's condition and enables them to stay in a home setting as long as possible. As its name suggests, the…… [Read More]

References

Care Transitions Intervention. (2013). Innovative Care Models. Retrieved:

http://www.innovativecaremodels.com/care_models/12

Kurt Lewin Change Model. (2013). Change Management Coach. Retrieved:

 http://www.change-management-coach.com/kurt_lewin.html
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Organizational Management Models Change Management Models There

Words: 1021 Length: 3 Pages Document Type: Essay Paper #: 58874035

Organizational Management Models

Change Management Models

There are several change management models that have been advanced as useful for most organizations in their daily operations. Though there are numerous change management models companies may choose from, there are three models which a company is likely to select as far as change is concerned. Nonetheless, a company only selects the model best meeting its needs after the strengths and weaknesses have been compared. Presented in this paper are three change management models; McKinsey 7-S model, Lewin's change management model, and Kotter's 8-step change model. The models' differences as well as similarities are compared; but, only one of model can be considered as a best fit for a company needing a large amount of change.

The first model; the McKinsey 7-S model is a holistic approach to company organization, which collectively determines how the company will operate. This model has seven different…… [Read More]

References

Manage. (2007, April 90). 7-S Framework (McKinsey). Retrieved January 10, 2013, from www.12manage.com:  http://www.12manage.com/methods_7S.html 

Mind Tools. (2007). Lewin's Change Management Model: Understanding the Three Stages of Change. Retrieved January 10, 2013, from www.mindtools.com:  http://www.mindtools.com/pages/article/newPPM_94.htm 

Rose, K.H. (2007). Leading Change: A Model by John Kotter. Business Source Elite.
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Leadership and Social Change Boy

Words: 3839 Length: 10 Pages Document Type: Term Paper Paper #: 67808506



However, while I see that Boy Scouts has helped develop my empathy and my planning ability, I know that I continue to struggle with my ability to frame concepts for a group. Servant leadership is not about asserting power, but about developing rightful authority. ather than force a group to do the leader's bidding, a servant leader's role is to persuade people to follow the leader's path. However, it is not really the leader's path that he asks people to follow. On the contrary, because a servant leader listens to people, respects all members of the group, and considers short- and long-term consequences, the path that the servant leader proposes should be one that is best for the group. Of course, that path may not seem best to the group because of competing interests, short-term worldview, or the fact that every plan is going to have pluses and minuses for…… [Read More]

References

Bennis, W., and Thomas, R. (2007). Leading for a lifetime: how defining moments shape leaders of today and tomorrow. Boston: Harvard Business Press.

Cress, C., Collier, P., and Reitenauer, V. (2005). Learning through serving: a student guidebook for service-learning across the disciplines. Sterling, VA: Stylus Publishing.

Greenleaf, R. (2002). Servant leadership: a journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.

Komives, S., and Wagner, W. (2009). Leadership for a better world: understanding the social change model of leadership development. San Francisco: Jossey-Bass.
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Organizational Change Managing Change Organization Provide a

Words: 1244 Length: 4 Pages Document Type: Essay Paper #: 35734590

Organizational Change

Managing Change Organization. Provide a significant change place a major organization, compare contrast established change management models/frameworks implementation phase common lessons learned.

Managing change in the organization: est uy

One of the most recent successful changes to be implemented at a major organization is that of the technology company est uy's shift to a results-only workplace (ROWE). In the ROWE model, workers are judged solely on their output, not on how many hours they log at the company headquarters. This is a complete shift from the previous organizational culture and the way of valuing employees at est uy before ROWE was implemented. efore, workers were encouraged to pride themselves about how early they came in to the office and how late they stayed. Today, measurable output alone is how workers are valued. "Employee productivity has increased an average of 35% in departments covered by the program," and the…… [Read More]

Bibliography

Brandon, John. 2007. Rethinking the time clock. CNN. Available:

 http://money.cnn.com/magazines/business2/business2_archive/2007/03/01/8401022/index.htm  [27 Jun 2012]

Major change frameworks and models. (n.d.). DePaul University. Accessed:

http://facweb.cs.depaul.edu/nsutcliffe/450-00Current/450Frameworks-Models.htm [27 Jun 2012]
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Leading Organizational Change for Results

Words: 2327 Length: 8 Pages Document Type: White Paper Paper #: 27619459

The open communication and team objectives will make the COA team realize high energy, renewed commitment to the change process, and openness. In this stage, the FHA team has adopted the change, and requires leadership to sustain the drive. At this stage, an effective leadership style to maintain the drive to change is the management by objectives (Bridges & Bridges, 2009). This leadership style drives people to connect to the objectives of the change process and to the change plan. I would also motivate the team by recognizing the effort in the change process to avoid complacency.

Key Elements in the Leadership Organizational Change Process

Smart Power

The leadership model created in the change process was accentuated with smart-power or the model of visionary leadership. In this model, organizational and project team communication was achieved by adopting the principals of strategic control, balance of constraint and creativity, transfer of information,…… [Read More]

References

Bridges, W. & Bridges, S. (2009). Managing Transitions: Making the Most of Change. 3rd ed., Da Capo Lifelong Books.

Kondalkar, V.G. (2010). Organization Effectiveness and Change Management. PHI Learning.

Martini, P.H. (2008). Toward an Integrated Model of Visionary Leadership: A Multilevel Study. Regent University, Proquest, AAT 3340923.

Nieuwenhuizen, C. & Rossouw, D. (2008). Business Management: A Contemporary Approach. Cape Town, South Africa; Juta & Co.
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Managing Human Resources Change and Conflict Are

Words: 2759 Length: 8 Pages Document Type: Essay Paper #: 9037122

Managing Human esources

Change and conflict are some of the manager's current challenges. This thesis tries to inquire into the change processes and managers response to conflicts that arise as a result of change resistance. The manifestation of conflict and the impact of conflict are also discussed. The thesis also looks into the different theories formulated to explain change process and their relationship to conflict management. Also covered is the way decision makers can mitigate conflict and bring sanity in their organizations.

Today's managers are faced with the trade off between change and conflict. Change has become an irresistible part of organization and managers must therefore come up withy strategies and policies of managing change in an order to reduce conflict that may hinder the performance and also to reduce performance gap.

Introduction

Conflict is bound to occur when different individuals have different perception, opinion, ideas and thought. Change and…… [Read More]

References

Knudsen T.(2003).Human Capital Management: New Possibilities in People Management. Journal of Business Ethics, 21(2),42-45.

Humphreys, M. (2005). Natural Resources, Conflict, and Conflict Resolution: Uncovering the Mechanisms. The Journal of Conflict Resolution, 49 (4), 23-36.

Kindler, H.S. (2005). Conflict Management: Resolving Disagreements in the Workplace. London: Thomson/Course Technology.

Kotter, J. (1995, march-april). Leading Change:Why Transformation Efforts Fail. Havard Business School Review, 59-67.
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Managing Organizational Change Cincom and Accountability of

Words: 1148 Length: 4 Pages Document Type: Essay Paper #: 92268754

Managing Organizational Change

Cincom and Accountability of Sales epresentative for esults

Cincom is a 43-year-old developer of enterprise software applications and by virtue of the designed-in nature of their applications, has been able to literally coast on a comfortable wave of recurring revenue for a decade. This recurring revenue stream is comprised of license payments, maintenance fees, and the continual need for updates to mission-critical systems the company sold, in some cases, decades ago. With the majority of revenue being generated through a recurring revenue stream, the urgency and intensity to sell which is often found in smaller, younger, and more cash-starved businesses is not as prevalent inside Cincom. The framework for change model provides an invaluable construct in which to analyze the complacency of Cincom, what contributed to that false sense of security, and the path back to being a competitor in their core markets (Kotter, 2008).

Analysis of…… [Read More]

References

Kotter, J.. (2008, December). Transformation. Leadership Excellence, 25(12), 20.

John P. Kotter & Leonard A Schlesinger. (2008, July). Choosing Strategies for Change. Harvard Business Review, 86(7,8), 130-139.

Anthony J. Mento, Raymond M. Jones, & Walter Dirndorfer. (2002). A change management process: Grounded in both theory and practice. Journal of Change Management, 3(1), 45-59.

Michael W. Phelan. (2005). Cultural Revitalization Movements in Organization Change Management. Journal of Change Management, 5(1), 47-56.