Review several of your peers’ posts. Respond to two peers who did not choose the same tool as you.  JOHNNY'S POST: Select one of the following tools: Cummings and Worley’s five dimensions of leading and managing change.   Explain how a leader could use this tool in guiding an organizational change. I believe all leaders could help their organization by learning the five dimensions of leading and managing effective change. As stated in the text, 2016, “Those dimensions include motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum.” (Ch 3.2, Para 20). All five of these dimensions are essential for a business that is going through an organizational change.   As a company evolves and expands over time there will be a time where the leaders of the company will have to implement change to stay effective and up to date. The first step of motivating change is very important because people generally reject change. Leaders must motivate the change otherwise the employee’s will not buy into the concept. Creating a vision helps the company understand what their goals are. Without establishing a vision, it would be impossible for people to know what the goals for the company are. This would lead to confusion and most likely low morale. Political support helps the new change become accepted. If there is a lack of support the new change could fail to gain momentum. The transition of change will not happen overnight. I believe the final two dimensions are often overlooked and not implemented in many companies. If the momentum is not sustained most people will fall back into old habits. It's important that leaders periodically check up on progress and reassure its employee’s that the change is working.   Reference:   Weiss, J. W. (2016). Organizational change (2nd ed.). Retrieved from https://content.ashford.edu/ (Links to an external site.) SARA'S POST: Hey Class,      Per Weiss (2016), Cummings and Worley's five dimensions of leading and managing change provide companies reliable guidance and direction for taking steps toward organizational change. These dimensions, motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, are easy to understand and, if followed correctly, will assist in a smooth transition in what could serve as an otherwise chaotic period (Weiss, 2016).   Motivating Change      I appreciate that Weiss (2016) acknowledges that many people are resistant to change. Often, when employees or stakeholders initially learn about upcoming changes, their first reaction is one of hesitation and insecurity. Employers should offer buy-in to a new direction. Offer a compelling reason for the change, proving the move is positive and beneficial. A one-on-one conversation with employees will provide a sense of security and personalize how the change will impact their position.  Creating a Vision      Many ar.

1. Review several of your peers’ posts. Respond to two peers who
did not choose the same tool as you.
JOHNNY'S POST:
Select one of the following tools:
Cummings and Worley’s five dimensions of leading and
managing change.
Explain how a leader could use this tool in guiding an
organizational change.
I believe all leaders could help their organization by learning
the five dimensions of leading and managing effective change.
As stated in the text, 2016, “Those dimensions include
motivating change, creating a vision, developing political
support, managing the transition, and sustaining momentum.”
(Ch 3.2, Para 20). All five of these dimensions are essential for
a business that is going through an organizational change.
As a company evolves and expands over time there will be a
time where the leaders of the company will have to implement
change to stay effective and up to date. The first step of
motivating change is very important because people generally
reject change. Leaders must motivate the change otherwise the
employee’s will not buy into the concept. Creating a vision
helps the company understand what their goals are. Without
establishing a vision, it would be impossible for people to know
what the goals for the company are. This would lead to

2. confusion and most likely low morale. Political support helps
the new change become accepted. If there is a lack of support
the new change could fail to gain momentum. The transition of
change will not happen overnight. I believe the final two
dimensions are often overlooked and not implemented in many
companies. If the momentum is not sustained most people will
fall back into old habits. It's important that leaders periodically
check up on progress and reassure its employee’s that the
change is working.
Reference:
Weiss, J. W. (2016).
Organizational change
(2nd ed.). Retrieved from
https://content.ashford.edu/ (Links to an external site.)
SARA'S POST:
Hey Class,
Per Weiss (2016), Cummings and Worley's five dimensions
of leading and managing change provide companies reliable
guidance and direction for taking steps toward organizational
change. These dimensions, motivating change, creating a vision,
developing political support, managing the transition, and
sustaining momentum, are easy to understand and, if followed
correctly, will assist in a smooth transition in what could serve
as an otherwise chaotic period (Weiss, 2016).
Motivating Change

3. I appreciate that Weiss (2016) acknowledges that many
people are resistant to change. Often, when employees or
stakeholders initially learn about upcoming changes, their first
reaction is one of hesitation and insecurity. Employers should
offer buy-in to a new direction. Offer a compelling reason for
the change, proving the move is positive and beneficial. A one-
on-one conversation with employees will provide a sense of
security and personalize how the change will impact their
position.
Creating a Vision
Many are so involved in the aspect of their specific
responsibilities that they forget that their job is one part of a
whole working corporation. Creating a vision for their position
will benefit, as well as ensuring the stakeholders understand the
goal for all involved. Short and long-term goals assist in
creating a vision, as do real visual props. As a visual learner, I
can better grasp and idea when I see the big picture lying before
me.
Developing Political Support
Buy-in to the idea must remain throughout the process of
change. While every company has its share of politics, those
who voice negativity can quickly destroy employee morale.
Higher-ups within an organization must ensure leaders are on
board with the new programs; a trusted leader can greatly
influence others.
Managing the Transition
This process requires leaders to stay knowledgeable about
the change throughout the entire transition. A leader should
anticipate specific issues and regularly seek feedback.
Communication is wonderful for the sake of the employee or

4. stakeholder, but the particular change should also serve as one
of positivity. If the change is not going as planned, the leader
should adjust accordingly.
Sustaining Momentum
Weiss (2016) refers back to the engagement of employees.
Buy-in cannot falter during the transition. This step, like the
others, includes continuous communication and positivity.
Momentum is essential to any organization. A leader who truly
wants the change to prove successful will present excitement
and encouragement to all involved.
Sara
References
Weiss, J. W. (2016).
Organizational change
(2nd ed.)
. Retrieved from https://content.ashford.edu/
JEREMY'S POST:
After reading the Forbes articles Six Reasons Tim Cook Is
Doing A Great Job As Apple’s CEO, and All Excuses Aside,
Apple’s Major Problem Is Tim Cook,explain the impact you
think the transition from Steve Jobs to Tim Cook has had on
Apple’s primary stakeholder groups: customers, employees, and
investors.
In my opinion, Apple’s transition from Steve Jobs to Tim Cook

5. has had a negative impact on the customers. Since Tim Cook
took over, Apple has not released anything revolutionary but
rather seems content to simply refine their existing products.
The tech industry is fast paced and standing still for too long
will cause companies to lose their customer base to more
innovative ones.
The transition’s impact on the employees at Apple appears to be
generally positive. Chuck Jones (2015) says the culture at
Apple has become more collaborative than combative and that
the production of nearly one million products per day can
evidence positive change. This is an amazing logistical feat
that would not be possible in an organization with poor
employee satisfaction.
The transition’s impact on investors would appear to be
marginal based on the narrow timeframe numbers that Jay
Somenay (2015) reports and the relative performance of the
company compared to the market that Chuck Jones (2015)
reports. However, the transition does have potential to
negatively impact investors if Tim Cook cannot find a way to
either develop new products the market will trip over itself to
invest in or find a way to woo Wall Street investors.
In what ways do you think Tim Cook’s leadership has changed
Apple?
I think Tim Cook’s leadership has changed Apple into a run of
the mill tech company that maintains solid earnings based on
sales of popular products. They now play to the mass majority
instead of the early adopters and innovators. To me, that is a
huge loss for the company, as they are known for being
innovative, pioneering, and revolutionary. Steve Jobs was a
master at creating the so-called purple cow, a product you
didn’t know you wanted but somehow can’t live without now
that it is here.

6. Reference
Jones, C. (2015, November 22). Six reasons Tim Cook is doing
a great job as Apple's CEO.Retrieved from
https://www.forbes.com/sites/chuckjones /2015/11/22/six-
reasons-tim-cook-is-doing-a-great-job-as-apples-
ceo/#112a3f5242fd
Somaney, J. (2015, November 15). All excuses aside, Apple's
major problem Is Tim Cook.Retrieved from
https://www.forbes.com/sites/jaysomaney/ 2015/11/15/all-
excuses-aside-apples-major-problem-is-tim-cook/#1499d2f1af68
ELIZABETH'S POST:
These two articles, just written days apart from each, are a night
and day comparison of Apple’s Tim Cook. One author pine for
the Steve Job’s approach to running Apple (Somaney, 2015),
while the other noted strengths (and a few weaknesses) of Tim
Cook’s approach to Apple (Jones, 2015). Both articles
highlight the transition between Steve Jobs to Tim Cook had on
its primary stakeholder group of customers, employees, and
investors.
In his article, Chuck Jones focused primarily on the positive
effects Tim Cook leadership has provided to Apple (and he also
admitted he owns stock in Apple). He cited Tim Cook appeared
to foster a collaborative culture approach instead of a
confrontational one, to include the ability to take accountability
when products don’t meet the intended mark (Jones, 2015).
Jones also noted a positive change for investors with a buy
back stock option, which previously had not been a typical

7. Apple response under Steve Jobs. Jay Somaney’s article was
primarily focuses on the stakeholder of the investors, and notes
that while Tim Cook is tech savvy he is not savvy to Wall Street
(2015).
The compare and contrast of each article’s view on Apple’s
transition from Steve Jobs and Tim Cook is a reminder how
important it is for leaders of organizations to connect with their
stakeholders. It appears that Tim Cook is meeting the needs of
Apple employee and customers however its investors may not
have totally bought into the transition. He may need to conduct
a gap analysis, like Avon’s Andrea Jung conducted (Weiss,
2015), and identify if he is falling short on understanding Wall
Street (as indicated in Somaney’s article). It may provide him
with a better site picture of all the moving parts and pieces that
affect Apple, and certainly capture all three of the primary
stakeholder group.
References:
Jones, C. (2015, November 22). Six reasons Tim Cook is doing
a great job as Apple's CEO (Links to an external site.)
.Retrieved from
https://www.forbes.com/sites/chuckjones/2015/11/22/six-
reasons-tim-cook-is-doing-a-great-job-as-apples-
ceo/#112a3f5242fd (Links to an external site.)
Somaney, J. (2015, November 15). All excuses aside, Apple's
major problem Is Tim Cook (Links to an external site.).
Retrieved from
https://www.forbes.com/sites/jaysomaney/2015/11/15/all-
excuses-aside-apples-major-problem-is-tim-
cook/#1499d2f1af68 (Links to an external site.)

8. Weiss, J. W. (2016). Organizational change (2nd ed.). Retrieved
from https://content.ashford.edu/