12/12/21, 9:00 AM Originality Report
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11 Student paper
9 ProQuest document
3
Student paper
6
wikipedia
10
Student paper
1
5
1 The Change Management Process
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Total Score: Medium risk
37 %
Total Number of Reports
1
Highest Match
37 %
TheChangeManagementProcess.edited (…
Average Match
37 %
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Average Word Count
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Highest: TheChangeManagementProcess…
Attachment 1
Institutional database (9)
37 %
Word Count: 1,851
TheChangeManagementProcess.edited (1).docx
25 %
Internet (3) 8 %
auaa
Global database (1) 3 %
Scholarly journals & publications (1) 1 %
Top sources (3)
Excluded sources (0)
Student paper Student paper Student paper 3
7
12
Student paper Student paper Student paper
Student paper Student paper Student paper
wikipedia graceplaceofwillmar
10
8
5
2
14
1
6 4 13
https://lms.seu.edu.sa/webapps/mdb-sa-BBLEARN/originalityReport?attemptId=d81b98e5-2fa0-4210-aa3b-af8bfd00c070&course_id=_93087_1&download=true&includeDeleted=true&print=true&force=true
12/12/21, 9:00 AM Originality Report
https://lms.seu.edu.sa/webapps/mdb-sa-BBLEARN/originalityReport/ultra?attemptId=d81b98e5-2fa0-4210-aa3b-af8bfd00c070&course_id=_93087_1… 2/6
Date
2 Mission, vision, and industry Saudi Telecom Company is a technology-based company that specializes in telecommunication services, internet services, landline,
computer networks, fintech, and digital solutions. 3 Saudi Telecom Company was founded in 1998 and currently occupies 81% of the telecommunication market in
Saudi Arabia. 4 It is the leading provider of telecommunication-related services in the Kingdom of Saudi Arabia and one of the biggest companies in the Middle
East. Since its establishment, the company has gradually expanded its operation across the Middle East and beyond, with major investments in Malaysia, Kuwait,
United Arab Emirates, and Indonesia (Al-Kahtani, 2018). In 2020, the company had total revenue of about $14.9 billion and a net income of about $2.84 billion. The
company is currently headquartered in Riyadh, Saudi Arabia, and has over 17,500 employees. 5 Saudi Telecom Company services are divided into three broad
brackets: Landline network (Al-Hatif), mobile network (Al-Jawal), and Digital Payment (Stc-Pay). Mission statement "To enhance brand value and customer experience
through GRC excellence. Maximize shareholder value and company valuation ...
CommsMEA interview Andrew White November 2016whitear
1) The Saudi government extended the licenses of the three major telecom companies (Zain, Mobily, Saudi Telecom) in the country by 15 years each, allowing them to offer fixed, mobile and internet services.
2) This is the most important development for Zain Saudi Arabia since its inception as it will lower amortization costs by $116 million annually and help the company reach profitability sooner.
3) The CEO of Zain Saudi Arabia believes consumers will benefit the most from this decision through increased competition among the three strong players and more choices of high quality, affordable services.
STC acquired full ownership of Bravo, Saudi Arabia's only push-to-talk mobile service operator. This acquisition could benefit STC's enterprise business by providing synergies between Bravo and STC's services, and allowing STC to target new vertical markets like transportation and healthcare using Bravo's capabilities. It may help STC differentiate its business mobile offerings and strengthen its delivery capabilities. The document analyzes how the acquisition could impact STC's go-to-market strategy and the Saudi Arabian mobile market.
Singtel has embarked on a strategic reset to capture untapped digital growth in the 5G era. The reset prioritizes three areas:
1) Reinvigorating the core by leveraging 5G leadership to grow 5G market share in consumer and enterprise segments. This involves innovating consumer products/services and growing digital lifestyle businesses, as well as co-creating 5G enterprise services.
2) Developing new growth engines by recasting NCS as an Asian B2B digital services champion and building out ASEAN digital ecosystems with regional associates.
3) Unlocking value from quality infrastructure assets like towers, satellites and data centres to invest in critical infrastructure and drive growth.
The
The document analyzes and compares the financial performance of Maxis Berhad and Celcom Axiata Berhad over a 3 year period from 2012-2014 based on their annual reports. Key metrics analyzed include percentage change in revenue, return on assets, return on equity, gross profit rate, current ratio, working capital, and accounts receivable turnover rate. The analysis found that Maxis Berhad generally had stronger profitability ratios but a declining current ratio, while Celcom Axiata Berhad saw declines in gross profit rate but had a lower current ratio. Overall, the document provides a financial statement analysis and comparison of the two major Malaysian telecommunications companies.
CRITICAL SUCCESS FACTORS FOR M-COMMERCE IN SAUDI ARABIA’S PRIVATE SECTOR: A M...ijitcs
Many developing country firms are investing huge money in the sector of mobile commerce (m-commerce).
Simplifying and understanding the factors which can impact on m-commerce success enables the
organisations’ managers to focus their efforts on the key areas of their m-commerce businesses, thereby
contributing to the successful implementation of m-commerce. This study provides a clear understanding of
m-commerce in the private sector in the Kingdom of Saudi Arabia and identifies the critical success factors
of implementing m-commerce within the local business environment. A case study approach will be used
for five Saudi companies, which use m-commerce, represented by: Alrajhi Bank, Souq.com, Saudi
Electricity Company, Saudi telecom company (STC), and Saudi Airlines. This study represents a research
in progress and interviews based on the literature to identify the key success factors for these companies in
particular and in Saudi Arabia’s private sector in general.
This document discusses the impact of e-government implementation on achieving Saudi Arabia's vision 2030 to become an international logistics center. It focuses on four key areas: transforming Saudi Arabia into a logistics center through improving transportation infrastructure; increasing opportunities for living throughout the kingdom; promoting long-term financial sustainability; and the role of e-government in the Ministry of Transport. The document analyzes the current state of Saudi Arabia's transportation sector, including air, road, and sea transport. It also examines the elements needed to improve logistics, such as Saudi Arabia's strategic geographic location. The study finds that implementing e-government can help achieve vision 2030 goals by improving government services, engagement, and supply chain transparency in the transportation
The annual report summarizes Zain Group's performance in 2012. It discusses the challenges posed by the global economic outlook and increased competition. While financial indicators reflected these challenges, operational performance remained within expectations thanks to business plan flexibility. Key highlights included generating over $4.58 billion in revenue and $902 million in net income. The customer base grew 6% to over 42.7 million. The report discusses strategic partnerships and network investments, as well as operations in various countries such as Saudi Arabia, Iraq, Sudan and South Sudan.
CommsMEA interview Andrew White November 2016whitear
1) The Saudi government extended the licenses of the three major telecom companies (Zain, Mobily, Saudi Telecom) in the country by 15 years each, allowing them to offer fixed, mobile and internet services.
2) This is the most important development for Zain Saudi Arabia since its inception as it will lower amortization costs by $116 million annually and help the company reach profitability sooner.
3) The CEO of Zain Saudi Arabia believes consumers will benefit the most from this decision through increased competition among the three strong players and more choices of high quality, affordable services.
STC acquired full ownership of Bravo, Saudi Arabia's only push-to-talk mobile service operator. This acquisition could benefit STC's enterprise business by providing synergies between Bravo and STC's services, and allowing STC to target new vertical markets like transportation and healthcare using Bravo's capabilities. It may help STC differentiate its business mobile offerings and strengthen its delivery capabilities. The document analyzes how the acquisition could impact STC's go-to-market strategy and the Saudi Arabian mobile market.
Singtel has embarked on a strategic reset to capture untapped digital growth in the 5G era. The reset prioritizes three areas:
1) Reinvigorating the core by leveraging 5G leadership to grow 5G market share in consumer and enterprise segments. This involves innovating consumer products/services and growing digital lifestyle businesses, as well as co-creating 5G enterprise services.
2) Developing new growth engines by recasting NCS as an Asian B2B digital services champion and building out ASEAN digital ecosystems with regional associates.
3) Unlocking value from quality infrastructure assets like towers, satellites and data centres to invest in critical infrastructure and drive growth.
The
The document analyzes and compares the financial performance of Maxis Berhad and Celcom Axiata Berhad over a 3 year period from 2012-2014 based on their annual reports. Key metrics analyzed include percentage change in revenue, return on assets, return on equity, gross profit rate, current ratio, working capital, and accounts receivable turnover rate. The analysis found that Maxis Berhad generally had stronger profitability ratios but a declining current ratio, while Celcom Axiata Berhad saw declines in gross profit rate but had a lower current ratio. Overall, the document provides a financial statement analysis and comparison of the two major Malaysian telecommunications companies.
CRITICAL SUCCESS FACTORS FOR M-COMMERCE IN SAUDI ARABIA’S PRIVATE SECTOR: A M...ijitcs
Many developing country firms are investing huge money in the sector of mobile commerce (m-commerce).
Simplifying and understanding the factors which can impact on m-commerce success enables the
organisations’ managers to focus their efforts on the key areas of their m-commerce businesses, thereby
contributing to the successful implementation of m-commerce. This study provides a clear understanding of
m-commerce in the private sector in the Kingdom of Saudi Arabia and identifies the critical success factors
of implementing m-commerce within the local business environment. A case study approach will be used
for five Saudi companies, which use m-commerce, represented by: Alrajhi Bank, Souq.com, Saudi
Electricity Company, Saudi telecom company (STC), and Saudi Airlines. This study represents a research
in progress and interviews based on the literature to identify the key success factors for these companies in
particular and in Saudi Arabia’s private sector in general.
This document discusses the impact of e-government implementation on achieving Saudi Arabia's vision 2030 to become an international logistics center. It focuses on four key areas: transforming Saudi Arabia into a logistics center through improving transportation infrastructure; increasing opportunities for living throughout the kingdom; promoting long-term financial sustainability; and the role of e-government in the Ministry of Transport. The document analyzes the current state of Saudi Arabia's transportation sector, including air, road, and sea transport. It also examines the elements needed to improve logistics, such as Saudi Arabia's strategic geographic location. The study finds that implementing e-government can help achieve vision 2030 goals by improving government services, engagement, and supply chain transparency in the transportation
The annual report summarizes Zain Group's performance in 2012. It discusses the challenges posed by the global economic outlook and increased competition. While financial indicators reflected these challenges, operational performance remained within expectations thanks to business plan flexibility. Key highlights included generating over $4.58 billion in revenue and $902 million in net income. The customer base grew 6% to over 42.7 million. The report discusses strategic partnerships and network investments, as well as operations in various countries such as Saudi Arabia, Iraq, Sudan and South Sudan.
The document provides an interview transcript with Jeff Youssef, a partner at Oliver Wyman, discussing key challenges and opportunities in the GCC telecom sector. Youssef notes traditional revenue streams are saturated and data represents growth but requires infrastructure investment. He discusses the varying regulatory environments across GCC countries and limited M&A potential. Youssef also comments on the increasing demand for data services and how operators have responded to lost revenues from messaging apps. The document then provides Youssef's views on media business models and growth of online media startups in the GCC region, as well as the important role of social media and preferences for print vs digital media among GCC subscribers.
Evolving Technology Trends Is your bank ready for tomorrow?aakash malhotra
Banks around the world have been
racing to catch up with the ever-evolving
technological trends shaping the way they
operate and serve their clients.
Prior to COVID-19, the Middle East
financial services industry was evolving
at a measured pace, driven by changing
customer expectations, heightened
competition from incumbents and
new entrants, evolving regulations, and
advancements in technology. In a matter
of weeks, COVID-19 upended those
conventions
Vodacom Group provides an investment case for its operations and strategy. It has a market-leading position serving over 133 million customers across Africa and aims to strengthen its footprint further through acquisitions. Vodacom is diversifying its revenues away from core mobile services towards financial services, digital services, IoT and fixed connectivity with a goal of growing these new services segments by 25-30% annually. It has a clear strategy of optimizing its operations to accelerate growth and enhance returns while also increasing its positive societal impact.
This document brings together a set
of latest data points and publicly
available information relevant for
Automotive Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
MoneyMatch is a multinational FinTech startup based in Malaysia that provides international payment processing and blockchain technologies. It has processed over 2.5 billion MYR in transactions. The company offers cross-border remittances and payments through a mobile app and utilizes emerging technologies like AI, machine learning, and digital transfers. While regulatory compliance and cybersecurity pose risks, the increased demand for digital financial services during the Covid-19 pandemic has helped MoneyMatch expand its customer base and increase profits.
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Financial analysts are excited about the prospects for the mobile telecoms sector in Saudi Arabia, but I believe that 2015 promises to be a bumper year for mobile customers in Saudi Arabia too. Increased competition is going to be great for everyone with a mobile
phone in the Kingdom.
Emirates Integrated Telecommunications Company PJSC (du) provides telecommunication services in the UAE. The analyst rates du as "Accumulate" with a target price of AED 7.6. Du operates mobile, fixed, wholesale, and other segments. It reported a 23.7% decrease in net profit for 2021 but revenues grew 5.4% driven by growth in fixed and other segments. Du has a strong market position in the UAE telecom industry but faces competition from Etisalat and substitutes.
XYZ Sdn Bhd is a Malaysian software development company established in 2001 with a mission to provide superior IT services. Recognizing the growth of globalization and competition, XYZ decided to develop Islamic banking software. However, their initial project design only covered internal banking operations and did not account for growing mobile banking trends. An implementation plan is proposed to develop the software efficiently and address operational risks through outsourcing technical expertise and considering regulatory, security, and socio-economic risks.
Reimagining ASEAN: The digital journey to 2025Varun Mittal
Evolving digital technologies have the potential to transform industries, enrich lives and propel global progress. For ASEAN in particular, embracing digital technology could prove the key to a more dynamic, networked and innovative region by 2025 – driving new economic activities and realising the full potential of its young demographic. So what are the opportunities – and main barriers – to a globally recognized and digitised ASEAN? And is there a chance that greater digitalisation could backfire?
Saudi Arabia Digital Transformation Market PPT: Growth, Outlook, Demand, Keyp...IMARC Group
The Saudi Arabia digital transformation market size is projected to exhibit a growth rate (CAGR) of 27.90% during 2024-2032.
More Info:- https://www.imarcgroup.com/saudi-arabia-digital-transformation-market
The global telecom cloud billing market to increase from US$ XX.X million in 2020 to US$ XX.X million by 2025 with a compound annual growth rate (CAGR) of XX.X% for the period 2020-2025. The research report on the global telecom cloud billing industry provides extensive competition analysis and competitive conditions. The report includes information on significant products, players, challenges and developments, and other information specific to the telecom cloud billing industry. The data in this report is targeted for business and industry practitioners and specifically intended to assist in the explanation, direction, and understanding of the potential of the telecom cloud billing markets. The study focuses on providing readers with an understanding of developments in the industry, market segments, market forecasts, leading players, and market drivers and inhibitors.
- The export industry in Bangladesh has been severely impacted by COVID-19, with exports reducing by $3 billion in 2020 and global trade projected to drop significantly.
- To revive exports, the document proposes increasing automation through artificial intelligence, implementing a blockchain-based supply chain system, and developing affiliate networks and a hardware industry.
- Specifically, it suggests using AI to automate production processes, adopting Industry Transformation policies for the RMG sector involving automation and outsourcing, and establishing a transparent supply chain management system through blockchain technology.
Brief study on financial health/goal of Vodafone IdeaAjayVerma335
The document is an annual report of Vodafone Idea Limited that includes information such as:
- An acknowledgement section thanking various individuals for their support.
- Overviews of the company's vision, mission, and chairman.
- Financial statements like the balance sheet and statement of profit and loss.
- Details of strategic initiatives to improve revenue and financial position.
- Explanations of the company's liquidity ratio and current ratio calculation.
GTM UAE : Customer Engagement Service /PlatformZainAlvi12
The presentation contains complete analysis of UAE for digital, IT and Customer Engagement Services , landscape, players in B2B and B2G market with GTM strategy
Blockchain Land is a multichain metaverse with a unique purpose and opportunities. Read our Business Valley deck presentation to gain more knowledge about a platform that can give you a ride of the world with virtual reality.
Building Automation and Control Systems market, Kingdom of Saudi Arabia, 2018...KONTAGION HUB LIMITED
The document provides an overview and market analysis of building automation and control systems in Saudi Arabia. Some key points:
- The total Saudi market for building automation and control systems (BACS) is estimated to be $247 million in 2018, including $109 million for BACS products and $33 million for service and maintenance.
- The top players in the Saudi BACS market are Honeywell, Siemens, Johnson Controls, and Schneider, who hold the largest market shares.
- The market is driven by new large construction projects which are dependent on government investment. Retrofitting and servicing existing buildings are growing market segments.
- Emerging trends include the increasing use of IoT, AI
This document provides a business plan for a proposed new satellite service provider in Indonesia. The plan outlines objectives to seek $50 million in funding. It covers background on trends in Indonesia's digital market, and presents the vision, products/services, market analysis, marketing strategy, financial projections, timeline and organizational structure for the new company. Key aspects include providing mobile, corporate and wholesale satellite services, with projected revenue of $23.4 million annually and profitability by year 4.
13022 1 BIOL 315 Salmonella and Typhoid fever CicelyBourqueju
1/30/22
1
BIOL 315: Salmonella and
Typhoid fever
Dr. Sean Murray
Western Blot
Typhoid Fever
Typhoid Fever
• Salmonella Typhi: only infects humans
• CDC estimates 21 million cases per year world wide
with 200,000 deaths
• 400 cases per year in USA (most traveled to developing
countries)
Gastroenteritis
• Salmonella Typhimurium: broad host range
• CDC estimates 6.5 million cases a year in USA
with ~9,000 deaths from gastroenteritis
• 1/3 of all gastroenteritis infections caused by
Salmonella
• CDC: 15 Salmonella infections per 100,000
people in USA
Typhoid Fever
• Salmonella Typhi
• Fecally contaminated food/water
• 1-4 weeks post-ingestion for symptoms
• Multiply in spleen, liver
• High fever, chills, convulsions, delirium, and
anorexia for 2-3 weeks
• Pass from liver to gall bladder to intestine,
where it may ulcerate the intestinal mucosa
(fatal)
• Treatment: antibiotics
1/30/22
2
Typhoid Mary, early 1900s
• Salmonella can persist in the gall
bladder, and may be shed in feces
• Chef Typhoid Mary was a carrier
• She infected many people as she
worked at hotels, restaurants, hospitals
• Arrested twice, spent the rest of her life
in prison after the second arrest
Gastroenteritis
• Salmonella Typhimurium
• Contaminated poultry/eggs
– Caesar salad, raw eggs
• Nausea, vomiting 6-24 hours post ingestion
• Followed by abdominal pain, diarrhea, fever
• Symptoms last 1 week
• Shed Salmonella in feces for up to 3 months
• 1-3% of people shed for 1 year
• If enters bloodstream, septic shock (rare)
• Antibiotics not normally prescribed
Species infected by Salmonella
• Humans (Typhi)
• Humans, mice, cows, most mammals,
C. elegans (Typhimurium)
Salmonella Invasion of intestinal epithelium
1/30/22
3
TIIISS injects proteins into mammalian
cells that are NOT normally phagocytic to
induce phagocytosis of bacterium
Galan and Wolf-Watz, Nature, 2006
Type III-secretion system (TIIISS)
Galan and Wolf-Watz, Nature, 2006
Secretion protein complex is sequentially assembled
starting with the inner membrane, outer membrane,
periplasm, and finally the extracellular domains
Galan and Wolf-Watz, Nature, 2006
Invasion of intestinal epithelium
1/30/22
4
Holden, Traffic, 2002
Invading
macrophages
Paul (Ed.), Fundamental Immunology, 2003
Holden, Traffic, 2002
Salmonella
Containing
Vacuoles
Holden, Traffic, 2002
Salmonella Pathogenicity Islands SPI-1 and SPI-2
encode two different TIIISS that were horizontally
acquired (different GC content than chromosome);
pSLT is self-transmissible
pSLT
Spi-1
Spi-2
Salmonella
chromosome
Genome = chromosome plus plasmid
How does Salmonella adapt to
being inside or outside host cells?
In bacterial
membrane:
In bacterial
cytoplasm:
PhoQ
PhoP
(sensor)
(transcription factor)
1/30/22
5
PhoQ is activated by molecular signals inside ...
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Prior to COVID-19, the Middle East
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Saudi arabia telecoms sector set for a transformative 2015Karim_Benkirane
Financial analysts are excited about the prospects for the mobile telecoms sector in Saudi Arabia, but I believe that 2015 promises to be a bumper year for mobile customers in Saudi Arabia too. Increased competition is going to be great for everyone with a mobile
phone in the Kingdom.
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XYZ Sdn Bhd is a Malaysian software development company established in 2001 with a mission to provide superior IT services. Recognizing the growth of globalization and competition, XYZ decided to develop Islamic banking software. However, their initial project design only covered internal banking operations and did not account for growing mobile banking trends. An implementation plan is proposed to develop the software efficiently and address operational risks through outsourcing technical expertise and considering regulatory, security, and socio-economic risks.
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The document provides an overview and market analysis of building automation and control systems in Saudi Arabia. Some key points:
- The total Saudi market for building automation and control systems (BACS) is estimated to be $247 million in 2018, including $109 million for BACS products and $33 million for service and maintenance.
- The top players in the Saudi BACS market are Honeywell, Siemens, Johnson Controls, and Schneider, who hold the largest market shares.
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- Emerging trends include the increasing use of IoT, AI
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13022 1 BIOL 315 Salmonella and Typhoid fever CicelyBourqueju
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1
BIOL 315: Salmonella and
Typhoid fever
Dr. Sean Murray
Western Blot
Typhoid Fever
Typhoid Fever
• Salmonella Typhi: only infects humans
• CDC estimates 21 million cases per year world wide
with 200,000 deaths
• 400 cases per year in USA (most traveled to developing
countries)
Gastroenteritis
• Salmonella Typhimurium: broad host range
• CDC estimates 6.5 million cases a year in USA
with ~9,000 deaths from gastroenteritis
• 1/3 of all gastroenteritis infections caused by
Salmonella
• CDC: 15 Salmonella infections per 100,000
people in USA
Typhoid Fever
• Salmonella Typhi
• Fecally contaminated food/water
• 1-4 weeks post-ingestion for symptoms
• Multiply in spleen, liver
• High fever, chills, convulsions, delirium, and
anorexia for 2-3 weeks
• Pass from liver to gall bladder to intestine,
where it may ulcerate the intestinal mucosa
(fatal)
• Treatment: antibiotics
1/30/22
2
Typhoid Mary, early 1900s
• Salmonella can persist in the gall
bladder, and may be shed in feces
• Chef Typhoid Mary was a carrier
• She infected many people as she
worked at hotels, restaurants, hospitals
• Arrested twice, spent the rest of her life
in prison after the second arrest
Gastroenteritis
• Salmonella Typhimurium
• Contaminated poultry/eggs
– Caesar salad, raw eggs
• Nausea, vomiting 6-24 hours post ingestion
• Followed by abdominal pain, diarrhea, fever
• Symptoms last 1 week
• Shed Salmonella in feces for up to 3 months
• 1-3% of people shed for 1 year
• If enters bloodstream, septic shock (rare)
• Antibiotics not normally prescribed
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• Humans (Typhi)
• Humans, mice, cows, most mammals,
C. elegans (Typhimurium)
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TIIISS injects proteins into mammalian
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Galan and Wolf-Watz, Nature, 2006
Type III-secretion system (TIIISS)
Galan and Wolf-Watz, Nature, 2006
Secretion protein complex is sequentially assembled
starting with the inner membrane, outer membrane,
periplasm, and finally the extracellular domains
Galan and Wolf-Watz, Nature, 2006
Invasion of intestinal epithelium
1/30/22
4
Holden, Traffic, 2002
Invading
macrophages
Paul (Ed.), Fundamental Immunology, 2003
Holden, Traffic, 2002
Salmonella
Containing
Vacuoles
Holden, Traffic, 2002
Salmonella Pathogenicity Islands SPI-1 and SPI-2
encode two different TIIISS that were horizontally
acquired (different GC content than chromosome);
pSLT is self-transmissible
pSLT
Spi-1
Spi-2
Salmonella
chromosome
Genome = chromosome plus plasmid
How does Salmonella adapt to
being inside or outside host cells?
In bacterial
membrane:
In bacterial
cytoplasm:
PhoQ
PhoP
(sensor)
(transcription factor)
1/30/22
5
PhoQ is activated by molecular signals inside ...
12620, 10(28 AMBritish Jury Delivers First Conviction for FeCicelyBourqueju
1/26/20, 10(28 AMBritish Jury Delivers First Conviction for Female Genital Cutting - The New York Times
Page 1 of 2https://www.nytimes.com/2019/02/01/world/europe/female-genital-mutilation-conviction-britain.html?searchResultPosition=4
https://nyti.ms/2UzfDiq
By Palko Karasz and Anna Schaverien
Feb. 1, 2019
LONDON — A woman in London was convicted on Friday over the genital cutting of her daughter, becoming
the first person to be successfully prosecuted under the country’s law banning the practice.
The 37-year-old woman was found guilty of committing female genital cutting in August 2017, when her
daughter was 3. The girl’s father, 43, was cleared of charges. Neither parent was identified because of
reporting restrictions placed on the case.
“Female genital mutilation has an appalling physical and emotional impact on victims that usually lasts their
entire life,” said Lynette Woodrow, a deputy chief crown prosecutor, in a statement. “A 3-year-old has no power
to resist or fight back.”
A jury in London heard the girl was “deliberately cut and her injuries amounted to F.G.M.,” the statement from
prosecutors said, referring to female genital cutting, the practice of a girl’s genitalia being cut and removed.
The mother, originally from Uganda, where the practice is also illegal, claimed her daughter’s injuries were
caused when she fell from a kitchen counter onto an open metal lined cupboard door. None of the medical
experts who testified supported that assessment, the prosecutors said. The statement did not describe the
woman’s possible motives.
The girl was taken to a hospital and lost a significant amount of blood because of her injuries, jurors were told,
according to the BBC.
“I come before thee today with tears in my eyes, fear in my heart,” the woman wrote in her diary, according to
prosecutors. “My mother, I made a choice in my life. With that choice I could be going to jail.”
Aisha Gill, a professor of criminology at the University of Roehampton, said in a phone interview that the
verdict was “significant because it sends out a message to affected communities that these kinds of harmful
practices will not be tolerated.”
Calling it “a landmark case,” she added, “We need to see that the law will be operational and effective to
enable victims to come forward when necessary.”
British Jury Delivers First Conviction
for Female Genital Cutting
https://www.nytimes.com/
https://www.nytimes.com/by/palko-karasz
https://www.nytimes.com/by/anna-schaverien
https://www.cps.gov.uk/london-north/news/mother-first-be-convicted-female-genital-mutilation
https://www.bbc.co.uk/news/uk-england-47094707
1/26/20, 10(28 AMBritish Jury Delivers First Conviction for Female Genital Cutting - The New York Times
Page 2 of 2https://www.nytimes.com/2019/02/01/world/europe/female-genital-mutilation-conviction-britain.html?searchResultPosition=4
Female genital cutting has been illegal in Britain since 1985, but previous prosecutions have l ...
12621, 1000 PMOriginality ReportPage 1 of 6httpsclasCicelyBourqueju
1/26/21, 10:00 PMOriginality Report
Page 1 of 6https://class.waldenu.edu/webapps/mdb-sa-BBLEARN/originalityReport/…course_id=_16782097_1&includeDeleted=true&print=true&download=true
%%63
SafeAssign Originality Report
NURS-6521D-5/NURS-6521N-5/NURS-6521A-5-Adv… • SafeAssign Drafts
%%63Total ScoreTotal Score:: High risk
Dera Ogudo
Submission UUID: ee4ea50b-fd85-24bc-6924-a746b0154e78
Total Number of ReTotal Number of Re……
1
Highest MatchHighest Match
63 %
WK8Assgn_Ogudo.docx
Average MatchAverage Match
63 %
Submitted onSubmitted on
01/26/21
09:48 PM CST
Average Word CountAverage Word Count
813
Highest: WK8Assgn_Ogud…
%%63Attachment 1
Inst itut ional databaseInst itut ional database ( (77))
Student paperStudent paper Student paperStudent paper Student paperStudent paper
Student paperStudent paper Student paperStudent paper Student paperStudent paper
Student paperStudent paper
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View Originality Report - Old Design
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WK8Assgn_Ogudo.docx
22 55 44
11 66 33
77
22 Student paperStudent paper 55 Student paperStudent paper 44 Student paperStudent paper
1
3
Alzheimer’s Case Study Analysis
Dera Ogudo
Walden University
January 26, 2021
Alzheimer’s Disease Case Study It can be a daunting task for a skilled practitioner to carry a diagnosis of Alzheimer’s disease (AD). Diagnosis of
dementia must have at least two major cognitive functions for it to be affected sufficiently to impede daily routines. These entail the capacity
to reason, language skills, memory, visual protection, and ability to solve problems. Diagnosis of dementia does not have a definite test, thus,
there is a need for clinicians to conduct several assessments like neurophysiological and cognitive tests in order to determine judgment, cogni-
tion, memory, attention, vocabulary, and thinking. The case study entails a seventy-six-year-old man who is suspected of having Alzheimer’s
disease. The case conclusion is derived on the information that is presented by his son and there lacked organic illness process during inspec-
tion. His behavioral changes began 2 years ago, which comprised of apathy, changes in his personality, which was later followed by diffi-
culties when speaking and loss of memory. When conducting a clinical interview, confabulation was also detected, self-ascertained eu-
thymic mood and speech. The patient also showed signs of impaired insight and judgment and also lacked impulse control. The pa-
tient does not show signs of suicide ideation and he is diagnosed with a condition called neurocognitive disorder that is linked to Alzheimer’s
11
22
33 44
https://class.waldenu.edu/webapps/mdb-sa-BBLEARN/originalityReport?attemptId=e560c6e4-8f80-47de-ba1e-bf571388590b&course_id=_16782097_1&download=true&includeDeleted=true&print=true&force=true
1/26/21, 10:00 PMOriginality Report
Page 2 of 6https://class.waldenu.edu/webapps/mdb-sa- ...
1302 Notes – 06 – February 4, 2021 Writing about Fiction (& CicelyBourqueju
1302 Notes – 06 – February 4, 2021
Writing about Fiction (& Exam)
1. Putting the “Composition” into Composition II
(how to start and end paragraphs with your topic sentence)
2. The Academic Paragraph—with an Example
(it starts and ends with the same topic sentence)
3. Analyze First
4. Let’s Practice Topic Sentences (which will start and end the paragraphs)
5. Let’s Practice Finding Support (for the topic sentences which go where?)
6. Drafting the Paragraph Assignment (establishes today’s attendance)
7. Homework Help (Paragraph & Exam 1: Fiction)
8. Checklist of Graded Assignments, Week 3
HOMEWORK for NEXT TIME: 1- ANALYZE a short story. 2-DRAFT an
academic paragraph of 8-24 sentences, communicating one writing technique in that
story. 3-REVISE the paragraph, then UPLOAD it by Sunday night. 4-TAKE Exam 1:
Fiction any time until next Wednesday (note: no new readings).
1. Putting the “Composition” into Composition 2
• You are LEARNING ABOUT FICTION in order to WRITE ABOUT FICTION
• The skills you use to write about fiction, you can then use in real life
to write about incident reports, peer reviews, etc.
• We will start by writing an ACADEMIC PARAGRAPH
• Next week, we will write an ESSAY, which will include:
• An introductory paragraph
• 2 or more academic paragraphs, and
• A concluding paragraph
2. The Academic Paragraph (with an Example)
ACADEMIC PARAGRAPHS, in literary analysis, exist to communicate ONE (1) specific
insight about a story, poem, or play. This time, we’re doing short stories.
WHY WRITE? Consider Comic-Con, book clubs, and fandoms (like Trekkers or
Browncoats). Also, this develops your ability to look at evidence and build a theory
based on that evidence—a good skill to have in law, in medicine, in business, etc.
HOW & WHEN TO WRITE? Use today’s class time to write an academic paragraph
explaining one (1) insight about one (1) short story. You will then have a chance to
The paragraph starts and ends
with the same point. This "topic
sentence" is the whole reason
the paragraph exists. Be sure to
name the author & title. If you
think a reader may need a
reminder about the term you
are using, define it. If you don't
use your own words, you must
use quotation marks and cite
your source! It's a good idea,
toward the start, to give a one-
line summary of the story in
your own words—name the
main characters. You should
have points to make that
support your topic sentence. Put
them before the quotes that
support them. Support can be
given as quotes and as facts
from the story. If you use a story
with page numbers, remember
to put the page number of the
quote in parentheses after the
quote. Make sure you proved
your point, by the end, even if
you feel you're stating the
obvious, because you probably
are not stating the obvious.
Finish with a restatement of the
topic sentence.
revise and fix any glitches before uploading by Sunday night ...
13-1 Final Project Milestone One IntroductionCicelyBourqueju
1
3-1 Final Project Milestone One: Introduction
January 19,2022
Sierra Club
Sierra Club is an environmental organization that operates in all the US states, promoting the importance of preserving the environment. The environment is primarily polluted, and Sierra Club is doing all it can to bring people together to develop solutions for protecting the environment. Sierra Club has organized over four thousand rallies and events for different causes like racism, mainly focusing on environmental issues (About the Sierra Club, n.d.). Sierra Club, over recent years, they have been lobbying the government to promote environmentally friendly practices by implementing policies that promote environmental conservation (About the Sierra Club, n.d.). Sierra Club focuses on promoting environmental sustainability, solving and preventing further global warming and its effects, and using coal by large manufacturing companies. Sierra Club does not only deal with ecological protests; they organize outdoor activities like rock climbing, camping, and wilderness excursions for its members. Sierra Club’s vision states that they envision themselves being an inclusive, diverse, and knowledgeable movement that has achieved a sustainable environment making their achievement an inspiration to other communities (About the Sierra Club, n.d.). Its mission includes exploring and protecting the wild areas of the earth, promoting effective and responsible use of the environment and its resources, and educating people on protecting and restoring the natural environment (About the Sierra Club, n.d.).
Disney Corporation
The Walt Disney Company, popularly known as Disney corporation, is a multinational entertainment company that aims at entertaining and inspiring its viewers. Disney began as an animation production company, and with time it grew its products and services. Disney products and services include Walt Disney Pictures, responsible for several film production companies (About the Walt Disney Company, n.d.). The products and services also include the ABC broadcast network, several cable services like Disney Chanel, Live streaming services like Disney+, several theme parks in the country hotels and cruise ship lines (About the Walt Disney Company, n.d.). Disney focuses on innovation to create new and customized products for its customers due to the high competition in the film production industry and live streaming services. The vision of Disney is to be among the leading producers, entertainers, and information in the world (About the Walt Disney Company, n.d.). Disney’s mission is to entertain and inform its users through storytelling using innovation and technology, making Disney the premium entertainment company globally (About the Walt Disney Company, n.d.).
Miami-Dade County Florida
Miami-Dade County in southeastern Florida is the largest county in Florida State. Miami-Dade County has more than two million five hundred people makin ...
13.7TearViscosityPressurePlate Gap0.00350.00180.000.000.00350.00170.000.000.45319.00186.001.800.85380.00174.001.800.35350.00180.000.000.30300.00180.000.000.70400.00180.000.001.90350.00190.000.000.25350.00180.000.000.10319.00186.00-1.800.15380.00186.00-1.803.90350.00180.003.000.00380.00174.00-1.800.55350.00180.000.000.00350.00180.00-3.000.05319.00174.00-1.800.40319.00174.001.804.30380.00186.001.800.00350.00180.000.00
13.9Size (Square feet) Rent ($)65519756631581718142966513507151633903180770816327851528955180052512066301421731187069418586851782675175075014406101212531117675012706751503725159582017956609985351080628133743410757751574707155670213008721400578120047014507701590784152587215756751478768145079717506001150660185092516506501275550110066513989161600850135075015509001300690160057413008001500775140087316508141575739160082014256651270
13.10MovieOpening Weekend Gross ($mil)YouTube Trailer Views (millions)The Mummy32.24657.897It Comes At Night6.00110.785Megan Leavey3.76810.099Captain Underpants: The First Epic Movie23.8528.725Wonder Woman103.25184.205Pirates of the Caribbean: Dead Men Tell No Tales62.98334.990Baywatch18.50421.764Everything, Everything11.7275.550Diary of a Wimpy Kid: The Long Haul7.1263.836Alien: Covenant36.16145.615Snatched19.5427.791King Arthur: Legend of the Sword15.37128.187Lowriders2.4044.496Guardians of the Galaxy Vol. 2146.51057.324How to Be a Latin Lover12.2527.394The Circle9.03411.145Sleight1.70211.175Born in China4.7900.508Free Fire0.9941.061Unforgettable4.7855.387The Promise4.0966.354Phoenix Forgotten1.8167.714The Fate of the Furious98.78730.870The Case for Christ3.9680.280Going in Style11.9322.645Smurfs: The Lost Village13.2108.124The Boss Baby50.19952.292The Zookeeper's Wife3.2893.886Ghost in the Shell18.67631.055CHIPS7.7237.081Life12.50213.550Power Rangers40.30059.296Beauty and the Beast174.75180.077The Belko Experiment4.1375.546Kong: Skull Island61.02535.309The Shack16.1722.532Logan88.41244.196Before I Fall4.6904.989Get Out33.3776.630Rock Dog3.7050.942Collide1.5132.258The Great Wall18.47011.327Fist Fight12.2028.966A Cure for Wellness4.35715.177John Wick: Chapter 230.43613.714The LEGO Batman Movie53.00331.231Fifty Shades Darker46.60752.612Rings13.00316.235The Space Between Us3.7766.884A Dog's Purpose18.22311.698Gold3.4712.827Resident Evil: The Final Chapter13.60223.075Split40.01112.60620th Century Women1.3850.826xXx: Return of Xander Cage20.13027.536The Founder3.4047.273The Resurrection of Gavin Stone1.2073.323Monster Trucks10.9514.267Sleepless8.3443.790Patriots Day11.6147.597The Bye Bye Man13.50112.912Live By Night5.1067.067Silence1.9855.020Hidden Figures22.8007.739Underworld: Blood Wars13.68916.795A Monster Calls2.0807.643
MGMT 101
DISSCISSON QUESTIONS- 200 WORDS EACH AND BE SURE TO PUT THE REFRENCES UNDER EACH ANSWER.
W1: Roles, Responsibilities and General Duties of Supervisors
Contains unread posts
Hello Students,
Please review this video, Positional Power vs. Personal Power, and let's get prepared to ...
12622, 935 PM Module Four Assignment Guidelines and Rubric CicelyBourqueju
1/26/22, 9:35 PM Module Four Assignment Guidelines and Rubric - ACC-201-R3909 Financial Accounting 22EW3
https://learn.snhu.edu/d2l/le/content/957682/viewContent/16293699/View 1/3
Overview
Internal controls are methods and strategies used to keep informa�on and inventory safe from the� and to easily tell if something is compromised or missing. In this assignment, you
will recommend internal controls for safeguarding inventory from an accoun�ng perspec�ve and explain which financial statements are affected by missing inventory.
Scenario
One of your friends has opened a new wholesale electronics business and wants your help figuring out some inventory issues they are facing.
One night last week, there seemed to be fewer HD televisions in the warehouse than they expected. The last �me they were in the warehouse was a week earlier, and they hadn’t
no�ced anything amiss.
As they looked around, they saw that the evening warehouse worker was filling the last orders of the day. The delivery driver and day warehouse worker were gone for the day, and the
delivery van keys were on the desk that the warehouse workers shared. The doors to the loading dock were open, as was the door to the office area where the accountant, two
customer service specialists, and the owner worked.
Knowing that you are familiar with accoun�ng principles, they asked for your help in figuring out how to prevent this in the future.
Prompt
Based on what you have learned about internal controls, provide recommenda�ons on what controls the business owner should put in place to prevent loss of inventory and ensure
that any losses are reported immediately. Also, specify which parts of the financial statements are affected by these losses.
Specifically, you must address the following rubric criteria:
Role of Internal Controls
Explain the role of internal controls in business se�ngs. Also explain how not having internal controls in place may impact the accurate analysis of any wrongdoing.
Recommenda�ons
Recommend at least two internal controls that should be put in place to prevent inventory from going “missing,” no�ng any assump�ons you are making about the root
cause of the missing products and how your recommenda�ons will help address them.
Recommend at least one control that should be put in place to alert the owner if something is actually missing.
Financial Statements
If you found that two $400 HD televisions were missing, explain which financial statements you would correct and how. Be specific as to accounts and amounts.
Guidelines for Submission
Submit a 1- to 2-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style.
Module Four Assignment Rubric
Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
https://app.readspeaker.com/cgi-bin/rsent?customerid=9568&url=https%3A%2F%2Flearn.snhu.edu%2Fcontent%2Fenforced%2F957682-ACC-20 ...
1
2
3
CLC Assignment: COMPANY ANALYSIS
Group 3
Professor Stephen Weiss
ACC. 371
January 31, 2021
Introduction
The GAAP provided new guidelines regarding revenue recognition, in order to simplify the financial statements. The objective of the new guidance is to establish the principles to report useful information to users of financial statements about the nature, timing, and uncertainty of revenue from contracts with customers. This paper will discuss the revenue recognition criteria of various companies and how they comply with rules of FASB codification.
The Analysis
Microsoft Corporation: Microsoft corporation is the largest company that deals with the manufacturing and sale of electronic devices like iPhones, iPads, laptops and other extra devices in the world. It is the leading company in the production of personal computer software. Its financial statements signify a good performance in the investment sector. From the balance sheet, the short-term investments in the financial year 2020 were $136,527, in 2019 the investments were $133,819 and in 2018 the investments totaled to $133,768 this can be estimated to be 2.02%, 0.04% and 0.59% percentage growth of the company from the previous years, (Warren et al,, 2020).
The notes show that the company has invested $150 in the production of more units of the electronic devices supplied. Investing in workforce and in the security exchange in the purchase of share in the stock exchange. An approximate amount of $100 was invested in the purchase of share and reinvestment of dividends in 2019, (Mayes, 2020).
FASB which refers to the financial accounting standards board has laid out new policies that ought to be followed by every company. For instance, Microsoft corporation follows the principle of impracticability in its operations as required by FASB as it believes excessive costs are included in the principle, (Tysiac, 2018, p.105). Additionally, the company follows the exchanges productive assets which states that the accounting of non monetary transactions should be based on fair values of the assets. According to Microsoft corporation when non-monetary transactions lack commercial substance, they are exempted in accordance with FASB standards. Therefore, Microsoft has made investments in the company in both short-term and long-term investments and follows the FASB standards correctly when preparing their financial statements.
Amazon: Amazon is the second most valuable company in the United States trailing Apple. The company is worth over $1.7 trillion and continues to grow. Amazon recognizes revenue when these four criteria are met, evidence of an arrangement or contract exists, delivery has occurred or services have been rendered, the selling price is fixed or determinable, and collectability is assured (sec.gov). From there they determine if they should report the revenue as gross sales and related costs or the net amount as commission sales. When discount offers a ...
12622, 930 AM Full article Strategic Management in the PubCicelyBourqueju
1/26/22, 9:30 AM Full article: Strategic Management in the Public Sector: How Tools Enable and Constrain Strategy Making
https://www.tandfonline.com/doi/full/10.1080/10967494.2018.1427161 1/81
Volume 21, 2018 - Issue 5
International Public Management Journal
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Articles
Strategic Management in the Public
Sector: How Tools Enable and Constrain
Strategy Making
,Linda Höglund ,Mikael Holmgren Caicedo &Maria Mårtensson
Fredrik Svärdsten
Pages 822-849 | Accepted author version posted online: 24 Jan 2018, Published online: 01 Mar 2018
Download citation https://doi.org/10.1080/10967494.2018.1427161
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ABSTRACT
Strategic management (SM) has become prominent on the agenda in several public
organizations due to new public management (NPM) reforms. Nevertheless, there are
few studies investigating how public organizations apply SM in practice and what tools
are used. As a result, calls have been made for such studies. This article can be seen as
an attempt to meet this call by presenting a qualitative case study of how SM has been
applied in the Swedish Transport Administration (STA), a central government agency in
Sweden, and what tools it used in strategy making. By analyzing the micro processes of
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APA please
10%
SIMILARITY INDEX
6%
INTERNET SOURCES
0%
PUBLICATIONS
10%
STUDENT PAPERS
1 6%
2 2%
3 1%
Exclude quotes Off
Exclude bibliography Off
Exclude matches Off
PepsicoInternationalizationCulture.edited.docx
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to UK College of Business and
Computing
Student Paper
Submitted to Kaplan University
Student Paper
Submitted to Central Queensland University
Student Paper
FINAL GRADE
12/0
PepsicoInternationalizationCulture.edited.docx
GRADEMARK REPORT
GENERAL COMMENTS
Instructor
PAGE 1
Comment 1
This is a very general statement
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Article Error You may need to use an article before this word. Consider using the article
the.
P/V You have used the passive voice in this sentence. You may want to revise it using the
active voice.
Comment 2
(date)
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Comment 3
Which organisation?
Comment 4
The reader needs to know some background to a specific company and its operation in a
second country and the frameworks you will introduce to analyse the IHRM issues that
arise.
Article Error You may need to use an article before this word. Consider using the article
the.
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Comment 5
This is the first mention of the company you are analysing. Some background needed to
their operation is needed.
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Comment 6
Why are you introducing the Philippines here?
Comment 7
assumed?
Comment 8
Are you discussing China or the Philippines?
PAGE 2
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
P/V You have used the passive voice in this sentence. You may want to revise it using the
active voice.
Article Error You may need to use an article before this word.
Article Error You may need to use an article before this word.
Comment 9
You really need to focus on one host country.
PAGE 3
QM
S/V This subject and verb may not agree. Proofread the sentence to make sure the subject
agrees with the verb.
PAGE 4
Strikethrough.
Comment 11
Reference
APA please
You must use APA version 6. Consider using Refworks or click HERE to read the guidance
provided by the library.
http://www.library.auckland.ac.nz/subject-guides/bus/topicguides/apa_for_business.htm
International Human Resource Management: BUSMGT 761
Week 3
5
th
July 2021
Sourcing human resources
for global markets
It can be concluded that an adequate understanding of the cultural context, as it impacts on the behavior of an organization’s employees, is of critical impo ...
13 Business and Global GovernanceMarc FudgeCase ScenCicelyBourqueju
13 Business and Global
Governance
Marc Fudge
Case Scenario: Zach and Zoey discuss their future 367
Introduction 369
Global Governance 369
Three Important IGOs Not Directly Related to Business 371
Three IGOs Related to Business 372
Criticisms of International Trade and Financial Organizations 379
Factors of Economic Growth and the Role of Governments
and Governance 382
Analytical Case: The BRICS Development Bank 392
Practical Skill: Leveraging international resources 393
Summary and Conclusion 394
CHAPTER CONTENTS
CASE 13 SCENARIO
Zach and Zoey discuss their future
Zach wanted to share something with Zoey and invited her out to dinner at Tyler’s
uncle’s restaurant on Main Street. As they leave Happy Paws and walk past the vet
office, Splurge jewelers, and the U Scream Ice Cream shop, Zach begins talking.
He mentions that he and Zoey are both busy running successful businesses. Zoey
has opened two more Happy Paws stores, one across the state line and the other
in Anyplace, the town next to the City of Somewhere. Zach has taken over all
operations of the Double Z Beauty product line and the Double Z pet product
line. His grandparents are enjoying their retirement years traveling and have even
been able to visit Zoey’s sister Zara in China. Tyler is full time now at Good Buddy
E-
Solution
s, watching over the websites and several employees himself. Between
the three of them, they have been able to hire a number of people. Profits are
up and life is looking pretty good. Zoey remarks that life is indeed good, and
there’s not much more she could ask for. But at the door of the restaurant, Zach
acts unsettled and says things could be better. Upon hearing that, Zoey raises
her eyebrows.
Tyler has been keeping stats on website traffic for both Happy Paws and the
Double Z Beauty products. He mentioned to Zach that a number of repeat clients
are from Asia and Europe and have increasingly expressed interest in Zach opening
distribution facilities, perhaps in Tokyo and Madrid. One customer has even offered
to work for Double Z in Japan. Tyler provides some reports from international
finance institutions such as the World Trade Organization and International Monetary
Fund on targeted countries, which are very informative and surprisingly easy to
read. Zach never envisioned that the beauty and pet product lines would ever grow
to the level they have and therefore had never considered opening any facilities
overseas. Until now.
Zach is intrigued about the growth prospects of opening facilities in other
countries. He recalled his former economics professor saying that recent global
economic growth has risen substantially, and while the US had improved, it was
Asia’s developing nations where the greatest increase occurred, at something like
6+ percent.
As they make their way to their table, Zoey remarks that she supposes things
could be better, but first they’d have to find out about the employment laws that
are in place for each ...
13-1 IntroductionThe Galleon Group was a privately owned hedge fCicelyBourqueju
13-1 Introduction
The Galleon Group was a privately owned hedge fund firm that provided services and information about investments such as stocks, bonds, and other financial instruments. Galleon made money for itself and others by picking stocks and managing portfolios and hedge funds for investors. At its peak, Galleon was responsible for more than $7 billion in investor income. The company’s philosophy was that it was possible to deliver superior returns to investors without employing common high-risk tactics such as leverage or market timing. Founded in 1997, Galleon attracted employees from prestigious investment firms such as Goldman Sachs, Needham & Co., and ING Barings. Every month the company held meetings where executives explained the status and strategy of each fund to investors. In addition, Galleon told investors that no employee would be personally trading in any stock or fund the investors held.
In 2009 Raj Rajaratnam, the head of Galleon, was indicted on 14 counts of securities fraud and conspiracy, as well as sued by the Securities and Exchange Commission (SEC) for insider trading. He and five others were accused of using nonpublic information from company insiders and consultants to make millions in personal profits. Rajaratnam’s trial began in 2011, and although he pleaded not guilty, he was convicted on all 14 counts, fined over $158 million in civil and criminal penalties, and is currently serving an 11-year sentence.13-2 Raj Rajaratnam
Rajaratnam, born in Sri Lanka to a middle-class family, received his bachelor’s degree in engineering from the University of Sussex in England. In 1983 he earned his MBA from the University of Pennsylvania’s Wharton School of Business. With a focus on the computer chip industry, he meticulously developed contacts. He went to manufacturing plants, talked to employees, and connected with executives who would later work with Galleon on their companies’ initial public offerings.
In 1985 the investment banking boutique Needham & Co. hired Rajaratnam as an analyst. The corporate culture at Needham & Co. profoundly influenced Rajaratnam and his business philosophy. George Needham was obsessive about minimizing expenses, making employees stay in budget hotel rooms and take midnight flights to and from meetings. The company also urged analysts to gather as much information as possible. They were encouraged to sift through garbage, question disgruntled employees, and even place people in jobs in target industries. Analysts went to professional meetings, questioned academics doing research and consulting, and set up clandestine agencies that collected information. At Needham & Co., Rajaratnam developed an aggressive networking and note-taking research strategy that enabled him to make accurate predictions about companies’ financial situations.
Rajaratnam rose rapidly through the ranks at Needham to become president of the company by 1991. Rajaratnam’s personality also began to impact the company’s cu ...
13 Assessing Current Approaches to Childhood ImmunizatioCicelyBourqueju
This document presents a research proposal assessing current approaches to childhood immunization. The study will use a community-based cross-sectional design to examine factors associated with partial immunization of children under five, such as mothers' knowledge, beliefs, religion, and education level. A sample of mothers will be surveyed using random stratified sampling. Correlation analyses will examine relationships between vaccination hesitancy and demographic factors. The results could help identify digital methods for tracking under-vaccinated children and inform future health policy. Limitations include potential recall bias and the time needed for data collection.
1
2
Women Veterans Mental Healthcare during Pregnancy
Student Name
Student Affiliation (For Example, Department + Institute Name)
Course Name and Number
Instructor Name
Date
Women Veterans Mental Healthcare during Pregnancy
Pregnancy in women veterans is often associated with anxiety, depression, and other stress disorders. The incidence of these diseases is high in women veterans due to significant endeavors during military services (Creech et al., 2019). The implementation plan for pregnant veterans includes providing financial aids and sufficient resources to improve their mental health during pregnancy. The proposed change plan comprises certain strategic interventions to reduce the ongoing incidence of mental health problems during pregnancy in women veterans.
Distinguish organizational strategies needed to implement and maintain the change plan.
The proposed change plan comprises certain modifications in the management of pregnant veterans by providing them with adequate funds, quick medical access, and paid pregnancy leaves. Similarly, the organization should pay attention to the fault lines of the already implemented plan. To maintain the change, there should be active leadership that prioritizes the success and sustenance of the change plan. The other strategy that can make the implementation plan easy and productive is empowering women veterans through effective communication and negotiation. This strategy will ultimately help to reduce the mental stress and grievances of pregnant veterans. Hence, the change plan can categorically operate.
Identify the stakeholders needed to support the implementation of the proposed plan.
The major stakeholders are healthcare professionals such as doctors, nurses, allied health professionals, paramedical staff, and pregnant veterans as a patient of prime focus for this change plan. Additionally, hospital management and leadership also play a significant role in implementing the proposed change plan (Nillni et al., 2021). Similarly, there are certain private investors and NGOs that work for the mandate of the organization and patient care. Insurance companies are also one of the key stakeholders of the implementation plan. Similarly, pharmaceutical firms and government subsidies are also supportive elements for the implementation plan. All these stakeholders will provide affordable health care costs and quality medical care for pregnant veterans.
Explain how these stakeholders are vital to implementing the change plan.
Doctors and nurses are the first-line workers to assist the patient and provide the baseline for effective implementation. Efficient staff will introduce interventions that will improve the mental health of the veterans. Similarly, the insurance companies and other private investors directly fund the patient and hospital management to increase the plan's efficacy. This strategy will ensure the safe delivery and life of the child and mother (Nillni et al., 2021 ...
1234 Oak StreetComment by Author Good letter format that fCicelyBourqueju
1234 Oak Street Comment by Author: Good letter format that follows the sample.
Tyler, Texas 75703
October 6, 2015
Mayor Martin Heines
City of Tyler
P.O. Box 2039
Tyler, TX, 75710
Dear Mayor Haynes:
The continuance of America’s heritage hinges on the involvement of each generation in the political and civic spheres of society. Today, this hinge is rusty and in need of repair. Richard Fry, a senior researcher for Pew Research Center, writes that “this year, the ‘Millennial’ generation is projected to surpass the outsized Baby Boom generation as the nation’s largest living generation.” Yet the Millennial generation, aged eighteen to thirty-four years old this year, is cynical towards government and apathetic towards voting and civic involvement.
In a study released April 29th by Harvard University’s Institute of Politics entitled “Survey of Young Americans’ Attitudes Toward Politics and Public Service,” only 21% of young Americans view themselves as “politically engaged” and 34% “volunteer in community service.” These facts are troubling. As of this year, an overwhelming majority of this new largest generation of Americans is not politically involved and does not volunteer in the local community. It is time for local government to step in and do what it can to engage its new constituent majority. I suggest that a new city-wide initiative be adopted, targeted toward the Millennial generation’s age group as potential members, for which the City of Tyler may provide an executive committee, office and staff structure, and financial grants, with the mission of providing a way to bring together, activate, and empower Tyler’s young adults to become increasingly involved in their community and participate in the political sphere.
In order to achieve this proposal, the Tyler City Council must adopt an initiative to attract young leaders in the community and engage their involvement. This would include setting up an organizational structure consisting of an executive committee with a Tyler City Council member as chair. It might also be helpful to install you as an honorary co-chair in this committee. There would be standing committees governing specific departments necessary to the project such as a marketing committee, membership committee, and events committee. Temporary committees may be formed as needed. Full-time staff would be necessary to put the committee’s decisions into action, establishing partnerships within the community such as nonprofits and elected officials, and sponsoring education initiatives for political involvement. The staff would take full advantage of social media including Facebook, Twitter, and Instagram—favorite outlets and sources of information for Millennials. These networks can be used to further spread the word about events and opportunities made available. Memberships would be granted free of charge to Tyler residents, and others who have a vested interest in Tyler. They must be willing to sign a pledge to be ...
1/25/2017 PlayPosit
Name: Date:
Francisco Gonzalez
Light
1. In what ways does Mr. Gonzalez monitor student progress?
2. Notice that Mr. Gonzalez has a firm understanding of the challenges of his content area. He recognizes that comparisons or connections to something familiar must be made in order to ensure understanding.
3. In what ways is Mr. Gonzalez using music in his lesson?
4. Take note how Mr. Gonzalez maximizes instructional time by gathering and passing out materials while students are engaged in academic conversations with their peers.
Also watch for how he regains their attention.
5. Mr. Gonzalez has demonstrated several ways of regaining student attention following peer collaboration. Explain how Mr. Gonzalez' attention getting strategies are implemented and why they are effective.
6. How has Mr. Gonzalez significantly increased the cognitive level at which his students are working?
7. Watch for Mr. Gonzalez' reference to vocabulary commonly used on the state assessment and how he relates the term to a topic outside of the topic of light.
8. Here Mr. Gonzalez addresses common misconceptions and provides real-time, immediate examples to illustrate his point.
9. How has Mr. Gonzalez extended the learning for his students?
10. Think back over the entire lesson. Describe the many ways Mr. Gonzalez has maintained student engagement throughout his lesson.
11. What just happened here? Why is it significant?
12. Consider the part of the lesson cycle. Did Mr. Gonzalez include all of the necessary lesson components in today's lesson? Explain.
13. Effective teachers always reflect on the lesson, and lesson outcomes. Go back to the beginning of the video and rewatch Mr. Gonzalez' reflection. Listen as the he reflects on this lesson, and compare it to the responses you have written on the observation worksheet. Use both the teacher’s reflections and your own observation when writing your overall observational reflection.
CLASSROOM OBSERVATION:
Francisco Gonzales is a science teacher who uses music to teach his science concepts. He is working in a high poverty, bilingual school. Watch as he gains student attention, uses strategies to increase critical thinking, and keeps students engaged by working together to complete a challenging activity.
TASK- View video and complete observation reflection
Effective teachers always reflect on the lesson, and lesson outcomes. Listen as the teacher reflects on this lesson, and compare it to the responses you have written on the observation worksheet. Use both the teacher’s reflections and your own observation when writing your overall observational reflection.
*****RECORD YOUR ANSWERS ON THE ATTACHED DOCUMENT – OBSERVATIONAL REFLECTION
>>>>> VIEW VIDEO HERE
...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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121221, 900 AM Originality Report httpslms.seu.edu.s
1. 12/12/21, 9:00 AM Originality Report
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9 ProQuest document
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Student paper
6
wikipedia
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Student paper
1
5
1 The Change Management Process
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auaa
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Student paper Student paper Student paper 3
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Student paper Student paper Student paper
Student paper Student paper Student paper
6. Date
2 Mission, vision, and industry Saudi Telecom Company is
a technology-based company that specializes in
telecommunication services, internet services, landline,
computer networks, fintech, and digital solutions. 3 Saudi
Telecom Company was founded in 1998 and currently occupies
81% of the telecommunication market in
Saudi Arabia. 4 It is the leading provider of
telecommunication-related services in the Kingdom of Saudi
Arabia and one of the biggest companies in the Middle
East. Since its establishment, the company has gradually
expanded its operation across the Middle East and beyond, with
major investments in Malaysia, Kuwait,
United Arab Emirates, and Indonesia (Al-Kahtani, 2018). In
2020, the company had total revenue of about $14.9 billion and
a net income of about $2.84 billion. The
company is currently headquartered in Riyadh, Saudi Arabia,
and has over 17,500 employees. 5 Saudi Telecom Company
services are divided into three broad
brackets: Landline network (Al-Hatif), mobile network (Al-
Jawal), and Digital Payment (Stc-Pay). Mission statement "To
enhance brand value and customer experience
through GRC excellence. Maximize shareholder value and
company valuation" 6 Vision Statement “To become a
digital and telecom leader, enabling the society
and economy to thrive, in Kingdom of Saudi Arabia and
7. beyond” Industry Telecommunications in Saudi Arabia have
drastically evolved since the establishment of the
Directorate of Telephone, Post, and Telegraph in 1926. King
Abdul Aziz Al-Saud first founded this directorate to control and
provide telecommunication services in the
country. Saudi Telecom Company (STC) was the first
telecommunication company to provide Fixed Line Telephone
and Mobile services in Saudi Arabia. The
Communications Commission later allowed other
telecommunication companies to enter the market to combat the
ongoing monopoly in the industry. The Saudi
Arabia telecommunication market currently has over ten
telecom companies offering different services; they include
Saudi Telecom Company, Etihad Atheeb
Telecom, KFB Holding Group, Electronica, and Alkan CIT.
According to the Communications and Information Technology
Commission (CITC), Saudi Arabia's telecom
market is worth $17 billion, making the Saudi telecom industry
the biggest in the Middle East (Bagadeem, 2021). The Saudi
Telecom industry is projected to grow by
12% by 2027 because of the industry's ongoing changes in
service delivery, technological developments, telcos' service
expansion, and competitive landscape.
Additionally, Saudi’s demographic structure has around 70% of
its population aged below 45, indicating that future demands for
ICT services will rise. Moreover, the
launch of the highly anticipated 5G network is expected to bring
8. new opportunities, along with investments from Saudi Arabia
and beyond. 7
the pillars of Saudi Vision 2030
Changes based upon
i. 8 Expansion into new product lines According to Mitchell
& Alfuraih (2018), Saudi vision 2030 is an imperative
framework to reduce the country’s dependence on
oil, expand its economy and develop public service sectors such
as education, infrastructure, health, tourism, and recreation.
This however can only be achieved if all
stakeholders in the country took part in contributing towards the
same. In line with Saudi Vision 2030, Saudi Telecom Company
(STC) has already started to make
changes in its operation. One of the changes that the company
has already undertaken is the establishment of new product
lines. A good example is the expansion
into fintech. In 2019, Saudi Telecom Company (STC)
announced the introduction of a wholly-owned fintech
subsidiary. The expansion provided Saudi people with a
platform where they could better manage their financial
operations and processes at a touch of an application. It also
facilitated the transformation of STC's payment
platform into an integrated digital service. ii. Technology
changes through its R&D effort. The other change that the
company has made in line with the pillars of Saudi
9. Vision 2030 is the creation of new technologies through its
R&D efforts. In partnership with the Saudi government and
other stakeholders, Saudi Telecom Company
(STC) has spearheaded the introduction of new telecom
technology in the country. A good example is the introduction
of Smart chip and 5G network. Saudi Telecom
Company (STC) has already deployed its 5G network
technology in more than 45 cities around the country, making it
the fastest 5G distribution company in the
Middle East. This change is fully supportive of the pillars of
Saudi Vision 2030. In 2020, the company launched the country's
largest digital operations control center,
with over 2,200 employees already deployed. The facility
includes a highly advanced system encompassing various digital
processes such as digital crises manage-
ment, simulation, and digital infrastructure. This was a
significant move aimed at developing the public service sectors
such as recreation, education, and infrastruc-
ture (Alharbi, Dowling & Bhatti, 2019).
The other change that the company has undertaken in line with
the Saudi Vision 2030 is developing stronger downstream
business. Although Saudi Telecom
Company (STC) is still actualizing this change, it is expected to
create more employment opportunities, increase the company's
contribution to the GDP, and provide
10. steady service-revenue streams for the company. 3
forth by Saudi Vision 2030
Additional changes that Saudi Telecom Company (STC) must
make to align with the goals and objectives set
i. Build strategic partnerships with the government and other
stakeholders in the industry Being a giant company in the Saudi
telecom market, Saudi Telecom
Company (STC has a huge role to play towards the realization
of Vision 2030. In this case, Saudi Telecom Company (STC)
needs to ally with other government agencies
such as the ministry of commerce, culture, and justice to
strategically actualize Vision 2030. It will also enhance the
partnership between private and government enti-
ties. ii. Investment opportunities Saudi Telecom Company
(STC) should aim to intensify its local and international
investments, this way, the company will be able to
create more employment opportunities, generate more income
and promote global diversification of economic programs. The
company should also consider ex-
panding its product lines. 3 Changes that Saudi Telecom
Company (STC) must make to align with the changes/needs in
the external environment i. Increase the
price of its products and services The current economic
atmosphere, together with the global pandemic, has greatly
affected companies worldwide, with Saudi
11. Telecom Company (STC) being one of the most affected
companies in the Middle East. Therefore, for the company to
maintain profitability, it should consider increas-
ing the price of its products and services (Amran et al., 2020).
Its close competitors, such as Mobily and America Movil, have
already raised their product prices to re-
main competitive and adapt to the current external environment.
ii. Manage its workforce based on priorities and values Like any
other business, STC's culture speaks
volumes about the company. Therefore, Saudi Telecom
Company (STC) should consider managing its employees based
on values that promote a positive culture.
Promoting a positive culture embedded in the company's core
values will significantly promote productivity and high
performance. 1
fectively carry out change
Action planning tools to ef-
i. 7 SWOT analysis One of the most effective tools for
action planning, in this case, is the SWOT analysis tool. This
particular tool will assist Saudi Telecom Company
in getting visibility on its current status, thereby helping the
company to measure and understand areas of improvement. By
understanding its strengths, Saudi
Telecom Company (STC) will be better positioned to capitalize
on its strengths when implementing the needed change. A
SWOT analysis tool would also help the com-
12. pany in allocating resources effectively and appropriately since
it knows areas that need work. The strengths that the company
can capitalize on include a strong
brand portfolio, strong distribution network, reliable suppliers,
and a highly-skilled workforce. Saudi Telecom Company's
weaknesses include cash flow problems, lack
of diversification in its workforce, low current ratio, and rented
property. Like strengths, these are internal aspects of the
company. By identifying its weaknesses,
Saudi Telecom Company (STC) will be better positioned to
identify areas of improvement. It will also allow the company to
rectify and control these weak points. When
it comes to opportunities, these are external factors that Saudi
Telecom Company (STC) can pursue to benefit itself.
Opportunities are exploitable tactics that will pro-
vide Saudi Telecom Company (STC) with an edge in the market,
allowing it to align its objectives towards the realization of
Saudi Vision 2030. Saudi Telecom Company
(STC) opportunities include E-commerce, technological
developments, expansion, and globalization (Thompson, 2017).
Like opportunities, strengths are external fac-
tors that negatively impact STC. Most threats are a result of
changes in the macro-environment and can have a substantial
impact on the company. STC's threats in-
clude increasing competition, regulation, and fluctuations in
interest rates. ii. Balanced Scorecard The balanced scorecard is
the other tool of action that Saudi
13. Telecom Company (STC) can utilize to effectively carry out
change. This is a strategic planning framework designed to
incorporate both financial and non-financial
measures. This particular tool is open-minded enough to be used
in several industries, including financial, automotive,
technology, and telecommunication. 3 The
12/12/21, 9:00 AM Originality Report
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1 Student paper 100%
Student paper
The Change Management Process
Original source
CHANGE MANAGEMENT PROCESS
14. 2 Student paper 63%
Student paper
Mission, vision, and industry Saudi Telecom Company is a
technology-based company
that specializes in telecommunication services, internet
services, landline, computer net-
works, fintech, and digital solutions.
Original source
Saudi Telecommunication Company is a Saudi Arabia founded
digital industry that pro-
vides telecommunication services, landline, mobile, internet
facilities and entertainment,
FinTech, and computer networks
3 Student paper 62%
Student paper
Saudi Telecom Company was founded in 1998 and currently
occupies 81% of the
telecommunication market in Saudi Arabia.
15. Original source
Saudi Telecom Company is a form in the Kingdom of Saudi
Arabia which was established
in 1998
4 auaa 63%
Student paper
It is the leading provider of telecommunication-related services
in the Kingdom of Saudi
Arabia and one of the biggest companies in the Middle East.
Original source
Saudi Telecom Company (STC) is the leading provider of
telecommunications services in
the Kingdom of Saudi Arabia and it is among the largest
operators in the Middle East
5 Student paper 74%
Student paper
16. Saudi Telecom Company services are divided into three broad
brackets:
Original source
Saudi Telecom Company services are divided in to three broad
categories which comprise
(b) Making the change process easier. Engaging and keeping all
stakeholders informed on progress makes the process easier
(Colazo, 2018). It also keeps the organi-
zation productive since change does not negatively affect the
employees. (c) Generating synergy. When an organization is
undergoing change, communication allows
the stakeholders to remain unbiased and open-minded about new
possibilities. It also allows stakeholders, especially employees,
to share important ideas that might
be useful in the process. Change can be effectively
communicated to stakeholders in an organization by using
effective communication channels that clearly commu-
nicate the change vision. These communication channels may
include holding meetings, one on one interaction, through
emails, and using presentations. The man-
agement must take serious precautions when communicating to
stakeholders since the goal is for stakeholders to support the
17. change; therefore, the management
should carefully select words that impress all categories of
stakeholders.
References
Alharbi, M., Dowling, P. J., & Bhatti, M. I. (2019). 9
Strategic planning practices in the telecommunications industry:
4 evidence from Saudi Arabia. Review of
International Business and Strategy. 10 Al-Kahtani, N.
(2018). 10 The impact of demographical variables on HRM
practices in Saudi Telecom Company: An empiri-
cal exploration. Management Science Letters, 8(3), 131- 138.
Amran, Y. 11 A., Amran, Y. M., Alyousef, R., &
Alabduljabbar, H. (2020). 11 Renewable and sustainable
energy production in Saudi Arabia according to Saudi Vision
2030; Current status and future prospects. Journal of Cleaner
Production, 247, 119602. Bagadeem, S.
(2021). 10 Estimating the Translog Cost Function for the
Telecommunications Sector in Saudi Arabia: The Case of Saudi
Telecom Company: An Empirical Study.
International Journal of Financial Research, 12(3), 19-30.
Colazo, J. (2018). The change in communication patterns in
teams implementing lean. 12 Mitchell, B., &
Alfuraih, A. (2018). 13 The Kingdom of Saudi Arabia: 14
Achieving the aspirations of the National Transformation
Program 2020 and Saudi vision 2030 through ed-
18. ucation. 12 Journal of Education and Development, 2(3),
36. Thompson, M. C. )2017). ‘Saudi vision 2030’: 2 A
viable response to youth aspirations and concerns?.
Asian Affairs, 48(2), 205-221.
importance of communication during the transition and
communicate the change to all organizational stakeholders.
Communication plays a significant role when an
organization is implementing change. Some of these roles
include: (a) Facilitating corporation. During the time of change,
cooperation is critical as it allows stakehold-
ers to objectively work together, especially in decision making.
12/12/21, 9:00 AM Originality Report
https://lms.seu.edu.sa/webapps/mdb-sa-
BBLEARN/originalityReport/ultra?attemptId=d81b98e5-2fa0-
4210-aa3b-af8bfd00c070&course_id=_93087_1… 4/6
6 wikipedia 74%
Student paper
Vision Statement “To become a digital and telecom leader,
enabling the society and econ-
omy to thrive, in Kingdom of Saudi Arabia and beyond”
19. Industry Telecommunications in
Saudi Arabia have drastically evolved since the establishment
of the Directorate of
Telephone, Post, and Telegraph in 1926. King Abdul Aziz Al-
Saud first founded this direc-
torate to control and provide telecommunication services in the
country. Saudi Telecom
Company (STC) was the first telecommunication company to
provide Fixed Line
Telephone and Mobile services in Saudi Arabia.
Original source
Telecommunications in Saudi Arabia have evolved early in the
Kingdom since the estab-
lishment the Directorate of Post, Telephone and Telegraph
(PTT) in 1926 The Directorate
of Post, Telephone and Telegraph (PTT) was the first
governmental entity established by
the founder King Abdul Aziz Al-Saud in 1926 to provide and
control the postal and
telecommunication services Saudi Telecom Company (STC) was
the first company in
Saudi Arabia to provide Mobile and Fixed line Telephone
service
20. 7 Student paper 100%
Student paper
Changes based upon the pillars of Saudi Vision 2030
Original source
Changes Based Upon the Pillars of Saudi Vision 2030
8 Student paper 64%
Student paper
Expansion into new product lines According to Mitchell &
Alfuraih (2018), Saudi vision
2030 is an imperative framework to reduce the country’s
dependence on oil, expand its
economy and develop public service sectors such as education,
infrastructure, health,
tourism, and recreation.
Original source
Vision 2030 Saudi Vision 2030 is a strategic plan to minimize
21. Saudi Arabia's dependence
on oil, expand its economy, and improve public service sectors,
including infrastructure,
education, tourism, health, and recreation
3 Student paper 93%
Student paper
Additional changes that Saudi Telecom Company (STC) must
make to align with the goals
and objectives set forth by Saudi Vision 2030
Original source
Additional changes Saudi Telecom Company must make to
further align with the goals
and objectives set forth by Saudi Vision 2030
3 Student paper 73%
Student paper
Changes that Saudi Telecom Company (STC) must make to
align with the changes/needs
22. in the external environment i.
Original source
The Saudi Telecom Company also needs to come up with
changes that will align with the
needs and changes in the external environment
1 Student paper 76%
Student paper
Action planning tools to effectively carry out change
Original source
Action Planning Tools to carry out the Changes
7 Student paper 63%
Student paper
SWOT analysis One of the most effective tools for action
planning, in this case, is the
SWOT analysis tool.
23. Original source
One of the most important tools for planning for change is the
SWOT analysis tool, or
what is known as the “SWOT Matrix”, or the “Quadruple
Analysis Tool”
3 Student paper 66%
Student paper
The importance of communication during the transition and
communicate the change to
all organizational stakeholders.
Original source
The critical role of communication during the time of the
change and how to effectively
communicate the change to all organizational stakeholders
12/12/21, 9:00 AM Originality Report
https://lms.seu.edu.sa/webapps/mdb-sa-
BBLEARN/originalityReport/ultra?attemptId=d81b98e5-2fa0-
4210-aa3b-af8bfd00c070&course_id=_93087_1… 5/6
24. 10 Student paper 100%
Student paper
Al-Kahtani, N.
Original source
Al-Kahtani, N
Original source
A., Amran, Y M., Alyousef, R., & Alabduljabbar, H
Student paper
A., Amran, Y. M., Alyousef, R., & Alabduljabbar, H.
100% 11 Student paper
9 ProQuest document 100%
Student paper
Strategic planning practices in the telecommunications industry:
Original source
25. Strategic planning practices in the telecommunications industry
4 auaa 63%
Student paper
evidence from Saudi Arabia.
Original source
com) - Saudi Arabia
10 Student paper 100%
Student paper
The impact of demographical variables on HRM practices in
Saudi Telecom Company: An
empirical exploration. Management Science Letters, 8(3), 131-
138.
Original source
26. The impact of demographical variables on HRM practices in
Saudi Telecom Company An
empirical exploration Management Science Letters, 8(3), 131-
138
11 Student paper 100%
Student paper
Renewable and sustainable energy production in Saudi Arabia
according to Saudi Vision
2030; Current status and future prospects. Journal of Cleaner
Production, 247, 119602.
Original source
Renewable and sustainable energy production in Saudi Arabia
according to Saudi Vision
2030 Current status and future prospects Journal of Cleaner
Production, 247, 119602
10 Student paper 100%
Student paper
Estimating the Translog Cost Function for the
27. Telecommunications Sector in Saudi Arabia:
The Case of Saudi Telecom Company: An Empirical Study.
International Journal of
Financial Research, 12(3), 19-30.
Original source
Estimating the Translog Cost Function for the
Telecommunications Sector in Saudi Arabia
The Case of Saudi Telecom Company An Empirical Study
International Journal of Financial
Research, 12(3), 19-30
12 Student paper 100%
Student paper
Mitchell, B., & Alfuraih, A.
Original source
Mitchell, B., & Alfuraih, A
13 graceplaceofwillmar 100%
Student paper
28. The Kingdom of Saudi Arabia:
Original source
Kingdom of Saudi Arabia
12/12/21, 9:00 AM Originality Report
https://lms.seu.edu.sa/webapps/mdb-sa-
BBLEARN/originalityReport/ultra?attemptId=d81b98e5-2fa0-
4210-aa3b-af8bfd00c070&course_id=_93087_1… 6/6
14 Student paper 100%
Student paper
Achieving the aspirations of the National Transformation
Program 2020 and Saudi vision
2030 through education.
Original source
achieving aspirations of the national transformation program
29. 2020 and Saudi Vision 2030
through education
12 Student paper 100%
Student paper
Journal of Education and Development, 2(3), 36.
Original source
Journal of Education and Development, 2(3), 36
2 Student paper 100%
Student paper
A viable response to youth aspirations and concerns?. Asian
Affairs, 48(2), 205-221.
Original source
A VIABLE RESPONSE TO YOUTH ASPIRATIONS AND
CONCERNS Asian Affairs, 48(2), 205–
221
30. I teach college students how to succeed in their programs
by leveraging the power of academic writing, without
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Page number
Paper title
Bolded
Capital Case
Author(s)
Affiliation line
31. Course info
Instructor
Due date
Title page
Inset page break
For full APA formatting
tutorial click here!
https://www.youtube.com/watch?v=JNXoJ6rHkFY&t=593s
Paper title No "introduction"
heading before the first
paragraph.
Title of your paper
signifies the
introduction.
Parenthetical citation,
one author
Narrative citation,
one author
Parenthetical citation,
multiple authors
Parenthetical citation,
direct quote
32. Parenthetical citation,
two authors
For full in-text citation
tutorial click here!
First page/
in-text citations
https://www.youtube.com/watch?v=RWZCXPoBo-k&t=708s
Main section heading
Subsection of Level 1
Subsection of Level 2
Centered
Bolded
Title Case
Flush left
Bolded
Title Case
Flush left
Bolded italic
Title Case
Indented
Bolded
Title Case
End with period
33. Indented
Bolded italic
Title Case
End with period
Subsection of Level 3
Subsection of Level 4
For full section heading
tutorial click here!
Section headings
Inset page break
https://www.youtube.com/watch?v=oPvvikR-zZA&t=224s
Reference List
For full reference list tutorial
click here!
Centered &
Bolded
4 elements all references
Author. (Date). Title. Source
Inset page break
https://www.youtube.com/playlist?list=PLTM3Z6z6KvXpsYVQ
AkMGasSe2E6tWboD2
34. Centered & bolded
DO NOT indent first line
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Module 12: Critical Thinking
The Change Management Process (130 points)
Throughout the years, specifically since the implementation of
Saudi Vision 2030, the Kingdom of Saudi Arabia has
experienced many changes. For this assignment,
Select an organization, which you have not written about (thus
far) in MGT521, and address the following: do not write about
Aramco
1. Provide information about the organization’s mission, vision,
36. values, and industry.
2. Provide details about how the organization has made changes
based upon the pillars of Saudi Vision 2030.
3. Explain what additional changes the organization must make
to further align with the goals and objectives set forth by Saudi
Vision 2030.
4. Explain what changes the organization must make to align
with the needs/changes in the external environment.
5. Based upon the changes noted, as related to Saudi Vision
2030 and environmental changes, explain which tools for action
planning, explored in Table 9.3, you would utilize to effectively
carry out the change.
6. Explain the critical role of communica tion during the time of
the change and how you would effectively communicate the
change to all organizational stakeholders.
Required:
· Chapter 9 in Organizational Change: An Action-Oriented
Toolkit
· Brenkert, G. G. (2019). Mind the gap! The challenges and
limits of (global) business ethics. Journal of Business Ethics,
155(4), 917–930.
· Graaf, G., Hengeveld-Bidmon, E., Carnochan, S., Salomone,
M., & Austin, M. J. (2019). Change communication in public
sector cutback management. Public Organization Review, 19(4),
37. 453-472. https://doi.org/10.1007/s11115-018-0408-8
· McAteer, P. (2019). With sustainability comes change. TD:
Talent Development, 73(8), 42.
Recommended:
· Chapter 9 PowerPoint slides Click for more options Module 12
Chapter 9 Presentation Slides - Alternative Formats in
Organizational Change: An Action-Oriented Toolkit
Paper should meet the following requirements:
· Be 6-7 pages in length, which does not include the title and
reference pages, which are never a part of the content mi nimum
requirements.
· Use academic writing standards and APA style guidelines.
· Support your submission with course material concepts,
principles, and theories from the textbook and at least 5
scholarly, peer-reviewed journal articles.
Formatted according to APA 7th edition a
Writing rules
· Use a standard essay format for responses to all questions
(i.e., an introduction, middle paragraphs, headline (and
conclusion).
· Make sure to include all the key points within conclusion
38. section, which is discussed in the assignment. Your way of
conclusion should be logical, flows from the body of the paper,
and reviews the major points.
· I would like to see more depth for the question
· Responses must be submitted as a MS Word Document only,
typed double-spaced, using a standard font (i.e. Times New
Roman) and 12 point type size.
· Plagiarism All work must be free of any form of plagiarism.
· Written answers into your own words. Do not simply cut and
paste your answers from the Internet and do not copy your
answers from the textbook.
Unit 4 Examination
Chapter 9:
Action Planning and Implementation
SATORP-Company General Use
Chapter Overview
Change leaders have a “do it” attitude. Without action, nothing
40. Acceleration
Chapter 9
Institutionalization
Chapter 10
Mobilization
Chapters 5 through 8
3 Approaches to Decision Making and
Action Taking
Thinking First
when the issue is clear and the context structured
Seeing First
when many elements have to be combined into creative
solutions, commitment is key and communication across
boundaries is essential. People need to see the whole before
becoming committed.
60. Product Design
Product Design
Process Design
Process Design
Commercial
Production
Commercial
Production
Example 1
Example 2
Cycle Time
Opportunity
Identification
Opportunity
Identification
Concept
Development
Concept
Development
Product Design
Product Design
Process Design
Process Design
Commercial Production
Commercial Production
Example 1
Example 2
61. 590
Chapter Nine Action Planning and
Implementation
Chapter Overview
Change leaders recognize the usefulness of plans and the
imperative of action. Prepare,
take action, and learn from the results. Change initiators have a
“do it” attitude.
Action planning and implementation involves planning the work
and working the plan.
“Right” decisions mean approximately “right” as change agents
obtain feedback from action
and make adjustments as they act.
Change agents learn to specify who does what, when, and how
to monitor and track their
change initiatives. Agents use a variety of management tools,
such as responsibility and
project planning charts, surveys and survey feedback, and
critical path methods to
successfully plan and implement their change programs.
Successful change agents develop detailed communications
plans and understand how to
manage transitions from the present to a future desired state.
This book has a philosophical bias for taking action. Rather
than passively waiting or
complaining from the sidelines, change agents get engaged.
However, the goal is not
action simply for novelty and excitement. Action must increase
the likelihood of positive
change. Great ideas don’t generate value until they are
effectively executed. One of the
ways to improve the quality of action is to use proven tools to
62. execute a change agenda.
Tools in Chapter 9 translate plans to action. If this were a
political campaign, these tools
would be steps that are deployed after the candidate has been
selected, the platform
finalized, and the election called. The chapter provides advice
on implementation tactics
and project management tools. It addresses communication and
influence tactics during
the change process. And finally, the management of transition,
or the process of keeping
the organization operating while implementing the change, is
detailed. In terms of the
model in Figure 9.1, these are the implementation issues of
“getting from here to there”—
assessing the present in terms of the future, determining the
work that needs to be done,
and implementing the change.
591
Without a “Do It” Orientation, Things Won’t
Happen
Many major change initiatives start in the C-suite. Boards of
directors and executives at
the top of organizations have access to all of the data that an
organization generates,
and from this perspective and input they can observe a myriad
of organizational
problems and envision viable solutions. Two examples of
boards who hired strong,
change agent CEOs are IBM’s board when they brought in Lou
Gerstner in 1993 and the
63. board of New England Medical Center, Boston (now called
Tufts Medical Center) when
they hired Ellen Zane in 2002 to lead the transformation of the
then-foundering nonprofit
hospital (see cases on the website for the story about Zane’s
turnaround of the medical
center).
Figure 9.1 The Change Path Model
Gerstner and Zane were seasoned executives when they took on
the extremely difficult
task of pushing change from the top down into the basements of
their organizations. Both
had a “do it” orientation and both were authorized by their
boards and by their titles,
jobs, and positions to lead change within their institutions.
Having the authority to act
makes certain aspects of the job of change agent easier than
working from the middle.
Gerstner, for instance, when he claimed the title of CEO,
quickly changed the reward
system for his top executives, focusing their attention on the
performance of IBM as a
592
whole, rather than just their divisions or areas. Such quick
structural change is unlikely in
a mid-level role.
In an ideal world, change leaders located in the middle of the
organization will also find
support for their projects. They need ready access to supportive
64. executives who provide
directional clarity, ensure their organizations are ready for
change, approve needed
resources, provide other modes of support and oversight, and
cultivate broad employee
commitment for the change. In some instances, this is not the
case. Many executives will
have little or no knowledge of the initiative or its value and
implications. If they have
heard of the idea, they may lack interest because of other
priorities and political realities;
some may have heard of it and have concerns, while others will
simply want to distance
themselves from the change in the event it doesn’t work out.
Some will fail to understand
the important role they have to play in nurturing innovation
from within the organization;
others will not see it as their role.
Organizations are complex systems, and their prospects for
successful adaptation are
advanced when they can also learn and grow from the bottom
up. This is one of the
reasons that firms such as 3M, Procter & Gamble, and Deloitte
have demonstrated such
staying power: They grow from within and from the bottom up.
Wise senior managers
know how to nurture and leverage employees’ adaptive energy.
Wise change agents know how to save short-sighted senior
managers from themselves.
If you work in an organization such as 3M, then “lucky you!” If
you do not, an early task is
to seek—and hopefully acquire—senior-level support for your
initiative. An e-mail from
the CEO or SVP announcing her support for your project will
65. help garner support from
other organizational members.
Innovation and Change at 3M
Front-line freedom to innovate and senior-level support have
been critical ingredients to 3M’s
success. Technical and marketing employees commit 15% of
their time to work on projects of
their own choosing, without supervision. The environment is
open and informal, input from
customers and lead users is sought, and collaboration and
inquisitiveness are valued. Social
media facilitates front-line collaboration and helps to overcome
the communication barriers that
organizational size and complexity bring. At the same time,
3M’s culture is demanding, and the
process for funding new ideas is highly structured.
The degree of management scrutiny and oversight increases as
new ideas evolve to require
significant resources. Products that are eventually successful in
the marketplace are typically
rejected several times in management’s funding process before
receiving funds, requiring
persistence from innovators. Management and employees
embrace and learn from failures
because innovation won’t happen otherwise. George Buckley,
3M’s CEO from 2005 to 2012, a
PhD in engineering, was deeply interested in innovation. He
regularly visited the labs to find out
what people were exploring, believing that “creativity comes
from freedom, not control.”1
As it had in the past, this commitment to innovation has allowed
new products and services to
66. percolate and develop from the ground up throughout the
years.2 Inge Thulin (2012-18) and
Michael Roman (the current CEO) have demonstrated their
commitment to sustaining this
commitment in more recent years. This spirit is captured in the
following statement of 3M’s
purpose:
“3M captures the spark of new ideas and transforms them into
thousands of ingenious products.
Our culture of creative collaboration inspires a never-ending
stream of powerful technologies that
make life better. 3M is the innovation company that never stops
inventing.”3
If senior-level support for change is unlikely to develop in the
near future, change
initiators may feel that abiding by formal organizational
protocols and waiting for official
593
support will slow progress unduly. Faced with this situation,
change agents may choose
to follow the advice of Rear Admiral Grace Hopper, a
pioneering female software
engineer in the U.S. Navy, who said, “It is easier to seek
forgiveness than permission.”4
Pfeffer and Sutton state “actions count more than elegant plans
or concepts” and that
“there is no doing without mistakes.” They ask, however, a
crucial question: “What is the
company’s response?”5 If the organization’s response to
67. reasoned initiatives and honest
mistakes is to scapegoat and blame, people quickly learn not to
take risks that might lead
to mistakes. Or, they learn to cover up mistakes. Either way, the
organization suffers.*
However, beliefs about likely organizational responses can also
become a convenient
excuse for inaction and the avoidance of risk taking (e.g., What
if my idea really won’t
work or what will I do if it does work?). If such beliefs are
never challenged, their stability
will produce self-fulfilling prophecies.
* This does lead to an accountability paradox. Accountability is
a needed and useful
attribute. However, there needs to be a fine balance between
holding change leaders
accountable for what they do and encouraging the risk-taking
behavior that leads to
needed learning and change.
Effective executives and managers of change are aware of the
consequences of their
actions and intuitively test their organizational assumptions by
engaging in an action–
learning–reaction cycle.6 Sayles recognized this when he wrote,
“Working leaders
instead of simply waiting for and evaluating results seek to
intervene. And the
interventions they undertake require a more intimate knowledge
of operations, and more
involvement in the work than those of traditional middle
managers.”7
For employees lower in the hierarchy, action is also key.
Instead of being discouraged by
68. lack of authority or reach, one must fully understand the
resources and tools they have at
their disposal. Dr. Ross Wirth, retired dean of the College of
Business, Franklin
University, reflected on his 32-year career at Citgo Petroleum
with the following wisdom:8
“Traditional thought says that nothing happens without top
management’s approval )but)
change need not be something that is ‘done to you.’ Here is
another way to think of it:
empowerment is something you grasp until you find its limits. I
tell people that they can
constantly test the limits of their empowerment, carefully
reading internal politics to see
when they are pushing up against a boundary. Too many people
think they are not
empowered, but actually they have failed to test their limits.”
The reality of much organizational life is somewhere between
an environment that
punishes those who dare to challenge the status quo and one in
which all such initiatives
are unconditionally embraced and rewarded. When the latter is
the case, disciplined
development and governance processes help organizations and
their members to sort
through those ideas, nurture their development, and bring the
most viable to life. If such
processes are absent, it can lead to the organization running off
in all directions.
Organizational members who choose not to wait on formal
permission and undertake
reasonable self-initiated change initiatives may experience some
chastisement for not
first seeking approval, particularly if the initiative runs into
69. difficulty. However, in many
organizations, they are also commended for showing initiative
and having a positive
impact. The organization’s culture and the personality of a boss
(e.g., managerial style
and tolerance for ambiguity) will obviously influence what
response the initiator receives,
but most managers value initiative.
What can be done to increase the likelihood that taking action
will produce desired
results? The following sections address this question by
exploring a variety of planning
594
and implementing tools. The purpose of these tools is to assist
change leaders in
designing and then managing their initiatives in ways that
increase their prospects for
success.
595
Prelude to Action: Selecting the Correct Path
Any action plan for change needs to be rooted in a sophisticated
understanding of how
the organization works and what needs to be achieved. Since
there are a variety of
action paths available, how do you decide which to take?
Mintzberg and Westley provide
guidance in this matter by setting out three generic approaches:
70. thinking first, seeing first,
and doing first.9
Thinking first strategy works best when the issue is clear, data
are reliable, context
is structured, thoughts can be pinned down, and discipline can
be established as in
many routine production processes. The introduction of an
initiative such as Six
Sigma is an example where management needs to think first.
Seeing first strategy works best when many elements have to be
combined into
creative solutions, commitment to those solutions is key, and
communication across
boundaries is essential. New product development is an example
of the need to see
first.
Doing first strategy works best when the situation is novel and
confusing,
complicated specifications would get in the way, and a few
simple relationship rules
can help people move forward. For example, if a manager is
testing a variety of
approaches to customer service and wants feedback about what
works best under
what conditions, then doing first is appropriate. At the macro
level, this approach
often makes sense for organizations attempting to figure out
how to deal with
disruptions to their business models—something firms are
experiencing with
increasing frequency.
As complexity and ambiguity rise, Mintzberg and Westley argue
that the preferred
approach to action shifts. Thinking first fits when the situation
71. is well structured, a
manager has the needed data, and there is not much confusion
about how to proceed.
As ambiguity and complexity rise, though, certainty over how
best to proceed becomes
less clear. Seeing first approaches the challenge by
experimentation, prototyping, and
pilot programs so that commitment can be gained by having
others see and experience
an initiative. Doing first is a response to even more ambiguous
situations and takes the
process of exploration further in the search for new paths
forward. As these paths begin
to emerge, the approach can then be altered to seeing first or
doing first, depending on
what is suitable for the next stage.
Nitin Nohria offers a slightly different assessment of the
generic change strategies
available.10 He identified three strategies, defined their
characteristics, explained the
typical implementation, and highlighted their risk points.
Programmatic change (similar
to Mintzberg and Westley’s thinking first change) involves the
implementation of
straightforward, well-structured solutions. It is best suited to
contexts that are clear and
well defined and where the magnitude of the change is
incremental in nature. Risks with
this approach lie in potential problems with inflexibility,
overreliance on a “one-size-fits-all”
solution, and a lack of focus on behavior.
Discontinuous change involves a major break from the past. If
the environment is
shifting dramatically and a continuation of activities based on
72. existing assumptions will
not work, then discontinuous, top-down change may be fitting.
Organizational
restructuring due to downsizing, rapid growth, or the
realignment of markets is an
example of this category. Risks with this approach come from
political coalitions that may
form and derail the change, a lack of sufficient resources and
control to support sustain
596
and enforce (if needed) the changes, and the loss of talented
people who become
frustrated and quit.
Emergent change )similar to Mintzberg and Westley’s doing
first change) grows out of
incremental initiatives and can create ambiguity and challenge
for staff members. An
employee-centered change initiative to modify the culture of the
organization that
emerges from customers’ and staff’s feedback would be an
example. If the organization
has a talented, knowledgeable workforce that understands the
risks and possibilities,
utilizing an emergent change approach may be appropriate.
Risks with this approach
come in the form of confusion over direction, uncertainty as to
the impact of the change,
and slow progress (see Table 9.1).
To counteract the pitfalls of programmatic or “thinking first”
change, consider using
73. employee engagement and feedback to connect with those on the
receiving end, learn
from their experiences, and decentralize decision making to
allow for adaptation to local
conditions. The pitfalls (including unintended consequences)
from change will be
lessened by processes that reduce ambiguity, promote feedback
and learning, and build
support by enhancing member understanding of the change and
why it was undertaken.
Table 9.1 Three Generic Change Strategies
Table 9.1 Three Generic Change Strategies
Change Type Characteristic Implementation Issues or Concerns
Programmatic
change
Missions,
plans,
objectives
Training, timelines,
steering
committees
Lack of focus on behavior,
one solution for all, inflexible
solutions
Discontinuous
change
Initiated from
top, clear
74. break,
reorientation
Decrees, structural
change, concurrent
implementation
Political coalitions derail
change, weak controls,
stress from the loss of
people
Emergent
change
Ambiguous,
incremental,
challenging
Use of metaphors,
experimentation,
and risk-taking
Confusion over direction,
uncertainty and possible
slow results
Source: Adapted from Nohria, N., & Khurana, R. (1993, August
24). Executing change: Three generic
strategies. Harvard Business School Note. #494–039.
The issues related to emergent or “doing first” change may be
managed through the use
of field experiments, evaluation tools and task forces to provide
engagement and
feedback on an ongoing basis. These can be used to enhance
75. awareness of what is
going on and why, create greater clarity concerning the
implications of what is emerging
and build understanding and support for the next steps in the
change process. In
metaphorical terms, this points to a move from “ready—aim—
fire” to “ready—fire—aim—
re-fire—re-aim”† for an emergent approach to planning. In fast-
moving contexts, it is
likely that a traditional planning process will be too lengthy and
that by the time the
planning is finished, the opportunity may have been missed.
This metaphor recognizes
that significant information can be obtained from action
feedback. When a change leader
initiates action, reactions will occur that can provide insight
into how to respond and take
corrective actions.
597
† The managerial use of this metaphor is usually credited to T.
Peters and R. H.
Waterman Jr., In Search of Excellence (New York: Harper &
Row, 1982). Our
understanding is that its presence in its modified form has its
roots in missile defense. If
you are defending against incoming missiles, you don’t have
time to wait and plan a
response. You do need to fire before you aim your missile. Then
once you have things in
motion, you can re-aim your missile based on new, current
information.
76. A third approach to thinking about change strategies is found in
the unilateral versus
participative approaches to change. Advocates of a unilateral
approach to change
believe that if one first changes systems and structures, forcing
behavioral changes, that
action will in turn produce changes in attitudes and beliefs over
time. Those who promote
a participative approach believe the opposite. They argue that
you first need to engage
and change attitudes and gain acceptance of an initiative before
restructuring systems
and organizational structures.
Waldersee and Griffiths note that change initiatives have been
traditionally grouped into
two broad categories. Techno–structural change refers to change
that is based in
structures, systems, and technology. Behavioral–social change
is focused on altering
established social relationships. After investigating 408 change
episodes, they concluded
that the unilateral approach was perceived to be more
appropriate for techno–structural
change, while participative approaches were seen as more
appropriate when behavioral–
social changes such as cultural change were involved.11 When
Australian managers
were asked about the perceived effectiveness of these two
change approaches, they saw
unilateral methods as more effective in bringing about
successful change, regardless of
the type of change. What does all of this mean for action
planning? Waldersee and
Griffiths concluded the following:
77. Concrete actions taken by change managers are often superior to
the traditional
prescriptions of participation.12 Forcing change through top-
down actions such
as redeploying staff or redesigning jobs may effectively shift
employee behavior.
With the context and behavior changed, interventions targeting
attitudes may
then follow. (p. 432)
While a unilateral approach may have appeal for those who
want to ensure that things
are done, such an approach can be risky and needs to be
managed with care. When
implementation lacks sensitivity, stakeholders may feel that
their perspectives and
concerns have been ignored. This can result in fallout and
resistance that could have
been avoided, and missed opportunities for valuable input.
What conclusions can be drawn from this material on a “do it”
orientation and change
strategies? Start a change process rather than waiting to get
things perfect. Be willing to
take informed risks and learn as you go. Finally, pick your
change strategy with care and
remember to take steps to manage the risks associated with the
adopted approach.
Regardless of how difficult change appears to be, Confucius
was right—“a journey of a
thousand miles begins with a single step.”13 You need to plan
your work, work the plan
and be prepared to adapt as you go.
78. 598
Plan the Work
If the change leader’s approach to planned change has followed
what this book
suggests, then much planning will have already been done. In
addition, Beer, Eisenstat,
and Spector14 offer a prescriptive list of “steps to effective
change.” Here are Beer et al.’s
steps:
1. Mobilize commitment to change through joint diagnosis of
business problems.
2. Develop a shared vision of how to organize and manage for
competitiveness.
3. Foster consensus for the new vision, competence to enact it,
and cohesion to move
it along.
4. Spread revitalization to all departments without pushing it
from the top.
5. Institutionalize revitalization through formal policies,
systems, and structures.
6. Monitor and adjust strategies in response to problems in the
revitalization process.
For many change situations, this checklist provides valuable
guidance in the
development of an action plan. However, assuming a “one-size-
fits-all” approach to
change is risky. For example, the above list assumes a
fundamental cooperative
orientation. That is, there is sufficient commonality of goals
that a shared vision is
possible. The list also suggests that change should evolve and
not be pushed down by
79. top management. However, change agents will need approaches
that allow them to face
situations in which cooperation and commonality of goals is
weak or absent and where
changes are being pushed from the top. Table 9.2 below
compares Beer et al.’s steps
with the prescriptions of others, which may be helpful in
thinking about planning through
multiple perspectives.15
As well, the need for contingent thinking needs to be addressed.
That is, an action plan
depends significantly upon the action-planning context. In
complex and ambiguous
situations, plans and tactics must be able to adapt as events
unfold. As such, it is useful
to remember the old saying: “No plan survives first contact.”16
In summary, while careful planning is critical, change leaders
must also recognize that
planning is a means—not an end in itself. Don’t ignore vital
emerging information just
because it does not fit with carefully conceived plans. The
abilities to think contingently,
consider alternative paths forward, and adapt are important
contributors to enhanced
adaptive capacity.17
Table 9.2 A Comparison of Four Models of Change
Table 9.2 A Comparison of Four Models of Change
Beer et al.’s Six Steps
for Change (1990)
Jick’s Ten
Commandments
80. (1997)
Kotter’s Eight-
Stage Process
for Successful
Organizational
Transformation
(1996)
Lueck’s Seven Steps
for Change (2003)
599
Beer et al.’s Six Steps
for Change (1990)
Jick’s Ten
Commandments
(1997)
Kotter’s Eight-
Stage Process
for Successful
Organizational
Transformation
(1996)
Lueck’s Seven Steps
for Change (2003)
Mobilize commitment
to change through
joint diagnosis of
81. problems.
Analyze the
organization
and its need for
change.
Establish a sense
of urgency.
Mobilize energy,
commitment through
joint identification of
business problems
and their solutions.
Develop a shared
vision of how to
organize and manage
for competitiveness.
Create a vision
and a common
direction.
Create a guiding
coalition.
Develop a shared
vision of how to
organize and
manage for
competitiveness.
Foster consensus for
the new vision,
82. competence to enact
it, and cohesion to
move it along.
Separate from
the past.
Develop a vision
and strategy.
Identify the
leadership.
Spread revitalization
to all departments
without pushing it
from the top.
Create a sense
of urgency.
Empower broad-
based action.
Focus on results, not
activities.
Institutionalize
revitalization through
formal policies,
systems, and
structures.
Support a
strong leader
role.
83. Communicate the
change vision.
Start change at the
periphery, then let it
spread to other
units, pushing it from
the top.
Monitor and adjust
strategies in response
to problems in the
revitalization process.
Line up political
sponsorship.
Generate short-
term wins.
Institutionalize
success through
formal policies,
systems, and
structures.
Craft an
implementation
plan.
Consolidate
gains and
produce more
change.
84. Monitor and adjust
strategies in
response to
problems in the
change process.
Develop
enabling
structures.
Anchor new
approaches in
the culture.
600
Beer et al.’s Six Steps
for Change (1990)
Jick’s Ten
Commandments
(1997)
Kotter’s Eight-
Stage Process
for Successful
Organizational
Transformation
(1996)
Lueck’s Seven Steps
for Change (2003)
Communicate,
85. involve people,
and be honest.
Reinforce and
institutionalize
change.
Source: Based on Todnem, R. (2005). Organisational change
management: A critical review. Journal
of Change Management, 5(4), 369–381; and Beer, M., Eisenstat,
R., & Spector, B. (1990, November-
December). Why change programs don’t produce change.
Harvard Business Review, 1000, 158–166.
601
Engage Others in Action Planning
Occasionally, change planning must be undertaken under a
cloak of secrecy, such as
when a merger is in the works and the premature release of
information would
significantly affect the price and the level of competitive risk.
In general, though, the
active involvement of others and information sharing enhances
the quality of action
planning for most change strategies. Consider one of the
experiences of Barbara Waugh,
who spent 25 years as a change agent at Hewlett-Packard:
Change at HP Labs
Barbara Waugh’s campaign for change at HP Labs began when
its director asked her, “Why
does no one out there consider HP Labs to be the best industrial
86. research lab in the world?”
Rather than propose answers, she and the director began by
asking questions through a survey.
The inquiry generated 800 single-spaced pages of feedback
related to programs (e.g., too many
projects and too few priorities), people (e.g., poor performers
are not removed quickly enough
and researchers lack sufficient freedom to do their jobs well),
and processes (e.g., the
information infrastructure is inadequate).
The feedback, says Waugh, was “800 pages of frustrations,
dreams, and insights.” But how
could she capture and communicate what she learned? She drew
on her experience with street
theater and created a play about HP Labs. She worked passages
from the surveys into dialogue
and then recruited executives to act as staff members and junior
people to act as executives.
The troupe performed for 30 senior managers. “At the end of the
play, the managers were very
quiet,” Waugh remembers. “Then they started clapping. It was
exciting. They really got it.”18
Waugh’s approach is instructive because it illustrates the power
of presenting potentially
boring data in an engaging and compelling manner. This was
not the first time she
nurtured change in an emergent, grassroots fashion. Her
approach leveraged listening
and questioning, built networks with individuals with
complementary ideas, and when
needed, arranged for access to financial resources for worthy
endeavors.‡
‡ In planning the work, interviews, surveys, survey feedback,
87. and appreciative inquiry (a
rigorous commitment to active listening, feedback, mutual
development, and renewal) are
powerful action planning tools. They come from the
Organizational Development (OD)
approach to change. For more information, two good sources are
D. L. Cooperrider, D.
Whitney, and J. M. Stavros, Appreciative Inquiry Handbook:
For Leaders of Change
(Brunswick, OH: Crown, 2008); and T. G. Cummings and C. G.
Worley, Organization
Development and Change (Mason, OH: South-Western, 2009).
Underlying planning-through-engagement strategies are
assumptions regarding top-
down (unilateral) versus bottom-up (participative) methods of
change. Although
Waldersee and Griffiths’s study19 showed that unilateral
implementation methods have
much to offer, the success of a change is enhanced when people
understand what it
entails, why it is being undertaken, what the consequences of
success and failure are,
and why their help is needed and valued. All too often, techno–
structural changes have
floundered because of design problems getting tangled up with
acceptance and
implementation issues that never get sorted out.
Regardless of the change strategy preferred, the plan needs to
be examined carefully for
logic and consistency. The next section highlights a series of
questions (contained in
Table 9.6) that can help change agents enhance their
performance in this area.
88. 602
Ensure Alignment in Your Action Planning
Change agents often understand what needs to be done but get
the sequence of
activities wrong. They might leave a meeting after a productive
discussion but fail to sort
out who is responsible for what. Sometimes critical steps in the
plan are risky and
alternative strategies need to be considered in case things do not
go as planned. At other
times, change agents may over- or underestimate the available
resources and
constraints, the time and energy required by various steps, or
their own power and
competence. Table 9.8 (later in this chapter) provides a
checklist of questions to use
when reviewing an action plan. This checklist tests the viability
of the plan and asks for a
rethinking of the connections between the analysis of the
situation and the plan itself.
Tough-minded thinking can improve the coherence and
thoughtfulness of action plans.
603
Action Planning Tools
After all is said and done, more is often said than done! – Aesop
or Lou Holz
This section explores a selection of action planning tools that
89. change agents find
particularly useful (see Table 9.3). Selecting the appropriate
tool is both an art and
science: An art as the story of Waugh at HP illustrated (see
above), and a science as one
analyzes data carefully and makes appropriate selections. In
addition to the tools listed
here, remember to reflect on action planning tools discussed in
other chapters such as
tools for assessing and/or handling: the need for change
(Chapter 3); gap analyses,
readiness for change and the framing of the vision for the
change (Chapter 4); formal
systems and processes (Chapter 5); the political and cultural
dimension of change,
including stakeholder and force field analyses (Chapter 6);
recipients of change (Chapter
7), your own skills and competencies as a change agent
(Chapter 8); and the use of
measurement in the advancement of change (Chapter 10).
Table 9.3 Tools for Action Planning
Table 9.3 Tools for Action Planning
1. To-do list—a checklist of things to do
2. Responsibility charting—who will do what, when, where,
why, and how
3. Contingency planning—consideration of what should be done
when things do
not work as planned on critical issues
4. Flow charting—a way of diagramming the nature of the
existing process you
wish to examine and set out how you propose to change it
90. 5. Design thinking—an approach used to engage others
collectively in creative
problem solving around what needs to change and the design of
the change itself
— a tool that can be used in conjunction with visioning
initiatives
6. Surveys, survey feedback, and appreciative inquiry—
capturing people’s
opinions and tracking their responses, observations, and insights
over time, to
assist in identifying what needs changing, nurturing engagement
and support, and
in tracking progress
7. Project planning and critical path methods —operations
research techniques for
scheduling work. These methods provide deadlines and insight
as to which
activities cannot be delayed to meet those deadlines.
8. Tools that assess forces that affect outcomes and
stakeholders—these
tools are closely related to force field and stakeholder analysis
discussed in
Chapter 6:
a. Commitment charts—an evaluation of the level of
commitment of major
players (against, neutral, let it happen, help it happen, make it
happen)
b. The adoption continuum or awareness, interest, desire,
adoption (AIDA)
analysis—examination of major players and their position on
91. the AIDA
604
continuum related to the proposed changes
c. Cultural mapping—an approach that provides for a more
detailed
assessment of the cultural context the change is occurring in;
particularly
useful when the goal is cultural change
9. Leverage analysis—determination of methods of influencing
major groups or
players regarding the proposed changes
10. Training and development tools—tools related to the design
and delivery of
educational initiatives that advance employee knowledge and
ability to perform
effectively, given the changes
11. Diverse change approaches—a variety of techniques and
tools that brings
about change and that continues to grow
605
1. To-Do Lists
When managers engage in action planning, they often begin by
outlining in detail the
sequence of steps they will take initially to achieve their goals.
92. That is, they make a list. A
to-do list, a checklist of things to do, is the simplest and most
common planning tool.
Sometimes this is all the situation requires. As the action
planning becomes more
sophisticated, simple to-do lists will not suffice and
responsibility charting provides more
control.
606
2. Responsibility Charting
Responsibility charting can be a valuable tool to detail who
should do what, when, and
how. As well, it can be used to help keep projects on track and
provide a basis for record
keeping and accountability. Table 9.4 provides an example
responsibility chart. The
process begins by defining the list of decisions or actions to be
taken. Then individuals
are assigned responsibility for achieving specific actions at
specified deadlines.
Table 9.4 Example Responsibility Chart
Table 9.4 Example Responsibility Chart
Decisions or Actions to Be
Taken Responsibilities
Susan Ted Sonja Relevant Dates
Action 1 R A I For meeting on Jan. 14
Action 2 R I May 24
93. Action 3 S A A Draft Plan by Feb. 17; actionby July 22
Etc.
Coding:
R = Responsibility (not necessarily authority)
A = Approval (right to veto)
S = Support (put resources toward)
I = Inform (to be consulted before action)
Note that if there are a large number of As on your chart,
implementation will be
difficult. Care must be taken to assign As only when
appropriate. Likewise, if there
are not enough Rs and Ss, you will need to think about changes
needed here and
how to bring them about.
Source: For a further discussion on responsibility charting, see
Beckhard, R., & Harris, R. (1987).
Organizational transitions (p. 104). Reading, MA: Addison-
Wesley.
607
3. Contingency Planning
Contingency planning is the importance of thinking through
what should be done
should events not go as planned. Two tools that aid in
94. contingency planning are decision
tree analysis and scenario planning.§
§ Readers are encouraged to consult standard operations
research texts for further
information on these tools.
Decision tree analysis asks change agents to consider the major
choices and the
possible consequences of those alternatives. Analysts are then
asked to plan for the
possible next actions and consider what the consequences of
those actions might be.
Such alternating action–consequence sequences can be extended
as far as reasonable.
As well, probabilities can be assigned as to the likelihood of
each consequence. For
many applications, a simple scale (very likely, likely, possible,
unlikely, or very unlikely) is
sufficient. This approach helps model the possible consequences
to change decisions
and assess the benefits and risks associated with the different
pathways (see Figure
9.2).
A second tool that helps managers with contingency planning is
scenario planning.
Here a change strategy is formed by first developing a limited
number of scenarios about
how the future may unfold and then assessing what the
implications of each of these
would be to the organization.20 Change leaders typically frame
these around an issue of
strategic and/or tactical importance. For example, if a firm
producing paper forms is
concerned about the long-term viability of its business model,
95. then management could
develop scenarios of what a paperless form producer would look
like. Once the scenarios
were developed, managers would ask themselves, How likely is
this scenario? What
would need to happen to make the scenario a reality? And what
contingencies might
arise that would need to be addressed? If one or more of these
future scenarios seemed
worth investing in, then management would develop its plans
accordingly. To open
people’s minds to possibilities and avoid blind spots, external
parties are often brought
into the process to offer data and insights, challenge
assumptions, and stimulate thinking
and discussion.
Figure 9.2 Example Decision Tree
608
Scenario planning is different from forecasting. Forecasting
starts in the present and uses
trend lines and probability estimates to make projections about
the future. Scenario
planning starts by painting a picture of the future and works
backward, asking what would
have to happen to make this future scenario a reality and what
could be done.21
While most uses of scenario planning are at a strategy l evel, the
principles can be
applied to frame possible visions for change and develop the
action pathways that will
96. increase the likelihood that the vision will be achieved. Royal
Dutch Shell22 was one of
the first users of scenario planning. The firm used it as a way to
link future uncertainties
to today’s decisions.
609
4. Flow Charting
Flow charting is a technique used to track the sequences in an
existing process
(including key decision points and who is involved in those
decisions) and to assist in the
design of the change through setting out an improved or new
approach for
implementation consideration.** Visual representations of
existing processes are typically
undertaken early in the change process when change agents are
seeking to understand
what needs to change. While the visual representation of the
future process is also
developed early in the change process, it is used in conjunction
with the vision for
change throughout the change process to help recipients better
understand what is being
undertaken and why.
** For introductory information on flowcharting, see
Lucidchart’s website:
https://www.lucidchart.com/pages/what-is-a-flowchart-tutorial;
or MindTool’s website:
https://www.mindtools.com/pages/article/newTMC_97.htm.
https://www.lucidchart.com/pages/what-is-a-flowchart-tutorial
97. https://www.mindtools.com/pages/article/newTMC_97.htm
610
5. Design Thinking
Design thinking has its roots in multiple areas including
architecture, new product
development and the pursuit of processes that will advance
creative thinking in the
organization. It is used with matters that have proven difficult
to effectively address in the
past and is used early in the change process. It seeks to engage
individuals collectively
in context assessment; problem finding and framing; ideation;
prototyping and pilot
testing; evaluation; and the translation of those designs into
actionable initiatives. It is an
iterative process so the cycle can be repeated and designs
refined several times until the
parties are satisfied with the proposed solution.
Design thinking seeks to address matters in a less linear and
more creative manner.
Rather than approach matters through deductive or inductive
reasoning (the traditional
approaches), it seeks to do so through abductive reasoning.
Abductive reasoning is
solution rather than problem focused and involves looking for
and exploring plausible
solutions, trialing and refining different options, and so on until
the desired path forward is
selected and committed to. The more traditional deductive
approach in organizations
typically involves situational analyses, the development of
decision criteria, the
98. development and assessment of three to five alternatives, and
the selection of the
recommended path forward. Because design thinking is based
on plausible solutions that
have more uncertainty attached to them, they form the basis for
the iterative exploration
of options in the search for new approaches that can effectively
address difficult
problems and challenges that have resisted resolution.23
This human-centered, collaborative approach has at its core the
interests and
perspectives of the users that one is trying to design for. Users
are engaged in the
process to make sure that their interests and concerns are
recognized and attended to.
The goal of design thinking is to identify and address problems
with creative solutions
and create new opportunities. The nature of the process
enhances the prospects for buy-
in by the recipients of change due to their involvement in the
design process.
611
6. Surveys and Survey Feedback
Change agents may find it is helpful to use surveys to capture
people’s attitudes,
opinions, and experiences at particular points in time and then
track those attitudes over
time, including their readiness for change that was discussed in
Chapter 4. Tools in this
area can provide anonymity to the respondents and make it
possible to capture the
99. opinions of a larger proportion of the participants than might
otherwise be possible.
Political agendas don’t disappear with the use of a survey, but
they may make it possible
for people to say things that they would not feel comfortable
stating publicly. Services
such as SurveyMonkey.com and EmployeeSurveys.com have
made the design, delivery,
and analysis easy to manage.
Surveys are used to access the opinions of internal and external
stakeholders and
assess attitudes and beliefs of relevance to the change. For
example, how do customers
view the firm’s and its competitor’s service levels,
innovativeness, and product
performance? What ideas do they have concerning new product
offerings or service
improvements? Employees can be sampled to assess the
organization’s readiness for
change, the culture or work climate, their satisfaction and
commitment levels, or what is
helping or hindering their ability to do their jobs. Sometimes
surveys are deployed to
develop options and assess opinions on their viability. Later in
the change process,
surveys may sample understanding and knowledge levels,
emerging attitudes and
issues, and levels of acceptance and satisfaction with the
change.
Some organizations go further in this area and adopt approaches
to directly and
systematically assess actual customer and employee actions in
response to change
(directly or via software monitoring tools) in order to recognize
100. issues and address them
in a timely manner.
The possible approaches in this area are restricted only by
imagination, people’s
willingness to respond, and legal and ethical considerations.
Privacy/anonymity
considerations, transparency (people know what you are doing
and why), and related
ethical matters need to be carefully thought through. When this
is not the case, the
repercussions and potential for reputational damage can be
serious, as seen in public
reactions to Facebook’s sharing of private user data.24
Ready-made surveys are available on virtually any topic. Some
are publicly available at
no cost, while others are proprietary and have charges attached
to their use. Costs can
vary from a few dollars per survey to thousands of dollars when
outside consultants are
used to design, administer, assess, and report the findings.
When it comes to scoring and
interpretation, some are straightforward and easy to interpret,
while others require the
assistance of a skilled practitioner. Some of these instruments
have been carefully
assessed for reliability and validity, while others have nothing
more than face validity.
The bottom line with respect to surveys is that they can prove
very helpful to change
agents but need to be approached with care. Their design,
administration, and analysis
require the assistance of someone well trained in survey
research. Even when a change
101. agent is sampling opinions, the ability to frame good questions
is a prerequisite to getting
useful information. The same holds true for analysis and
interpretation.††
†† For further information on survey research, see L. M. Rea
and R. A. Parker, Designing
and Conducting Survey Research (San Francisco: Jossey-Bass,
2005).
612
A powerful use of surveys is an approach called survey
feedback.25 It is an action
research method developed by organizational development (OD)
practitioners as a way
to stimulate and advance conversations concerning what is
going on in the organization,
how members are feeling, and how things could be improved.
As the name suggests, it
involves the sharing of survey results with the individuals
affected by the findings. Those
involved in the discussion will have responded to the survey.
Skilled facilitators guide work groups through the discussion of
the findings. They use this
as an opportunity to enrich their interpretation of what the data
means, and to more fully
explore the implications for action. The process is used to raise
awareness and
understanding, advance the analysis, and build support and
commitment for actions that
will benefit both the individuals and the organization.
Appreciative inquiry approaches
102. discussed earlier in this chapter and in Chapter 8 can be married
effectively with survey
feedback to engage and energize participants, learn from them,
and set the stage for
future actions.
613
7. Project Planning and Critical Path Methods
Project planning and critical path methods can provide valuable
assistance to change
managers as they think about what action steps to take.‡‡ These
methods have been
developed into sophisticated operations research techniques to
aid the planning of major
projects. Critical path methods ask planners to identify when
the project should be
completed and to work backward from that point, scheduling all
tasks that will require
time, effort, and resources. These are arranged in time sequence
such that tasks that
can occur simultaneously can be identified. These tasks are then
plotted on a timeline.
Sequential tasks are plotted to determine the needed time to
complete the project.
‡‡. Software packages are available in this area. A commonly
used one, Microsoft Office
Project (http://www.microsoft.com/project/en/us/default.aspx),
allows you to track steps,
resource requirements, and costs; see the impact of possible
changes; trace the source
of issues; visually communicate project information to others;
and collaborate with them
103. on the plans.
With this done, managers can assess potential bottlenecks,
resource requirements,
points in the process where there appears to be excess resources
or idle time (referred
to a slack resources) that could be deployed elsewhere, and
progression paths. The
critical path, the path with the least slack time, can be identified
and special attention can
be paid to it. If there are concerns about the time to completion,
the project manager can
add resources to speed up the project, revisit the specifications,
look for viable alterations
to the implementation path, or increase the amount of time
required to complete the
project. Likewise, if there are concerns over the cost of the
project, the project manager
can explore alternatives on this front.
The critical path method introduces the notion of parallel
initiatives. That is, it recognizes
that different things may be able to be worked on
simultaneously if the work is properly
organized. Phase 1 tasks don’t have to be totally completed
before beginning work on
Phase 2 tasks. Care and sophistication are required with this
approach because it carries
the risk of increasing confusion and redundant effort. When
properly applied, though, it
can shrink the time required to complete the change. This is
readily visible in areas such
as new product development. Figure 9.3 gives an example of a
sequential and a parallel
plan for new product development. In the upper half of the
figure, the tasks are plotted
104. sequentially. In the lower half of the figure, the tasks overlap.
Concept development
begins before opportunity identification ends and the cycle time
to completion is reduced.
In summary, change leaders involved with implementation will
find it useful to review the
advice found in the project management literature before
undertaking major changes as it
contains information related to tools and techniques that may
prove helpful.§§
§§ Colleges, universities, and organizations such as the Project
Management Institute
(http://www.pmi.org/Pages/default.aspx) offer professional
training in project
management.
Figure 9.3 Sequential Versus Partly Parallel Process in New
Product Development
http://www.microsoft.com/project/en/us/default.aspx
http://www.pmi.org/Pages/default.aspx
614
Source: Shilling, M. A., & Hill, W. L. (1998). Managing the
new product development
process: Strategic imperatives. Academy of Management
Executive, 12(3), 67–81.
615
105. 8. Tools to Assess Forces That Affect Outcomes and
Stakeholders
Force field analysis asks change agents to specify the forces for
and against change.
Stakeholder analysis and related maps ask that the key players
be identified and the
relationships among players and the change initiative be
examined. (See Chapter 6 for
discussion of these topics.) Three additional tools that are
helpful when planning actions
related to stakeholders are commitment analysis charts, AIDA
(awareness, interest,
desiring, action) charts, and cultural mapping tools.
A. Commitment Analysis Charts
Managers can use commitment charts to analyze the engagement
of each stakeholder.
Stakeholders can be thought of as being weakly to strongly
opposed (against) to your
change project, “neutral” )let it happen), slightly positive )help
it happen), or strongly
positive (make it happen). Change leaders also need to consider
the level of
understanding that underpins stakeholders’ commitment level
and the reasons that
underpin their levels of support at the present time. Identifying
the existing level of
commitment is the first step in planning tactics designed to alter
those preexisting
patterns. Table 9.5 provides an example commitment chart.
)Note that the “X” in the table
shows where the person is and the “O” shows where a change
agent wants them to be.)
Table 9.5 An Example Commitment Chart26
Table 9.5 An Example Commitment Chart26
106. Key
Players
Level of Commitment
Level of
Understanding
(high, med, low)
Opposed
Strongly to
Weakly
Neutral Let ItHappen
Help It
Happen
Make It
Happen
Person
1 X →O Med
Person
2 X →O High
Person
3 X →O Low
Etc.
Source: Beckhard, R., & Harris, R. (1987). Organizational
transitions (p. 95). Reading, MA: Addison-
Wesley.
B. The Adoption Continuum or AIDA
Stakeholder analysis will have identified the people who are