This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
This document provides an overview of strategic planning. It discusses:
- The definition and key characteristics of strategic planning, including that it envisions the organization's future and develops procedures to achieve that vision.
- The typical steps in strategic planning including assessing the current situation, environmental factors, developing a vision and goals, strategic directions, and action plans.
- Why strategic planning is important, including focusing resources, managing change, and improving decision making.
- Challenges organizations may face in strategic planning like ineffective visions, poor implementation, weak leadership, and poor communication.
- The roles and responsibilities involved in creating a strategic plan, such as facilitators, writers, researchers, and obtaining input from various
The Future: Change as Advantage not FunctionJeff Gandolfi
This document discusses the need for change management to evolve from a focus on managing individual change projects to promoting structural change within organizations. It argues that current change management practices will become ineffective as the world and business landscapes change rapidly. To adapt, change management must look at an organization's structural elements and drive change as a continuous process, not just for projects. It also must directly connect to and improve operations. The document provides a new model for structural change management that embeds flexibility and fluidity. It suggests organizations recruit people with diverse skills and promote roles and jobs that cross locations and functions. Structural change management measures an organization's ability to change, not just its readiness for change.
Dr. deb hedderly leading change presentationChase Lawrence
This document outlines Dr. Deb Hedderly's presentation on leading change for Embassy Management LLC. It discusses internal and external forces that drive organizational change and John Kotter's 8-step process for successful change implementation. The 8 steps include establishing urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Attendees were asked to identify a potential change initiative and draft a basic action plan applying Kotter's steps.
Class session 1 thinking about organizational changetjcarter
The document discusses organizational change and how it occurs both planned and unplanned on a daily basis affecting individuals, groups, and organizations. It focuses on planned change over unplanned change due to rapid external environmental changes. Organization development aims to help organizations make necessary changes. Planned organizational change is difficult to implement as it is nonlinear and emergent rather than a step-by-step linear process with no clear end state. The document outlines different perspectives and approaches to conceptualizing and managing organizational change.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
This document provides an overview of strategic planning. It discusses:
- The definition and key characteristics of strategic planning, including that it envisions the organization's future and develops procedures to achieve that vision.
- The typical steps in strategic planning including assessing the current situation, environmental factors, developing a vision and goals, strategic directions, and action plans.
- Why strategic planning is important, including focusing resources, managing change, and improving decision making.
- Challenges organizations may face in strategic planning like ineffective visions, poor implementation, weak leadership, and poor communication.
- The roles and responsibilities involved in creating a strategic plan, such as facilitators, writers, researchers, and obtaining input from various
The Future: Change as Advantage not FunctionJeff Gandolfi
This document discusses the need for change management to evolve from a focus on managing individual change projects to promoting structural change within organizations. It argues that current change management practices will become ineffective as the world and business landscapes change rapidly. To adapt, change management must look at an organization's structural elements and drive change as a continuous process, not just for projects. It also must directly connect to and improve operations. The document provides a new model for structural change management that embeds flexibility and fluidity. It suggests organizations recruit people with diverse skills and promote roles and jobs that cross locations and functions. Structural change management measures an organization's ability to change, not just its readiness for change.
Dr. deb hedderly leading change presentationChase Lawrence
This document outlines Dr. Deb Hedderly's presentation on leading change for Embassy Management LLC. It discusses internal and external forces that drive organizational change and John Kotter's 8-step process for successful change implementation. The 8 steps include establishing urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Attendees were asked to identify a potential change initiative and draft a basic action plan applying Kotter's steps.
Class session 1 thinking about organizational changetjcarter
The document discusses organizational change and how it occurs both planned and unplanned on a daily basis affecting individuals, groups, and organizations. It focuses on planned change over unplanned change due to rapid external environmental changes. Organization development aims to help organizations make necessary changes. Planned organizational change is difficult to implement as it is nonlinear and emergent rather than a step-by-step linear process with no clear end state. The document outlines different perspectives and approaches to conceptualizing and managing organizational change.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
this is a very project talking about a change Management for a company Called Deluxe Co
i spent a lot of time on the analysis and the survey, i hope it will help you in you projects
This document discusses leadership and change management in complex health systems. It begins by outlining where change efforts can go wrong, such as weak design and implementation. It then provides guidance on strengthening design through co-design and considering how to better manage implementation and change. The document emphasizes that change requires leadership and management, occurring through people. It discusses the importance of building commitment to change through sensemaking, communication, and addressing people's concerns. It also recommends planning for small, incremental wins to build momentum and support for change over time.
This document discusses leadership and change management in complex health systems. It begins by outlining where change efforts can go wrong, such as weak design and implementation. It then provides guidance on strengthening design through co-design and considering implementation. The document emphasizes that change must be led and managed, occurring through people. It discusses the importance of building commitment to change through sensemaking, communication, and addressing people's values. It also recommends embracing complexity and learning through small wins and feedback loops to increase the chances of success in health system strengthening efforts.
Organizational development (OD) involves applying social science techniques to plan organizational changes aimed at improving effectiveness and developing individuals, with underlying values including concern for science, democratic principles, and helping relationships. Common OD interventions include relationship techniques like team building and survey feedback, as well as structural techniques like job redesign and management by objectives. The basic OD model involves diagnosing an organization's situation, introducing interventions, monitoring progress through feedback to facilitate planned and continuous improvement.
Organizational Change by Magdalena Neumann, Alina Sachapow, Lucia SoskovaAlina_90
The document discusses organizational change and two prominent models for managing change: Lewin's three-step model of unfreezing, changing, and refreezing, as well as Kotter's eight-step process for leading change. It also presents a case study of how Kotter's eight steps were applied to improve safety standards at a railroad company.
Organizational change in transition periodMasum Hussain
As the Greek philosopher Heraclitus (525 – 475BC) pointed out: change alone is unchanging. Nowhere is this truer than in corporate North America. Globalization; quantum leaps in technology; mergers and acquisitions; shifting markets and client demands; and, significant changes in the workforce make changing to survive a strategic imperative. All organizations need to have a greater reach, be in more places, be aware of regional and cultural differences, and integrate coherent strategies for different markets and communities. (Kanter, 1999) Failure to change, to change rapidly enough, or to make the right changes, has turned corporate giants into subsidiaries, seemingly overnight. With change having been a constant for over 2500 years, why are businesses still so bad at managing it? Why do so many change initiatives wither and die leaving only confusion and mangled processes in their wake? This paper explores some of the reasons corporate change programs fail and offers some ideas as to how organizations institutionalize change to become a constantly evolving success story.
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
This document provides an overview of modules in a course on managing change. It covers topics like understanding organizational structure and culture, forces for and against change, responses to change, overcoming resistance, planning change, leading change, and evaluating change. The document outlines objectives and key concepts for each module to help participants learn about analyzing pressures for change, developing change strategies, and assessing the impact of change efforts.
The document discusses organizational change in schools and describes them as open systems. It identifies key characteristics of open systems including importing energy, throughput, output, feedback loops, and homeostasis. Sources of pressure for organizational change in schools are also listed such as government intervention, societal values, and technological advances. Methods for reducing resistance to change include participation, communication, support from leadership, rewards, planning, and coercion. Approaches to change at the individual level involve job enrichment, laboratory training, and behavior modification. Group-based approaches include role analysis, intergroup problem solving, process consultation, survey feedback, and strategic planning.
Mini Analysis 1 Analysis of Organizational Leadership Theory andIlonaThornburg83
Mini Analysis 1: Analysis of Organizational Leadership Theory and Practice (150pts.)
Students will engage in a critical analysis of leadership theory and practice, based on readings from Part 1 and Part II (Chapters 1-4) of the text-Hickman, G.R. (2010).
Leading Change in Multiple Contexts. Los Angeles, CA: Sage Publications. ISBN: 978-1-4129-2678-2. Please feel free to bring in information you have gained from reading the Noopila & Chacon book. My primary concern with this analysis paper is that students engage materials in ways that demonstrate at least three dimensions:
· First, students should demonstrate strong engagement with theories and concepts from the book chapters and readings
· Second, students should engage these materials critically (what is working, what is not; what are strengths and what are limitations).
· Third, students should feel free to explore a variety of ideas that relate to change (what does thinking outside the box really look like?).
Instructions:
· Please choose 3-4 concepts to focus on for your mini-analysis. These concepts can come from anywhere within Parts I and Part II of the text.
· Introduce and explain the concepts, at minimum bring in at least 1 other scholarly/academic reference or citation per concept that you have introduced.
· Link the concepts to current or past events for further analysis (for example can you think of a time when an organization, leader etc. has exhibited these concepts, explain)
· Make sure to include a reference page and reference the text. Again, you will want to bring in external citations and references to strengthen your paper a minimum of three external references is expected.
· You must include 3-4 scholarly citations in addition to your text book for this paper.
· Paper will generally be between 4-5 pages. Maximum 5 pages (Title page and reference page are not included in this count).
These somewhat broad instructions for paper one, are intended to give students great latitude in how they approach the assignment: critical analysis structure, compare and contrast dominate theories, development of an innovative leadership approach, etc. However, without detailed and consistent references to readings from this class, the paper will not receive a passing grade.
Structure:
Make sure that the paper has a well-developed structure and engages reading materials from this class. One of the biggest challenges for students is creating their own analytic structure with a clear purpose or goal. The structure or organization of the paper should include:
1. Introduction that: a) establishes interest, b) establishes the topic of focus, c) provides a clear thesis statement (goal or purpose followed by a brief justification of its importance), and d) a preview of central points or organization of the body of the paper.
2. In the body of the paper, students should think of each first sentence of a paragraph as a "mini-thesis" that establishes the goal or ...
This document discusses managing organizational change and innovation. It begins by outlining the challenges of change leadership and innovation, including the four steps of the product innovation process. It then discusses the nature of organizational change, including that it can be top-down, bottom-up, or integrated change. Change can also be transformational or incremental. Forces for change can be external or internal. The document also outlines phases of planned change, strategies for managing change, organization development, and managing stress in a changing environment. It provides tips for dealing with resistance to change and maintaining personal wellness during times of change.
The document discusses managing organizational change and the need for change within organizations. It provides 6 reasons why change is necessary, including international competition and changing customer and employee needs. It then outlines the history of organizational development and lessons learned around change management. Finally, it discusses establishing the need for change, involving key stakeholders, diagnosing problems, establishing and stabilizing change, and using large-scale interventions to drive organization-wide change.
This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.
This document provides an overview of theories of change, including definitions, examples, and guidance on developing and applying theories of change. It discusses theories of change as an ongoing process of reflection to explore how change happens and what that means for interventions. It provides examples of theories of change from different organizations and initiatives. It also offers guidance on key elements to include when developing a theory of change, such as outcomes, assumptions, strategies and how to test and apply the theory of change. The document emphasizes that theories of change are iterative tools to facilitate planning, implementation and evaluation of initiatives aimed at creating lasting social change.
The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
1Comparing Humanistic-Existential Psychotherapy with OthEttaBenton28
1
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Caroline E Sam
NRNP 6645
Psychotherapy with Multiple Modalities
Assignment week 7
01/15/2022
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
2
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Psychologists have developed various theories on human psychology. The Humanist,
existential, and humanist existential models explain the personality changes. The models are
central in therapies as they define how people perceive and accept life challenges. The humanist
model emphasizes the innate goodness in people, while the humanist-existential psychotherapy
model argues that personalities change, and people can develop new attributes based on
circumstances.
Two models: Humanistic-existential psychotherapy and Humanist psychotherapy
Humanistic-existential Psychotherapy
Humanistic Existential Psychotherapy (HE) postulates that the human personality is
dynamic, and changes occur across the lifespan that defines personality at each point
(Hounkpatin et al., 2015). The model integrates humanistic and existentialist approaches. The
humanist perspective claims that human beings are good, while the existentialist proposes that
people are neither good nor bad (Daei Jafari et al., 2020). Integration of the two models creates a
dynamic person capable of actualizing based on situations and strengths. The model is adopted as
a transition from the traditional conception of personality as a stable element that remains
consistent throughout life. The HE models framework asserts that individuals confront and
challenge a meaningless life as they transform their lives into a personality they desire. The
person pursues self-rated health, self-efficacy, psychological turning point, and life satisfaction
that involves a subjective evaluation of an individual’s wellbeing (Hounkpatin et al., 2015).
These components keep an individual driven to improve their lives. Notably, societal norms and
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
3
the pursuit of authentic individual-based life goals contribute to an individual’s personality
changes.
There is a constant drive to meet an expectation, which is addressed in the social
investment theory- an investment in institutions such as work, and marriage motivates
personality changes. Notably, the ...
1Comment by Perjessy, Caroline SubstanEttaBenton28
1
Comment by Perjessy, Caroline:
Substance use Anxiety Group Curriculum
Southern New Hampshire University
Clinical Mental Health Counseling Department, COU660
Dr. Caroline P.
Rationale for the group
In Massachusetts, we have several groups for substance use both such as AA meetings and , NA meetings that are held in most area areasjust not a sufficient amount. Some. So me groups are also held at treatment centers by alumni which is a great thing because it will provide members with great responsibility skills. Some of the groups like psychoeducation and 12 steps meetings are mainly for those who are going through andchallenges and have a past with substance use. I plan to hold a group not only for those who have been through it but also withhave family members that are looking for resources and better understanding of the disease. The need for substance use group in the Boston, MassMassachusetts community is in high demand. Although Boston is a wide community where the rent can be high and have good paying jobs, many still struggle s with the everyday life stressors that can lead to excessive drinking. In my community I believe that the need for substance use group can benefit so many specifically those in the poverty area, because they are dealing with these issues every day. Also, due to therapy being frown upon in their environment and some lack the ability to seek professional help. Although some may have the need but will not attend due to therapy being frown upon in their environment. Comment by Perjessy, Caroline: Make sure you are revising for clarity. I know you said this was a draft, so keeping that In mind Comment by Perjessy, Caroline: Revise for clarity
The purpose of substance use group is to help individuals who are have dealing with anxiety and have an underlining issue like anxiety. Substance use clients with underlining issues like anxiety lack coping skills and the ability to perform everyday tasks. Evidence by, the lack of motivation, traumatic event, exposure to violence, withdrawal, and continuing alcohol or drug use. However, the misuse of alcohol not only can lead to neurological as well as anxiety. Several individuals who are actively using have an underlining issue that has cause them to use excessively rather its depression, bipolar, or anxiety. I will be focusing mainly on anxiety. Anxiety can be something that several deal with in silent or out loud, those who have been impacted by the disease either way many are not getting the help they deservemerit. Especially those who have been impacted with the disease For example, not they feeling at time they are not good enoughenough, the uncertainty of their job,; and will they have their job back; doubts about being accepted back into their familywill they have a family after. Comment by Perjessy, Caroline: This is uinclear…how are they dealing with anxiety and have an underlying issue of anxiety?
All those factors are negative im ...
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
this is a very project talking about a change Management for a company Called Deluxe Co
i spent a lot of time on the analysis and the survey, i hope it will help you in you projects
This document discusses leadership and change management in complex health systems. It begins by outlining where change efforts can go wrong, such as weak design and implementation. It then provides guidance on strengthening design through co-design and considering how to better manage implementation and change. The document emphasizes that change requires leadership and management, occurring through people. It discusses the importance of building commitment to change through sensemaking, communication, and addressing people's concerns. It also recommends planning for small, incremental wins to build momentum and support for change over time.
This document discusses leadership and change management in complex health systems. It begins by outlining where change efforts can go wrong, such as weak design and implementation. It then provides guidance on strengthening design through co-design and considering implementation. The document emphasizes that change must be led and managed, occurring through people. It discusses the importance of building commitment to change through sensemaking, communication, and addressing people's values. It also recommends embracing complexity and learning through small wins and feedback loops to increase the chances of success in health system strengthening efforts.
Organizational development (OD) involves applying social science techniques to plan organizational changes aimed at improving effectiveness and developing individuals, with underlying values including concern for science, democratic principles, and helping relationships. Common OD interventions include relationship techniques like team building and survey feedback, as well as structural techniques like job redesign and management by objectives. The basic OD model involves diagnosing an organization's situation, introducing interventions, monitoring progress through feedback to facilitate planned and continuous improvement.
Organizational Change by Magdalena Neumann, Alina Sachapow, Lucia SoskovaAlina_90
The document discusses organizational change and two prominent models for managing change: Lewin's three-step model of unfreezing, changing, and refreezing, as well as Kotter's eight-step process for leading change. It also presents a case study of how Kotter's eight steps were applied to improve safety standards at a railroad company.
Organizational change in transition periodMasum Hussain
As the Greek philosopher Heraclitus (525 – 475BC) pointed out: change alone is unchanging. Nowhere is this truer than in corporate North America. Globalization; quantum leaps in technology; mergers and acquisitions; shifting markets and client demands; and, significant changes in the workforce make changing to survive a strategic imperative. All organizations need to have a greater reach, be in more places, be aware of regional and cultural differences, and integrate coherent strategies for different markets and communities. (Kanter, 1999) Failure to change, to change rapidly enough, or to make the right changes, has turned corporate giants into subsidiaries, seemingly overnight. With change having been a constant for over 2500 years, why are businesses still so bad at managing it? Why do so many change initiatives wither and die leaving only confusion and mangled processes in their wake? This paper explores some of the reasons corporate change programs fail and offers some ideas as to how organizations institutionalize change to become a constantly evolving success story.
This document is a group assignment submitted by six MBA students to their lecturer for a course on managing change. It includes an introduction, table of contents, and various sections analyzing topics related to organizational change such as the definition of organizational change, factors that influence change management, forces driving change, employee reactions to change, and strategies for managing and overcoming resistance to change. The group is requesting that the lecturer accept their assignment on the topic of managing change.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
This document provides an overview of modules in a course on managing change. It covers topics like understanding organizational structure and culture, forces for and against change, responses to change, overcoming resistance, planning change, leading change, and evaluating change. The document outlines objectives and key concepts for each module to help participants learn about analyzing pressures for change, developing change strategies, and assessing the impact of change efforts.
The document discusses organizational change in schools and describes them as open systems. It identifies key characteristics of open systems including importing energy, throughput, output, feedback loops, and homeostasis. Sources of pressure for organizational change in schools are also listed such as government intervention, societal values, and technological advances. Methods for reducing resistance to change include participation, communication, support from leadership, rewards, planning, and coercion. Approaches to change at the individual level involve job enrichment, laboratory training, and behavior modification. Group-based approaches include role analysis, intergroup problem solving, process consultation, survey feedback, and strategic planning.
Mini Analysis 1 Analysis of Organizational Leadership Theory andIlonaThornburg83
Mini Analysis 1: Analysis of Organizational Leadership Theory and Practice (150pts.)
Students will engage in a critical analysis of leadership theory and practice, based on readings from Part 1 and Part II (Chapters 1-4) of the text-Hickman, G.R. (2010).
Leading Change in Multiple Contexts. Los Angeles, CA: Sage Publications. ISBN: 978-1-4129-2678-2. Please feel free to bring in information you have gained from reading the Noopila & Chacon book. My primary concern with this analysis paper is that students engage materials in ways that demonstrate at least three dimensions:
· First, students should demonstrate strong engagement with theories and concepts from the book chapters and readings
· Second, students should engage these materials critically (what is working, what is not; what are strengths and what are limitations).
· Third, students should feel free to explore a variety of ideas that relate to change (what does thinking outside the box really look like?).
Instructions:
· Please choose 3-4 concepts to focus on for your mini-analysis. These concepts can come from anywhere within Parts I and Part II of the text.
· Introduce and explain the concepts, at minimum bring in at least 1 other scholarly/academic reference or citation per concept that you have introduced.
· Link the concepts to current or past events for further analysis (for example can you think of a time when an organization, leader etc. has exhibited these concepts, explain)
· Make sure to include a reference page and reference the text. Again, you will want to bring in external citations and references to strengthen your paper a minimum of three external references is expected.
· You must include 3-4 scholarly citations in addition to your text book for this paper.
· Paper will generally be between 4-5 pages. Maximum 5 pages (Title page and reference page are not included in this count).
These somewhat broad instructions for paper one, are intended to give students great latitude in how they approach the assignment: critical analysis structure, compare and contrast dominate theories, development of an innovative leadership approach, etc. However, without detailed and consistent references to readings from this class, the paper will not receive a passing grade.
Structure:
Make sure that the paper has a well-developed structure and engages reading materials from this class. One of the biggest challenges for students is creating their own analytic structure with a clear purpose or goal. The structure or organization of the paper should include:
1. Introduction that: a) establishes interest, b) establishes the topic of focus, c) provides a clear thesis statement (goal or purpose followed by a brief justification of its importance), and d) a preview of central points or organization of the body of the paper.
2. In the body of the paper, students should think of each first sentence of a paragraph as a "mini-thesis" that establishes the goal or ...
This document discusses managing organizational change and innovation. It begins by outlining the challenges of change leadership and innovation, including the four steps of the product innovation process. It then discusses the nature of organizational change, including that it can be top-down, bottom-up, or integrated change. Change can also be transformational or incremental. Forces for change can be external or internal. The document also outlines phases of planned change, strategies for managing change, organization development, and managing stress in a changing environment. It provides tips for dealing with resistance to change and maintaining personal wellness during times of change.
The document discusses managing organizational change and the need for change within organizations. It provides 6 reasons why change is necessary, including international competition and changing customer and employee needs. It then outlines the history of organizational development and lessons learned around change management. Finally, it discusses establishing the need for change, involving key stakeholders, diagnosing problems, establishing and stabilizing change, and using large-scale interventions to drive organization-wide change.
This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.
This document provides an overview of theories of change, including definitions, examples, and guidance on developing and applying theories of change. It discusses theories of change as an ongoing process of reflection to explore how change happens and what that means for interventions. It provides examples of theories of change from different organizations and initiatives. It also offers guidance on key elements to include when developing a theory of change, such as outcomes, assumptions, strategies and how to test and apply the theory of change. The document emphasizes that theories of change are iterative tools to facilitate planning, implementation and evaluation of initiatives aimed at creating lasting social change.
The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
Similar to 12Organizational ChangeFourth Edition (20)
1Comparing Humanistic-Existential Psychotherapy with OthEttaBenton28
1
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Caroline E Sam
NRNP 6645
Psychotherapy with Multiple Modalities
Assignment week 7
01/15/2022
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
2
Comparing Humanistic-Existential Psychotherapy with Other Approaches
Psychologists have developed various theories on human psychology. The Humanist,
existential, and humanist existential models explain the personality changes. The models are
central in therapies as they define how people perceive and accept life challenges. The humanist
model emphasizes the innate goodness in people, while the humanist-existential psychotherapy
model argues that personalities change, and people can develop new attributes based on
circumstances.
Two models: Humanistic-existential psychotherapy and Humanist psychotherapy
Humanistic-existential Psychotherapy
Humanistic Existential Psychotherapy (HE) postulates that the human personality is
dynamic, and changes occur across the lifespan that defines personality at each point
(Hounkpatin et al., 2015). The model integrates humanistic and existentialist approaches. The
humanist perspective claims that human beings are good, while the existentialist proposes that
people are neither good nor bad (Daei Jafari et al., 2020). Integration of the two models creates a
dynamic person capable of actualizing based on situations and strengths. The model is adopted as
a transition from the traditional conception of personality as a stable element that remains
consistent throughout life. The HE models framework asserts that individuals confront and
challenge a meaningless life as they transform their lives into a personality they desire. The
person pursues self-rated health, self-efficacy, psychological turning point, and life satisfaction
that involves a subjective evaluation of an individual’s wellbeing (Hounkpatin et al., 2015).
These components keep an individual driven to improve their lives. Notably, societal norms and
This study source was downloaded by 100000806925124 from CourseHero.com on 04-18-2022 09:34:05 GMT -05:00
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
https://www.coursehero.com/file/128013930/Comparing-Humanistic-Existential-Psychotherapy-with-Other-Approaches-gwdocx/
3
the pursuit of authentic individual-based life goals contribute to an individual’s personality
changes.
There is a constant drive to meet an expectation, which is addressed in the social
investment theory- an investment in institutions such as work, and marriage motivates
personality changes. Notably, the ...
1Comment by Perjessy, Caroline SubstanEttaBenton28
1
Comment by Perjessy, Caroline:
Substance use Anxiety Group Curriculum
Southern New Hampshire University
Clinical Mental Health Counseling Department, COU660
Dr. Caroline P.
Rationale for the group
In Massachusetts, we have several groups for substance use both such as AA meetings and , NA meetings that are held in most area areasjust not a sufficient amount. Some. So me groups are also held at treatment centers by alumni which is a great thing because it will provide members with great responsibility skills. Some of the groups like psychoeducation and 12 steps meetings are mainly for those who are going through andchallenges and have a past with substance use. I plan to hold a group not only for those who have been through it but also withhave family members that are looking for resources and better understanding of the disease. The need for substance use group in the Boston, MassMassachusetts community is in high demand. Although Boston is a wide community where the rent can be high and have good paying jobs, many still struggle s with the everyday life stressors that can lead to excessive drinking. In my community I believe that the need for substance use group can benefit so many specifically those in the poverty area, because they are dealing with these issues every day. Also, due to therapy being frown upon in their environment and some lack the ability to seek professional help. Although some may have the need but will not attend due to therapy being frown upon in their environment. Comment by Perjessy, Caroline: Make sure you are revising for clarity. I know you said this was a draft, so keeping that In mind Comment by Perjessy, Caroline: Revise for clarity
The purpose of substance use group is to help individuals who are have dealing with anxiety and have an underlining issue like anxiety. Substance use clients with underlining issues like anxiety lack coping skills and the ability to perform everyday tasks. Evidence by, the lack of motivation, traumatic event, exposure to violence, withdrawal, and continuing alcohol or drug use. However, the misuse of alcohol not only can lead to neurological as well as anxiety. Several individuals who are actively using have an underlining issue that has cause them to use excessively rather its depression, bipolar, or anxiety. I will be focusing mainly on anxiety. Anxiety can be something that several deal with in silent or out loud, those who have been impacted by the disease either way many are not getting the help they deservemerit. Especially those who have been impacted with the disease For example, not they feeling at time they are not good enoughenough, the uncertainty of their job,; and will they have their job back; doubts about being accepted back into their familywill they have a family after. Comment by Perjessy, Caroline: This is uinclear…how are they dealing with anxiety and have an underlying issue of anxiety?
All those factors are negative im ...
1
College Student’s Depression
Jasmin Linthicum
Course Discovery Writing
Professor Aguiar
Date Due 02/24/2022
College Student’s Depression
2
According to the World Health Organization (WHO), depression is a common and severe
health issue that affects how someone feels, thinks and acts. The most common symptoms of
depression are; having bad moods and feeling very sad, losing interest in the activities that were
once fun, loss of appetite, which in turn will lead to massive weight loss or gain that is not related
to dieting and difficulty in concentrating, thinking or making decisions (LeMoult & Gotlib, 2019).
People become depressed due to various factors; some of the significant social factors that
bring about depression include; encountering traumatic events, separation from parents or
caregivers and being bullied. Personality some people are inclined towards experiencing
depression. For instance, people who tend to hold worries, have a low-self-esteem, are
perfectionists and are very sensitive towards negative criticism naturally have a higher likelihood
of facing depression.
Depression throughout history has always been a health problem for people. According to
articles written by philosophers and writers throughout humanity's history, there is depression,
which is a health condition. The articles also include some of the continuous struggles that have
been made to find a solution on treating this condition. For instance, the ancient Greeks and
Romans had different thinking on depression. Some of the literature shows that the Greeks had a
notion that depression was a form of evil spirit possession and used exorcism techniques like;
beatings and starvation as "treatments" to cure a person. On the other hand, the Romans thought
depression was a combination of biological and psychological issues and employed gymnastics,
special diet, herbal medicine and music to treat the patients (Taquet et al., 2020).
In our present day, some of the startling statistics concerning depression are; depression
affects approximately one in fifteen adults, that is close to 6.8% annually, and a projection of an
estimated one in six persons will encounter depression at a given point in their life, that is around
Christian Aguiar
All of these statistics come from research, so you need to cite them using an in-text citation like we learned in class. Luckily, we're reviewing them again today (3/17).
Christian Aguiar
Christian Aguiar
This is another place where you need to cite your source. Which literature tells us this?
Christian Aguiar
I like the historical context, Jasmin. This could be a great way to begin the script for your video, too.
Christian Aguiar
Since this is an argument based on research - it draws on what scientists know about depression - you need to make it clear what the source is.
Christian Aguiar
Do you mean "personally, some people are inclined..." or perhaps that "some people's perso ...
This document provides instructions for a close analysis assignment on an artist's self-portrait. It lists over 200 artists and their basic information. Students are asked to select one of the artists from the list, view their self-portrait, and analyze how the artist represented themselves externally through the internal. The analysis should explore "windows and doors" of the self-portrait image.
1
CLA1
Xueyao Dong
Westcliff University
INT 501 EF Concentration:
Purchasing and Human Resources
Professor: Dr. Julia Sherm
Octomber 20, 2021
2
Learning Objectives
This was my third semester at Westcliff University, and I explored a wide range of
helpful strategies and practical techniques that benefited my overall career and life balance.
For instance, the habit of professional journaling helps me release my stress and motivate
myself to keep on track towards my goal.
From week 3, I started to prepare the professional portfolio, and I felt it was an
excellent way to keep a record of my achievements and experiences. From week 5, the
interview exercise taken with the senior manager from my department, I have learned about
her personal experiences and know a little more about strategic leadership. Another valuable
material that I learned from this class is always to be prepared. Before I interview the senior
manager, I prepare additional questions to ask my supervisor and colleagues about my
performance. I was nervous during the interview, but these extra questions helped me come
down and make the conversion more smooth.
At the beginning of this semester, my goal was to improve my communication skills
in the workplace and learn how to be more flexible in dealing with incidents. From week six
course’s video, “I Wanna Be a Human Resources Officer - A Day in the Life of a Human
Resources Officer,” made me see some perspectives of the responsibility of a Human
Resources Officer and provided me some direction to improve my interpersonal skills. I
always find ways to improve my confidence when I communicate with people and learn how
to be an active listener.
Week seven’s video about “Internship Expectations vs. Realities- the Intern Queen”
makes me think about expectations and realities at the workplace. What expectation does the
employer look for, and how should I improve my performance regarding their expectation?
3
Additionally, through this semester, I realized different ways of conveying a message
could have other effects and impact communication effectiveness. During the internship, I
utilized the benefits of a supportive and positive environment.
Taking everything into account, I believe that I made significant progress towards my
goals, and I became more efficient and productive at work.
Internship Experiences
This semester I am considering switching to a new company that will allow me to
practice my professional skills in the area of individual and corporate taxes. Therefore, I
started my journey to submit job applications and prepare for an interview. Finding an
appropriate position that matches my interests and abilities is not an easy task. I felt frustrated
for the first few weeks when I did not get many responses. However, I record all my feelings
and things that I need to work on in my resume and cover letter in my journal. Additionally, I
love to write some inspirational and motivationa ...
1CJ 550 2-2 Milestone One Southern New HaEttaBenton28
1
CJ 550 2-2 Milestone One
Southern New Hampshire University
Destiny Nance
CJ 550
September 4th, 2022
CJ 550 2-2 Milestone One
A. What are the departments or subdivisions into which your selected organization is divided, and how do these subdivisions work together as a whole in relation to the mission of the organization?
Office of Programs and Re-entry is an organization that focuses on leadership alongside rehabilitative programs ensuring better lives within the community. The organization is divided into four central departments that work together to achieve a common goal. The first department is the Bureau of program development which focuses on the various designs and implementation of risks and needs assessment tools. It also implements other processes and policies key to the restoration alongside rehabilitation of justice to the affected individual within the surrounding.
The second is the department Bureau of Education, which deals with academic and career issues, including technical education and library services (Bell et al., 2018). The third department is the Bureau of Substance Use Treatment which is helpful in dealing with services assisting in the transition period between incarceration and the return to society. The other department is the Bureau of Chaplaincy services dealing with spiritual matters on inmates and offenders. The last department is volunteering with the FDC to assist in a rewarding experience for the citizens. All the departments work together to achieve the organizational goal and mission in leadership and rehabilitation programs that assist the community. Every department has strict policies that make it possible to ensure that it helps the organization achieve its mission.
B. Describe your selected subdivision, and outline the specific goals and responsibilities of the subdivision, describing how they align with the overall mission of the agency. Consider how the goals of the selected subdivision align with the mission of the agency.
The correction officers have a specific function: protecting the community by leading and supervising offenders and reporting the individual who has failed to comply with the regulations to sentencing. Alongside the organizational mission, the correction subdivision has its designed mission. Its mission is to deliver effective service to the community by service diligently while collaborating with other agencies of the criminal justice community (Bell et al., 2018). As such, it serves the community without violating their rights. The detention department ensures people's safety within the community by protecting the surrounding society in various ways, such as establishing safe, secure, and human supervision. It also provides the confinement of inmates by making them follow the law without violation.
However, the subdivision is faced with challenges like the overpopulation of inmates. The inmates are flocked within the organization, thus posing a chall ...
1CLA 1Every organization aims at achieving a cerEttaBenton28
1
CLA 1
Every organization aims at achieving a certain level of performance when it comes to the profitability of the organization. The sales force in any organization is very instrumental towards the performance of an organization as they help push the sales of an organization to the desired level. Organizations must see the value that the salespersons bring to the organization as this impacts the motivation and the productivity of the salespersons (Kuvaas et al., 2017). When a sales team feels that there is value to an organization then they become engaged in their work and perform well. Organizations can show that they value the salespersons by involving them in decision-making, paying them well, and also recognizing achievements.
Skill sets refer to the various abilities and abilities that an individual employee has that enable them to perform according to expectations in an organization. The skill sets vary from the type of sales employee; a salesperson needs more persuasion skills while a sales manager might need more communication skills and leadership skills (Kuczmarski & Kuczmarski, 2019). An organization can ensure that it has the right skill set by ensuring that the recruitment process is thorough and looks at the practical skills of employees as well.
Global sales refer to the sales that an organization makes outside the country where it is located. Global sales skills are important in ensuring that an organization can effectively penetrate an outside market. Global sales skills include understanding the cultural differences and the language of the target nation. A sales team needs to understand what is offensive in other nations such as gestures, body language so that they do not put off customers (Cuevas, 2018). The global sales skill needed by sales managers includes effective communication and an understanding of the trade regulations in different countries. They need to be able to contact customers remotely and manage sales teams in different locations.
The performance of any organization is important as it is an indicator of growth and progress in an organization. When it comes to the performance of employees it is directly related to the rewards system in an organization. Employees need to be motivated to put in extra work in the organization and the easiest way for an organization to motivate employees is to make them feel that they are appreciated and their efforts are recognized. Employees and particularly sales employees work in teams when the performance appraisal is done, it is important that the best-performed employees are rewarded (Asaari et al, 2019). When this is done the other members of the team will be inspired and motivated to increase productivity. An increase in the productivity of an employee translates to the performance of an organization in terms of sales and profitability.
Rewards are multidimensional and exist in different forms and categories in different organizations. The two broad categ ...
1Child Development Observation and ReflectionEttaBenton28
1
Child Development: Observation and Reflection
Lua Shanks
Dr. Edwards
Child Development: Observation and Reflection
80MOD 2 ASSIGN 2
06-27-2021
Child Development: Observation and Reflection
The observation data that I gathered and the process that I used to observe significantly informed my ability to conduct observations in the field. For instance, I learned the most important steps in observation such as familiarizing myself with the subjects and taking note of all the activities that take place since they are all useful in the final analysis. The observation data made me realize the value of being keen during field observations so that no detail is left out.
Some of the questions that emerged during the observation process about the children in the media are whether children have similar developmental capabilities and whether play can be used to rectify a child’s developmental delays. The overall experience of observing made me question teachers’ ability to understand all the unique aspects of child development and how they use them to create unique and engaging learning activities. I experienced the challenge of remaining objective since my personal feelings were consistently influenced by judgments and observations.
As I reflect on the observation process and the overall experience, the question that arises is how infants and young children can exhibit an interest in problem-solving yet their mental faculties have not fully developed. The question exposes the complexity of cognitive development in children since it reveals that children develop cognition from social, emotional, and perceptual experiences.
I would like to know the cognitive capabilities of the children I observed by having one on one sessions with them so that I could test their abilities. I believe that intelligence varies not only in adults but also in children an indication that a child’s developmental milestones are unique and different from that of another child. The only similarities are the age of occurrence for each developmental milestone.
The data that I obtained during my observations deepened my understanding of children’s development and learning. I realized that the developmental domains are interlinked since the development of one domain builds onto another domain. For instance, the development of the social and emotional domains contributes to the emergence of the cognitive domain. I realized that the domains do not operate in isolation but instead strengthen each other as the child develops. I also learned that the environment plays a significant role in a child’s development. For instance, when a child grows up i ...
This patient presented with a chief complaint of headaches that started two weeks ago. On three occasions, the patient's blood pressure was high, ranging from 159/100 to 160/100. The patient reported episodes of headaches sometimes accompanied by dizziness. A review of systems was negative except for the reported headaches and dizziness. The patient has a history of hypertension but no other significant medical history.
1CHEMICAL, BIOLOGICAL, RADIOLOGICAL AND NUCLEAR (CBREttaBenton28
This document provides a historical overview of chemical, biological, radiological, and nuclear (CBRN) terrorism from the 1970s through the 1980s. It notes that while CBRN terrorism was not a major threat during this period, some terrorist groups did show interest in acquiring and using CBRN weapons. In the 1970s, there were a small number of incidents involving the use or acquisition of CBRN agents, mostly crude chemical or biological weapons. Debate emerged around terrorists' technical capabilities and motivations for CBRN use. In the 1980s, incidents slightly increased, including the first biological terrorism attack by the Rajneeshpuram Cult in 1984. However, CBRN terrorism was still not a
1CHAPTER 01G L O B A L R E P O R T O N2GEttaBenton28
This document provides a summary of a global report on ageism published by the World Health Organization in 2021. The report finds that ageism is widespread, harmful, and under-recognized. It affects people's health, well-being, and human rights. The report examines the scale, impact, and determinants of ageism against both older and younger people. It also reviews evidence on strategies to prevent and respond to ageism, such as policies and laws, educational interventions, and intergenerational contact. The report recommends investing in evidence-based strategies, improving data and research, and changing public narratives around age and aging to build a more age-inclusive world.
1Child Growth and DevelopmentYohana MangiaficoHousEttaBenton28
1
Child Growth and Development
Yohana Mangiafico
Houston Community College
TECA 1354: Child Growth and Development
Linda Jones
March 26, 2022
Linda Jones
57280000000003184
Add one more space between the title and your name.
Linda Jones
57280000000003184
Add the department name.
2
My neighbor’s son is a seven-year-old child who has progressed to second grade and is
becoming less reliant on his parents. He is a bright and athletic child who can ride a bike, roller
skate, and play badminton and table tennis. The child is attentive and can read, recount stories,
and do puzzles with ease. He is physically fit, standing 3 feet 12 inches tall and weighing 24
pounds. The body of a child grows and changes as it prepares to become an adult (Papalia &
Martorell, 2018). Seven years is a remarkable age, especially for boys, because it marks the end
of the newborn years and the beginnings of adulthood. He is, nevertheless, going through a
seven-year crisis, a period of change in which the child gains a new perspective on the world. It
enables him to advance to the next stage of his growth. Both at home and on the playground, the
observation was made. This case study is based on observing and analyzing changes in a seven-
year-old boy's physical, psychosocial, emotional, and cognitive development.
The boy spends roughly an hour and a half every day on the playground. He interacts
with the kids, runs with them, jumps, plays the ball, and hangs from the crossbar. The muscles of
the legs, arms, chest, and back are all actively developed, according to the findings. He grows
tough and robust, and he can walk for several kilometers. He can change the speed of his
movement by running slowly or swiftly. He can hop over minor barriers and shift direction
without slowing down while in motion. He can jump forward, up, to the sides, and over tiny
obstacles on one foot. He climbs up and down the stairwell and the rope ladder with ease. The
child has no developmental limitations and can readily hang from the crossbar. He also has no
trouble socializing and communicating with his classmates and other youngsters on the
playground.
Observing him on the playground, it is apparent that the child has reached a high degree
of physical development. He develops strength, endurance, and dexterity needs constant
Linda Jones
57280000000003184
Add the heading for Physical Development
Linda Jones
57280000000003184
informal
Linda Jones
57280000000003184
Yohana, the introduction should be like those in the Observation papers.
Linda Jones
57280000000003184
Title of the Paper
Linda Jones
57280000000003184
7
Linda Jones
57280000000003184
Only report what you actually see the child do, or what the parents/guardians/teacher report.
Linda Jones
57280000000003184
No opinions. Opinions are allowed in the summary portion.
3
exercise. While participating in sports, he understands and respects the rules of team games as
we ...
1
CHAPTER
2
THE EXTERNAL ENVIRONMENT:
OPPORTUNITIES, THREATS, INDUSTRY COMPETITION
AND COMPETITOR ANALYSIS
Opening remarks
Company’s strategic actions are affected by
External environment
Internal environment
External environment is the source of:
Opportunities
Threats
The need for monitoring and analyzing external environment
The pace of change
Complexity
Uncertainty
2
The general, industry and competitor
analysis
3
General environment – broader society dimensions ( 7 dimensions)
Demographic, economic, political/legal, sociocultural, technological, physical and global
Out of firm’s control so must monitor and gather information
Industry environment – factors in competitive environment
Threat of new entrants, power of suppliers, power of buyers, threat of product substitutes, intensity of rivalry among competitors
Firm must assess industry’s opportunities for profit potential
Competitor analysis or competitive intelligence – the way firm’s can gather and analyze information on the industry competitors
Identifying their actions, responses and intentions
These three analyses influence and are influenced by the firm’s vision, mission and strategic actions
The general, industry and competitor environments
4
Three External Environments include:
General
Industry
Competitor
Segments of the general environment
5
DEMOGRAPHIC
Population size
Geographic distribution
ECONOMIC
Nature and direction of the economy in which a firm competes or may compete
SOCIO-CULTURAL
Refers to potential and actual changes in the physical environment and business practices that are intended to positively respond to and deal with those changes
Age structure
Ethnic mix
Income distribution
POLITICAL/LEGAL
PHYSICAL
TECHNOLOGICAL
GLOBAL
Arena in which organizations and interest groups compete for attention, resources, and a voice in overseeing the body of laws and regulations guiding the interactions among nations as well as between firms and various local governmental agencies
Concerned with a society's attitudes and cultural values
Includes the institutions and activities involved with creating new knowledge and translating that knowledge into new products, processes, and materials
Includes relevant new global markets, existing markets that are changing, important international political events, and critical cultural and institutional characteristics of global markets
External environmental analysis
6
The objective of this analysis is identification of
Opportunities and
Threats
Opportunity – a condition in the external environment that helps a company achieve strategic competitiveness, if exploited
Threat – a condition in the external environment that may diminish company’s efforts towards achieving strategic competitiveness
The four-step process includes
Scanning
Monitoring
Forecasting
Assessing
1. Scanning
Studying all the segments of the general environment
Early signals of changes an ...
1Chapter Two Literature ReviewStudents NameName of theEttaBenton28
1
Chapter Two: Literature Review
Student's Name
Name of the Institution
Course Number and Name
Professor
Due Date
Privacy Issues in Multi-Tenant Cloud Computing
Chapter Two: Literature Review
Introduction
A multitenant cloud is a cloud computing architecture that allows customers to share computing resources in a public or private cloud. Multitenant involves different cloud computing clients using or transferring a single computing infrastructure. This arrangement exposes the clients who have agreed to various privacy issues relating to their data and information stored in the cloud (Al-Ruithe et al., 2018). Evidence indicates that some of the privacy issues involved in multitenant cloud computing include data leakage, data breach, and exposure of the private data relating to clients involved in the agreement. As the number of people using cloud computing balloon, privacy issues are becoming a significant problem for many consumers who use the same cloud computing architecture in a private or public setting. It is essential to define what multitenant cloud entails before developing a clear concept or problem that can be investigated. According to Park et al. (2018), "A multitenant cloud is a cloud computing architecture that allows customers to share computing resources in a public or private cloud" (Park et al., 2018). Each tenant's data must be isolated in this cloud computing arrangement and cannot be accessed or seen by the partner tenant. However, the recent growth in technology has made data privacy in cloud computing challenges, posing a big problem to cloud computing providers.
The theoretical foundation for the current privacy issues in multitenant cloud computing is drawn from the study done by Park et al. (2018). According to Park et al. (2018), the most significant privacy issue in multitenant cloud computing is the lack of configurability. Configurability poses a colossal privacy issue in this infrastructure because the tenants have to share the same configuration. However, there is little evidence to provide this theory, and this study will play a significant role in contributing to this theoretical framework (Meng et al., 2021). The purpose of the current study is to investigate privacy and confidentiality issues in multi-tenancy cloud computing. Specifically, in this chapter, studies that have been done in the last five years focusing on this topic will be reviewed through a professional literature review.
Chapter Outline
The current chapter will be structured using headings and subheadings to ensure that each aspect is captured during the literature review. The study will be structured in 12 different sections, of which some may have sub-sections. The twelve sections in the current chapter will include introduction, chapter outline, search strategy, introduction to cloud computing, multi-tenancy cloud computing, and cloud computing deployment models. The other sections will consist of cloud computing service models, ...
1CHAPTER 6 CHINAChinaBook ReferenceTerrill, R. J. (EttaBenton28
1
CHAPTER 6: CHINA
China
Book Reference
Terrill, R. J. (2016). World criminal justice systems: A comparative survey. Routledge.
Concepts to Know
· Kuomintang
· Cultural Revolution
· Deng Xiaoping
· National People’s Congress
· Standing Committee
· The “Mass Line”
· Ministry of Public Security
· Residents’ Committees
· Criminal Detention
· Adjudication Committees
· Political-legal Committees
· Supreme People’s Court
· Basic People’s Courts
· Procuratorate
· People’s Assessor
· Confucians
· Legalists
· Compulsory Measures
· Administrative Regulations
· Labor Camps
· Death Penalty
· Bang-jiao
Introduction
CHINA is an ancient country that has one of the oldest civilizations on earth. Its written history is almost 4,000 years old, and throughout much of its existence, its cultural traditions have had a profound impact on the entire East Asian region. China occupies much of the mainland of East Asia and shares land borders with 14 countries (Afghanistan, Bhutan, India, Kazakhstan, Kyrgyzstan, Laos, Mongolia, Myanmar, Nepal, North Korea, Pakistan, Russia, Tajikistan, and Vietnam). With a geographical area of about 3.7 million square miles, China is slightly larger than the United States (see Figure 6.1). Among the countries of the world, only Russia and Canada are larger in area. Unlike the United States, where almost 20 percent of the land is utilized for agriculture, China cultivates around 10 percent of its land on a permanent basis.
Because of rugged and inhospitable geographical conditions, particularly in the western regions, large areas of China are uninhabited. As a result, approximately two-thirds of the population live along the east coast, which represents about one-fifth of the land. China has long held the distinction of having the world’s largest population at more than 1.3 billion. This figure is greater than the combined populations of Europe, Russia, and the United States. More than 91 percent of the people belong to the Han ethnic group. All of the other ethnic minorities represent less than 1 percent of the population, with the exception of the Zhuang minority at 1.3 percent of the total population.
Approximately 31 percent of the labor force is employed in agriculture and forestry, with industrial and service ventures employing 30 and 36 percent, respectively. Iron, steel, and textiles are among the more prominent industries. In 1978, Chinese leaders initiated a program to modernize agriculture, industry, science and technology, and national defense. Their goal was to achieve a fairly advanced industrialized country by the year 2000. This program was prompted, in part, by the fact that the standard of living had been in a considerable state of decline since the 1950s.
Throughout China’s more recent political history under communism, the state essentially owned the industrial enterprises and commercial ventures of the country. Because people were guaranteed life-long employment, concerns about workforce productivity had been negl ...
1Chapter 9TelevisionBroadcast and Beyond2EttaBenton28
1
Chapter 9
Television:
Broadcast and Beyond
2
Sinclair Broadcast Group
Family run group of 173 stations in 81 markets; affiliated with Fox, ABC, CBS, NBC and Univision
Questions about corporate “must run” messages sent to affiliates brought company into the news
3
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
3
Sinclair Broadcast Group
Required broadcast of conservative commentaries
Biggest controversy was script complaining about “fake news” sent out to all stations to be recorded by local anchors
4
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
Invention of Television
Philo T. Farnsworth
1922: diagrams plans for television at age 16
1930: receives patent cathode ray tube
RCA attempted to promote its own Vladimir Zworykin as inventor of TV
1947: Farnsworth’s television patent expires just before TV starts to take off
5
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
5
Beginning of Broadcast Television
1939: NBC starts broadcasting, most sets in bars, restaurants
1942: TV manufacturing suspended for duration of WW II; most stations go off air
Licensing of new TV stations suspended 1948–1952, leaving many cities without television
6
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
6
Lucy & Desi End Live TV
1951: Lucille Ball and Desi Arnaz create I Love Lucy
One of the first sitcoms to be filmed, rather than live
Lucy and Desi hold onto syndication rights to the show, still being broadcast today
7
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
7
Color Television
1950s: early experiments in color television
1965: Big Three networks broadcasting in color
NBC peacock logo designed to tell B&W viewers show was in color
Early color TVs cost equivalent of big screen TVs today
8
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
8
Beginning of Cable Television
Community antenna television (CATV)
Early form of cable television used to distribute broadcast channels in communities with poor television reception
Relatively expensive, was source of a good TV signal, not additional programming
9
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
9
Rebirth of Cable
By mid-1970s, FCC began loosening rules on cable companies
1975: HBO starts providing programming nationwide, sending signal to local cable companies via satellite
Key point: HBO could send programming to 1,000 cable companies as cheaply as to one
10
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
10
Ted Turner – Cable Pioneer
1963: inherits failing billboard company from father
1970: buys Channel 17 in Atlanta
Buys Atlanta Braves and Hawks sports franchises to provide programming for channel
Turns Channel 17 into Superstation WTBS in 1976, takes local station national
11
Hanson, Mass Communication: Living in ...
1CHAPTER 5 RUSSIARussiaBook ReferenceTerrill, R. J.EttaBenton28
1
CHAPTER 5: RUSSIA
Russia
Book Reference
Terrill, R. J. (2016). World criminal justice systems: A comparative survey. Routledge.
Concepts to Know
· Marxism–Leninism
· Mikhail Gorbachev
· Democratization
· Constitution of the Russian Federation
· President of the Russian Federation
· Federal Security Service (FSB)
· Propiska
· Constitutional Court of the Russian Federation
· Judicial Department
· Procuracy
· Defense Counsel
· Justices of the Peace
· Jury
· Material Definition of Crime
· Measures of Restraint
· Plea Bargaining
· Ministry of Internal Affairs (MVD)
· Commission on Juvenile Affairs
Introduction
THE LONGEST-RUNNING social science experiment of the twentieth century officially ended on December 25, 1991, with the resignation of Mikhail Gorbachev as president of the Soviet Union. From the Bolshevik Revolution of 1917 until Gorbachev’s resignation, the rulers of the Soviet Union had attempted to create a communist society that would be the envy of the world. Support for this goal was continual for more than 70 years, but the sense of purpose and direction began to unravel during the late 1980s. The principal cause for this shift in opinion was Gorbachev’s alternative rationale for achieving socialism. Although his ideas were a radical departure from some of the basic tenets of Leninism, Gorbachev generally favored implementing them incrementally. Nevertheless, disaffection with these ideas became quite pronounced among devoted communists, which led to the attempted coup of August 1991. This was followed by Gorbachev’s resignation and the formal dissolution of the country by year’s end.
The Soviet Union had been composed of 15 republics: Armenia, Azerbaijan, Byelorussia, Estonia, Georgia, Kazakhstan, Kirghizistan, Latvia, Lithuania, Moldavia, Russia, Tadzhikistan, Turkmenistan, Ukraine, and Uzbekistan. Russia was not only the largest republic in terms of territory and population, but it also dominated the policies of the Soviet Union—so much so that the words Russian and Soviet were often used interchangeably when referring to the foreign and domestic policies of the Soviet Union. Today, Russia is the largest country in the world, almost twice the size of the United States. It encompasses more than 6.5 million square miles that stretch from Eastern Europe through the northern half of Asia. The population of about 139 million has become more urban over the past 50 years. In fact, it has reached about 80 percent of the population— almost an exact reversal of the urban and rural ratio at the time of the 1917 Revolution (see Figure 5.1).
Russia is a federation consisting of six categories of administrative units. These include 21 republics, nine territories, 46 provinces, two federal cities, one autonomous republic, and four autonomous regions. Among these administrative units, the republics have the greatest claim to self-government. Although Russians comprise more than 80 percent of the country’s population, there are some 126 national ...
1Chapter 6Newspapers and the NewsReflections of aEttaBenton28
1
Chapter 6
Newspapers and the News:
Reflections of a Democratic Society
2
When Is It News That an Entire City
Is Being Poisoned By Its Water Supply?
City of Flint, Mich., had high levels of lead in its water after changing from lake to river water
Local journalists say they were slow to respond because officials said water was ok
But local journalists eventually drove the story to receive national attention
3
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
National journalists saw it as heartland story, followed national stories instead
Communities depend on local journalism for news about important local occurrences
When Is It News That an Entire City
Is Being Poisoned By Its Water Supply?
4
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
Early Newspapers
1618: Curanto, published in Amsterdam, is first English-language newspaper
1622: newspapers being published in Britain, distributed through coffeehouses
Followers of church reformers John Calvin and Martin Luther among earliest publishers
5
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
5
Colonial Publishing
1690: Publick Occurrences, first paper published in American colonies
Colonial newspapers subject to British censorship
6
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
6
Colonial Publishing
1721: New England Courant
Published by James Franklin, Ben’s older brother
First paper published without “By Authority” notice; James sent to prison for doing so, Ben takes over publishing paper
7
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
7
Early American Newspapers
Audience primarily wealthy elite
Published by political parties
Focused on opinion, not news
Expensive and had small circulation
Generally bought by prepaid subscription
8
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
8
Penny Press Revolution
Benjamin Day’s idea: The New York Sun – “It shines for all”
Sold on the street for one or two cents
Supported primarily by advertising
9
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
9
Penny Press Revolution
First papers to shift focus on news
Journalistic objectivity developed as a way to appeal to larger audiences
Rise of working class supported penny press growth
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
10
10
A Modern Democratic Society
Rapidly growing number of papers
Growing number of people working for wages
U.S. transforming from rural to urban society
Expanding interest in national and global events
Newspapers promoted democratic market society
People acquire the news “habit”
11
Hanson, Mass Communication: Living in a Media World, 7e
SAGE Publishing, 2019
11
Newspaper Wars: Hearst vs. Pulitzer
Joseph Pulitzer’s New York World
Creation of the front page
Often staged sensational ...
1CHAPTER 4 SOUTH AFRICA South AfricaConcepts to Know·EttaBenton28
1
CHAPTER 4: SOUTH AFRICA
South Africa
Concepts to Know
· Afrikaner
· Apartheid
· Natives Land Act (1913)
· African National Congress
· National Party
· Group Areas Act (1950)
· Nelson Mandela
· Freedom Charter (1955)
· Truth and Reconciliation Commission
· Ubuntu
· National Assembly
· Public Protector
· Independent Police Investigative Directorate
· S v. Makwanyana (1995)
· Judicial Service Commission
· Law Reform Commission
· Constitutional Court
· Advocates
· Assessors
· Inspecting Judge
· NICRO
· Child Justice Act (2008)
Introduction
SOUTH AFRICA encompasses the southern tip of the African continent. It is the ninth largest country on the continent and the thirty-third largest in the world. Its northern border is shared with Namibia, Botswana, Zimbabwe, Mozambique, and Swaziland. Its coastline borders the Indian Ocean on the east and south and the Atlantic Ocean on the west. In addition, South Africa surrounds the small country of Lesotho, which is approximately the size of the state of Maryland. Lesotho is a constitutional monarchy that gained its independence from the United Kingdom in 1966 (see Figure 4.1).
The population of South Africa is almost 53 million and consists of 79.5 percent black, 9 percent white, 9 percent “colored,” and 2.5 percent Asian or Indian residents. The use of the word “colored” in the South African context refers to people of mixed race and often is associated with people of African and Dutch ancestry. The principal industries of the country are minerals, mining, motor vehicles, and machinery. South Africa is a significant producer of platinum, manganese, gold, and chrome. Its major trading markets include China, Germany, the United Kingdom, and the United States.
South Africa has 11 official languages: Afrikaans, English, isiNdebele, isiXhosa, isiZulu, Sepedi, Sesotho, Setswana, siSwati, Tshivenda, and Xitsonga. With the exception of Afrikaans and English, the other languages are all Bantu languages. Bantu languages are spoken by more than 100 million Africans in east, central, and southern Africa. Afrikaans is a seventeenth-century variation of Dutch that has been considered a distinct language since the nineteenth century. Approximately 7 percent of the South African population are Afrikaners, that is, people who trace their roots to the early Dutch, French, and German settlers. Most of the English spoken is by nonwhites, along with approximately 2 million English-speaking whites who trace their ancestors to British immigrants and to the 1 million people of Asian/Indian origins.
Throughout the second half of the twentieth century South Africa was associated most with its policy of apartheid, a white supremacist ideology that emphasized white domination and racial discrimination. More will be said about apartheid shortly. First, an outline is offered of the arrival of white Europeans to this part of Africa and the pre-apartheid policies of racial segregation that had been introduced and in practice for a num ...
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
B. Ed Syllabus for babasaheb ambedkar education university.pdf
12Organizational ChangeFourth Edition
1. 1
2
Organizational Change
Fourth Edition
3
This book is dedicated to Tupper Cawsey,
our dear and wonderful friend, colleague, and
extraordinary educator.
He passed away, but his positive impact continues to
reverberate in those he touched.
Thank you, Tupper.
Gene and Cynthia
4
2. 5
Organizational Change
An Action-Oriented Toolkit
Fourth Edition
Gene Deszca
Wilfrid Laurier University
Cynthia Ingols
Simmons University
Tupper F. Cawsey
Wilfrid Laurier University
Los Angeles
London
New Delhi
Singapore
Washington DC
6
Melbourne
7
4. All rights reserved. Except as permitted by U.S. copyright law,
no
part of this work may be reproduced or distributed in any form
or
by any means, or stored in a database or retrieval system,
without
permission in writing from the publisher.
8
All third party trademarks referenced or depicted herein are
included solely for the purpose of illustration and are the
property
of their respective owners. Reference to these trademarks in no
way indicates any relationship with, or endorsement by, the
trademark owner.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Names: Deszca, Gene, author. | Ingols, Cynthia, author. |
Cawsey, T. F., author/
Title: Organizational change : an action-oriented toolkit / Gene
Deszca, Wilfrid
Laurier University, Canada, Cynthia Ingols - Simmons College,
USA, Tupper F.
Cawsey - Wilfrid Laurier University, Canada.
Other titles: Organisational change
Description: Fourth Edition. | Thousand Oaks : SAGE
5. Publications, [2019] |
Revised edition of Organizational change, [2016] | Includes
bibliographical
references and index.
Identifiers: LCCN 2019013498 | ISBN 9781544351407
(paperback)
Subjects: LCSH: Organizational change.
Classification: LCC HD58.8 .C39 2019 | DDC 658.4/06—dc23
LC record available at https://lccn.loc.gov/2019013498
Acquisitions Editor: Maggie Stanley
Editorial Assistant: Janeane Calderon
Production Editor: Gagan Mahindra
Copy Editor: Lynne Curry
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Rae-Ann Goodwin
Indexer: Mary Mortensen
Cover Designer: Candice Harman
Marketing Manager: Sarah Panella
https://lccn.loc.gov/2019013498
9
6. 10
Brief Contents
1. Preface
2. Acknowledgments
3. Chapter 1 • Changing Organizations in Our Complex World
4. Chapter 2 • How to Lead Organizational Change:
Frameworks
5. Chapter 3 • What to Change in an Organization: Frameworks
6. Chapter 4 • Building and Energizing the Need for Change
7. Chapter 5 • Navigating Change through Formal Structures
and Systems
8. Chapter 6 • Navigating Organizational Politics and Culture
9. Chapter 7 • Managing Recipients of Change and Influencing
Internal Stakeholders
10. Chapter 8 • Becoming a Master Change Agent
11. Chapter 9 • Action Planning and Implementation
12. Chapter 10 • Get and Use Data Throughout the Change
Process
13. Chapter 11 • The Future of Organizations and the Future of
Change
14. Notes
15. Index
16. About the Authors
11
7. 12
Detailed Contents
Preface
Acknowledgments
Chapter 1 • Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
Environmental Forces Driving Change Today
The Implications of Worldwide Trends for Change
Management
Four Types of Organizational Change
Planned Changes Don’t Always Produce the
Intended Results
Organizational Change Roles
Change Initiators
Change Implementers
Change Facilitators
Common Challenges for Managerial Roles
Change Recipients
The Requirements for Becoming a Successful Change
Leader
Summary
Key Terms
End-of-Chapter Exercises
Chapter 2 • How to Lead Organizational Change:
Frameworks
8. Differentiating How to Change from What to Change
The Processes of Organizational Change
(1) Stage Theory of Change: Lewin
Unfreeze
Change
Refreeze: or more appropriately Re-gell
(2) Stage Model of Organizational Change: Kotter
Kotter’s Eight-Stage Process
(3) Giving Voice to Values: Gentile
GVV and Organizational Change
(4) Emotional Transitions Through Change: Duck
Duck’s Five-Stage Change Curve
(5) Managing the Change Process: Beckhard and Harris
13
(6) The Change Path Model: Deszca and Ingols
Application of the Change Path Model
Awakening: Why Change?
Mobilization: Activating the Gap Analysis
Acceleration: Getting from Here to There
Institutionalization: Using Data to Help Make the
Change Stick
Summary
Key Terms
End-of-Chapter Exercises
9. ➡Case Study: “Not an Option to Even Consider:”
Contending With the Pressures to Compromise by
Heather Bodman and Cynthia Ingols
Chapter 3 • What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis
(1) Nadler and Tushman’s Congruence Model
History and Environment
Strategy
The Transformation Process
Work
The Formal Organization
The Informal Organization
People
Outputs
An Example Using Nadler and Tushman’s
Congruence Model
Evaluating Nadler and Tushman’s Congruence
Model
(2) Sterman’s Systems Dynamics Model
(3) Quinn’s Competing Values Model
(4) Greiner’s Model of Organizational Growth
(5) Stacey’s Complexity Theory
Summary
Key Terms
End-of-Chapter Exercises
➡Case Study: Sarah’s Snacks by Paul Myers
Chapter 4 • Building and Energizing the Need for Change
Understanding the Need for Change
Seek Out and Make Sense of External Data
10. 14
Seek Out and Make Sense of the Perspectives of
Stakeholders
Seek Out and Make Sense of Internal Data
Seek Out and Assess Your Personal Concerns and
Perspectives
Assessing the Readiness for Change
Heightening Awareness of the Need for Change
Factors That Block People from Recognizing the
Need for Change
Developing a Powerful Vision for Change
The Difference Between an Organizational Vision and a
Change Vision
Examples of Visions for Change
IBM—Diversity 3.0
Tata’s Nano: From Vision to Failed Project
Change Vision for the “Survive to 5” Program
Change Vision for “Reading Rainbow”
Change Vision for a Large South African Winemaker
Change Vision for the Procurement System in a
Midsize Manufacturing Firm
Summary
Key Terms
A Checklist for Change: Creating the Readiness for
Change
End-of-Chapter Exercises
➡Case Study: Leading Change: The Pharmacy
Team by Jess Coppla
11. Chapter 5 • Navigating Change through Formal Structures
and Systems
Making Sense of Formal Structures and Systems
Impact of Uncertainty and Complexity on Formal
Structures and Systems
Formal Structures and Systems From an Information
Perspective
Aligning Systems and Structures With the
Environment
Structural Changes to Handle Increased Uncertainty
Making Formal Structural Choices
Using Structures and Systems to Influence the Approval
and Implementation of Change
15
Using Formal Structures and Systems to Advance
Change
Using Systems and Structures to Obtain Formal
Approval of a Change Project
Using Systems to Enhance the Prospects for
Approval
Ways to Approach the Approval Process
Aligning Strategically, Starting Small, and “Morphing”
Tactics
The Interaction of Structures and Systems with Change
During Implementation
Using Structures and Systems to Facilitate the
Acceptance of Change
12. Summary
Key Terms
Checklist: Change Initiative Approval
End-of-Chapter Exercises
➡Case Study: Beck Consulting Corporation by
Cynthia Ingols and Lisa Brem
Chapter 6 • Navigating Organizational Politics and Culture
Power Dynamics in Organizations
Individual Power
Departmental Power
Organizational Culture and Change
How to Analyze a Culture
Tips for Change Agents to Assess a Culture
Tools to Assess the Need for Change
Identifying the Organizational Dynamics at Play
Summary
Key Terms
Checklist: Stakeholder Analysis
End-of-Chapter Exercises
➡Case Study: Patrick’s Problem by Stacy Blake-
Beard
Chapter 7 • Managing Recipients of Change and Influencing
Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives
Not Everyone Sees Change as Negative
Responding to Various Feelings in Stakeholders
13. 16
Positive Feelings in Stakeholders: Channeling Their
Energy
Ambivalent Feelings in Stakeholders: They Can Be
Useful
Negative Reactions to Change by Stakeholders:
These Too Can Be Useful
Make the Change of the Psychological Contract Explicit
and Transparent
Predictable Stages in the Reaction to Change
Stakeholders’ Personalities Influence Their
Reactions to Change
Prior Experience Impacts a Person’s and
Organization’s Perspective on Change
Coworkers Influence Stakeholders’ Views
Feelings About Change Leaders Make a Difference
Integrity is One Antidote to Skepticism and Cynicism
Avoiding Coercion but Pushing Hard: The Sweet Spot?
Creating Consistent Signals from Systems and
Processes
Steps to Minimize the Negative Effects of Change
Engagement
Timeliness
Two-Way Communication
Make Continuous Improvement the Norm
Encourage People to Be Change Agents and Avoid the
Recipient Trap
14. Summary
Key Terms
Checklist: How to Manage and Minimize Cynicism About
Change
End-of-Chapter Exercises
➡Case Study: Travelink
Solution
s by Noah Deszca
and Gene Deszca
Chapter 8 • Becoming a Master Change Agent
Factors That Influence Change Agent Success
The Interplay of Personal Attributes, Situation,
and Vision
Change Leaders and Their Essential
Characteristics
Developing into a Change Leader
17
15. Intention, Education, Self-Discipline, and
Experience
What Does Reflection Mean?
Developmental Stages of Change Leaders
Four Types of Change Leaders
Internal Consultants: Specialists in Change
External Consultants: Specialized, Paid Change
Agents
Provide Subject-Matter Expertise
Bring Fresh Perspectives from Ideas That Have
Worked Elsewhere
Provide Independent, Trustworthy Support
Limitations of External Consultants
Change Teams
Change from the Middle: Everyone Needs to Be a
Change Agent
Rules of Thumb for Change Agents
Summary
Key Terms
Checklist: Structuring Work in a Change Team
End-of-Chapter Exercises
16. ➡Case Study: Master Change Agent:
Katherine Gottlieb, Southcentral Foundation by
Erin E. Sullivan
Chapter 9 • Action Planning and Implementation
Without a “Do It” Orientation, Things Won’t Happen
Prelude to Action: Selecting the Correct Path
Plan the Work
Engage Others in Action Planning
Ensure Alignment in Your Action Planning
Action Planning Tools
1. To-Do Lists
2. Responsibility Charting
3. Contingency Planning
4. Flow Charting
5. Design Thinking
6. Surveys and Survey Feedback
7. Project Planning and Critical Path Methods
8. Tools to Assess Forces That Affect Outcomes
and Stakeholders
17. 18
9. Leverage Analysis
10. Employee Training and Development
11. Diverse Change Approaches
Working the Plan Ethically and Adaptively
Developing a Communication Plan
Timing and Focus of Communications
Key Principles in Communicating for Change
Influence Strategies
Transition Management
Summary
Key Terms
End-of-Chapter Exercises
➡Case Study: Turning Around Cote
Construction Company by Cynthia Ingols, Gene
Deszca, and Tupper F. Cawsey
Chapter 10 • Get and Use Data Throughout the Change
Process
18. Selecting and Deploying Measures
1. Focus on Key Factors
2. Use Measures That Lead to Challenging but
Achievable Goals
3. Use Measures and Controls That Are
Perceived as Fair and Appropriate
4. Avoid Sending Mixed Signals
5. Ensure Accurate Data
6. Match the Precision of the Measure With the
Ability to Measure
Measurement Systems and Change Management
Data Used as Guides During Design and Early
Stages of the Change Project
Data Used as Guides in the Middle of the
Change Project
Data Used as Guides Toward the End of the
Change Project
Other Measurement Tools
Strategy Maps
The Balanced Scorecard
Risk Exposure Calculator
The DICE Model
19. Summary
19
Key Terms
Checklist: Creating a Balanced Scorecard
End-of-Chapter Exercises
➡Case Study: Omada Health: Making the
Case for Digital Health by Erin E. Sullivan and
Jessica L. Alpert
Chapter 11 • The Future of Organizations and the Future
of Change
Putting the Change Path Model into Practice
Future Organizations and Their Impact
Becoming an Organizational Change Agent:
Specialists and Generalists
Paradoxes in Organizational Change
Orienting Yourself to Organizational Change
Summary
End-of-Chapter Exercises
20. Notes
Index
About the Authors
20
21
Preface to the Fourth Edition
Difficult to see. Always in motion
is the future.1
1 Spoken by Yoda in the movie The Empire Strikes Back
The world has continued to churn in very challenging ways
since
the publishing of the third edition of this text. Uneven and
shifting
global patterns of growth, stubbornly high unemployment levels
in
21. many parts of the world, increasing income inequality, and
serious
trade disputes that threaten to transform trade patterns are
severely stressing our highly interconnected global economy.
The
massive credit crisis of a decade ago was followed by
unprecedented worldwide government stimulus spending and
low
interest rates to promote growth, which, in turn, have resulted
in
escalating public debt, exacerbated in some nations through tax
cuts. These combine to threaten the capacity of national
governments to respond to future economic difficulties.
In addition, wars, insurrections and civil insurrections in parts
of
Africa, the Ukraine, the Middle East, and Asia have sent masses
of people searching for safety in new places. Simultaneously,
deteriorating international relationships involving major
powers,
fears of global pandemics (Ebola and MERS), and the staying
power of radical Islamist groups such as al-Qaeda and ISIS
affiliates, Boko Haram and Jemaah Islamiyah have shaken all
organizations in affected regions—big or small, public or
private.
22. Escalating concerns related to global warming, species
extinctions, and rising sea levels are stressing those who
recognize the problems in governments and organizations of all
shapes and sizes, as they attempt to figure out how to
constructively address these emerging realities. Add to these
elements the accelerating pace of technological change and it’s
easy to see why we, at times, feel overwhelmed by the
turbulence, uncertainty, and negative prognosis that seem to
define the present.
22
But, all is not doom and gloom. Progress on human rights and
gender equity, reductions in extreme poverty and hunger,
declining rates of murder and violent crime, improving rates of
literacy and life expectancy, and increasing access to
information
and knowledge through affordable digital resources provide
evidence that progress is being made on some fronts. The
growing public willingness to tackle very difficult
environmental
and social issues now, not later, are combining with innovative
technologies, creative for-profit and not-for-profit
23. organizations,
and forward-thinking politicians and leaders from all walks of
life.
Supportive public policies are combining with public and
private
initiatives to demonstrate that we can make serious progress on
these issues, if we collectively choose to act in constructive and
thoughtful manners locally, regionally, and globally. These
factors
have also made us, your authors, much more aware of the
extreme influence of the external environment on the internal
workings of all organizations.
As we point out in our book, the smallest of firms needs to
adapt
when new competitive realities and opportunities surface. Even
the largest and most successful of firms have to learn how to
adapt when disruptive technologies or rapid social, economic,
political and environmental changes alter their realities. If they
fail
to do so, they will falter and potentially fail.
Our models have always included and often started with events
external to organizations. We have always argued that change
leaders need to scan their environments and be aware of trends
24. and crises in those environments. The events of the past two
years have reinforced even more our sense of this. Managers
must be sensitive to what happens around them, know how to
make sense of this, and then have the skills and abilities that
will
allow them to both react effectively to the internal and external
challenges and remain constant in their visions and dreams of
how to make their organizations and the world a better place to
live.
A corollary of this is that organizations need a response
capability
that is unprecedented because we’re playing on a global stage of
increasing complexity and uncertainty. If you are a bank, you
need
23
a capital ratio that would have been unprecedented a few years
ago, and you need to be working hard to understand the
potential
implications of blockchain technologies, regulatory changes,
and
25. changing consumer preferences on the future of banking. If you
are a major organization, you need to design flexibility and
adaptability into your structures, policies, and plans. If you are
a
public-sector organization, you need to be sensitive to how
capricious granting agencies or funders will be when revenues
dry
up. In today’s world, organizational resilience, adaptabil ity, and
agility gain new prominence.
Further, we are challenged with a continuing reality that change
is
endemic. All managers need to be change managers. All good
managers are change leaders. The management job involves
creating, anticipating, encouragi ng, engaging others, and
responding positively to change. This has been a theme of this
book that continues. Change management is for everyone.
Change management emerges from the bottom and middle of the
organization as much as from the top. It will be those key
leaders
who are embedded in the organization who will enable the
needed
adaptation of the organization to its environment. Managers of
all
stripes need to be key change leaders.
26. In addition to the above, we have used feedback on the third
edition to strengthen the pragmatic orientation that we had
developed. The major themes of action orientation, analysis tied
with doing, the management of a nonlinear world, and the
bridging
of the “knowing–doing” gap continue to be central themes. At
the
same time, we have tried to shift to a more user friendly, action
perspective. To make the material more accessible to a diversity
of readers, some theoretical material has been altered, some of
our models have been clarified and simplified, and some of our
language and formatting has been modified.
As we stated in the preface to the first edition, our motivation
for
this book was to fill a gap we saw in the marketplace. Our
challenge was to develop a book that not only gave prescriptive
advice, “how-to-do-it lists,” but one that also provided up-to-
date
theory without getting sidetracked by academic theoretical
complexities. We hope that we have captured the management
27. 24
experience with change so that our manuscript assists all those
who must deal with change, not just senior executives or
organization development specialists. Although there is much in
this book for the senior executive and organizational
development
specialist, our intent was to create a book that would be
valuable
to a broad cross section of the workforce.
Our personal beliefs form the basis for the book. Even as
academics, we have a bias for action. We believe that “doing is
healthy.” Taking action creates influence and demands
responses
from others. While we believe in the need for excellent
analysis,
we know that action itself provides opportunities for feedback
and
learning that can improve the action. Finally, we have a strong
belief in the worth of people. In particular, we believe that one
of
the greatest sources of improvement is the untapped potential to
be found in the people of all organizations.
28. We recognize that this book is not an easy read. It is not meant
to
be. It is meant as a serious text for those involved in change—
that
is, all managers! We hope you find it a book that you will want
to
keep and pull from your shelf in the years ahead, when you need
to lead change and you want help thinking it through.
Your authors,
Gene, Cynthia, and Tupper
Note on Instructor Teaching Site
A password-protected instructor’s manual is available at
study.sagepub.com/cawsey to help instructors plan and teach
their courses. These resources have been designed to help
instructors make the classes as practical and interesting as
possible for students.
PowerPoint Slides capture key concepts and terms for each
chapter for use in lectures and review.
A Test Bank includes multiple-choice, short-answer, and essay
29. exam questions for each chapter.
http://study.sagepub.com/cawsey
25
Video Resources for each chapter help launch class discussion.
Sample Syllabi, Assignments, and Chapter Exercises as optional
supplements to course curriculum.
Case Studies and teaching notes for each chapter facilitate
application of concepts in real world situations.
26
27
Acknowledgments
30. We would like to acknowledge the many people who have
helped
to make this edition of the book possible. Our colleagues and
students and their reactions to the ideas and materials continue
to
be a source of inspiration.
Cynthia would like to thank her colleagues at the School of
Business, Simmons University, Boston, Massachusetts. In
particular, she would like to thank Dr. Stacy Blake-Beard,
Deloitte
Ellen Gabriel Chair of Women and Leadership, and Dr. Paul
Myers, senior lecturer, who each contributed a case to this
fourth
edition of the book. In addition, Paul graciously read and gave
feedback on other cases and parts of the text, suggesting ways
to
bring clarity to sometimes muddled meanings. Alissa Scheibert,
a
Simmons library science student, conducted in-depth research
for
a number of chapters. Dr. Erin Sullivan, research director, and
Jessica L. Alpert, researcher, Center for Primary Care, Harvard
Medical School, contributed two cases to this edition of the
book
31. and I am very grateful for their contributions. Jess Coppla, a
former Healthcare MBA student leader and author of one of the
cases, will someday be CEO of a healthcare
organization. . . . I’m
just waiting to see which one. Colleagues Gary Gaumer, Cathy
Robbins, Bob Coulum, Todd Hermann, Mindy Nitkin, and Mary
Shapiro were wonderful cheerleaders throughout the many hours
of my sitting, writing, and revising in my office: thank you all!
Managers, executives, and front-line employees that we have
known have provided insights, case examples, and applications
while keeping us focused on what is useful and relevant. Ellen
Zane, former CEO of Tufts Medical Center, Boston, is an
inspiring
change leader; her turnaround story at the Tufts Medical Center
appeared in the second edition of this book and was published
again in the third edition; it continues to be on the Sage website
for use by faculty. Cynthia has also been fortunate to work with
and learn from Gretchen Fox, founder and former CEO, FOX
RPM: the story of how she changed her small firm appeared in
the
second edition of the book and the case continues to be
available
32. 28
through Harvard Business Publishing
(http://hbr.org/product/fox-
relocation-management-corp/an/NA0096-PDF-ENG). Noah
Deszca, a high school teacher, was the prime author of the
Travelink