Sanofi North America Pharmaceuticals implemented an initiative to change their organizational culture and improve employee engagement. They selected 25 internal "change agents" who received training to lead cultural change efforts from within. The change agents began by listening to employees and identifying issues. A survey found that employees felt drained, fearful of job loss, and frustrated with processes and decision making. The change agents then coached employees to participate in driving solutions to these issues. After one year, employee engagement improved dramatically from 61.6% to 90.4%, showing the success of the grassroots internal approach to cultural change.
JDA Software Group Inc. partnered with Right Management to conduct a culture audit after acquiring i2 Technologies Inc. in order to accelerate integration of the two companies' units in India. The culture audit revealed anxiety among employees of both companies about the acquisition and identified issues such as managers perceiving themselves as impacted parties rather than change agents. Right Management and JDA then developed a change management model focused on leadership alignment, identifying change champions, and having champions work on business projects to address audit findings and drive cultural integration. The engagement helped reduce employee resistance to change, improved manager accountability and ownership, and set the company up to continue rolling out initiatives to fully realize the benefits of the acquisition.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
AVON PRODUCTS, INC.
MARC EFFRON
A leadership development and talent turnaround system designed for executives that leverage 360-degree feedback, a leadership skill/competency model, and individual development planning.
• Introduction
• A Success-Driven Challenge
• The Turnaround
• The Talent Challenge
• Execute on the “What,” Differentiate with “How”
• From Opaque to Transparent
• The Avon 360
• Broad-Based Transparency
• From Complex to Simple
• Performance Management
• Engagement Survey
• From Egalitarian to Differentiated
• Communication to Leadership Teams
• A Few Big Bets
• Tools and Processes
• From Episodic to Disciplined
• From Emotional to Factual
• From Meaningless to Consequential
• The Results of a Talent Turnaround
• Measuring the Talent Turnaround’s Success
INTRODUCTION
In early 2006, Avon Products, Inc., a global consumer products company focused on the economic empowerment of women around the world, began the most radical restructuring process in its 120-year history. Driving this effort was the belief that Avon could sustain its historically strong financial performance while building the foundation for a larger, more globally integrated organization. The proposed changes would affect every aspect of the organization and would demand an approach to finding, building, and engaging talent that differed from anything tried before.
A SUCCESS-DRIVEN CHALLENGE
Avon Products is a 122-year-old company originally founded by David H. McConnell—a door-to-door book seller who distributed free samples of perfume as an incentive to his customers. He soon discovered that customers were more interested in samples of his rose oil perfumes than in his books and so, in 1886, he founded the California Perfume Company. Renamed Avon Products in 1939, the organization steadily grew to become a leader in the direct selling of cosmetics, fragrances, and skin care products.
By 2005, Avon was an $8 billion company that had achieved a 10 percent cumulative annual growth rate (CAGR) in revenue and a 25 percent CAGR in operating profit from 2000 through 2004. A global company, Avon operated in more than forty countries and received more than 70 percent of its earnings from outside the United States. By all typical financial metrics, Avon was a very successful company.
However, as the company entered 2006 it found itself challenged by flattening revenues and declining operating profits. While the situation had many contributing causes, one underlying issue was that Avon had grown faster than portions of its infrastructure and talent could support. As with many growing organizations, the structures, people, and processes that were right for a $5 billion company weren’t necessarily a good fit for a $10 billion company.
THE TURNAROUND
Faced with these challenges, CEO Andrea Jung and her executive team launched a fundamental restructuring of the organization in January 2006. Some of the larger changes announced included:
• Moving from a Regional to a Ma ...
KeySpan Corporation underwent a major transformation of its HR department to better support the needs of its growing and increasingly complex business. HR leadership developed a new service delivery model with the help of consultants from Watson Wyatt. This included establishing an Employee Services center to consolidate HR transactions and improve efficiency. The transformation included developing a business case, roadmap, and implementation plan over six months. This resulted in a more responsive and collaborative HR organization able to better partner with the business and reduce costs.
10 Must Read Change Management pages 164 - 185.pdfKmSs1
This document discusses the importance of focusing on "hard" factors when managing organizational change initiatives. It outlines research showing that two-thirds of transformation programs fail due to neglecting these hard factors. The document introduces the "DICE" framework for assessing four key hard factors that are critical for change success: Duration (time between project reviews), Integrity (capability of project teams), Commitment (from senior executives and impacted employees), and Effort (additional work required of employees). It argues that addressing these objective, measurable factors is necessary but not sufficient, and must be combined with attention to softer cultural and motivational elements. The DICE framework can predict change outcomes and guide project execution and course corrections.
Organisational transformation starts and ends with the people tasked with implementation. No change program works but that the people who are to implement it and live it WANT it!
Long-term organizational transformations require addressing change at the individual employee level. Successful change starts with leadership committing to the change from day one and modeling the desired behaviors. Real change happens when responsibility is pushed down through the organization to line managers and individual contributors. Leaders must confront reality, demonstrate faith in the organization's future, and craft a compelling vision to guide behavior during the transformation.
Sanofi North America Pharmaceuticals implemented an initiative to change their organizational culture and improve employee engagement. They selected 25 internal "change agents" who received training to lead cultural change efforts from within. The change agents began by listening to employees and identifying issues. A survey found that employees felt drained, fearful of job loss, and frustrated with processes and decision making. The change agents then coached employees to participate in driving solutions to these issues. After one year, employee engagement improved dramatically from 61.6% to 90.4%, showing the success of the grassroots internal approach to cultural change.
JDA Software Group Inc. partnered with Right Management to conduct a culture audit after acquiring i2 Technologies Inc. in order to accelerate integration of the two companies' units in India. The culture audit revealed anxiety among employees of both companies about the acquisition and identified issues such as managers perceiving themselves as impacted parties rather than change agents. Right Management and JDA then developed a change management model focused on leadership alignment, identifying change champions, and having champions work on business projects to address audit findings and drive cultural integration. The engagement helped reduce employee resistance to change, improved manager accountability and ownership, and set the company up to continue rolling out initiatives to fully realize the benefits of the acquisition.
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
AVON PRODUCTS, INC.
MARC EFFRON
A leadership development and talent turnaround system designed for executives that leverage 360-degree feedback, a leadership skill/competency model, and individual development planning.
• Introduction
• A Success-Driven Challenge
• The Turnaround
• The Talent Challenge
• Execute on the “What,” Differentiate with “How”
• From Opaque to Transparent
• The Avon 360
• Broad-Based Transparency
• From Complex to Simple
• Performance Management
• Engagement Survey
• From Egalitarian to Differentiated
• Communication to Leadership Teams
• A Few Big Bets
• Tools and Processes
• From Episodic to Disciplined
• From Emotional to Factual
• From Meaningless to Consequential
• The Results of a Talent Turnaround
• Measuring the Talent Turnaround’s Success
INTRODUCTION
In early 2006, Avon Products, Inc., a global consumer products company focused on the economic empowerment of women around the world, began the most radical restructuring process in its 120-year history. Driving this effort was the belief that Avon could sustain its historically strong financial performance while building the foundation for a larger, more globally integrated organization. The proposed changes would affect every aspect of the organization and would demand an approach to finding, building, and engaging talent that differed from anything tried before.
A SUCCESS-DRIVEN CHALLENGE
Avon Products is a 122-year-old company originally founded by David H. McConnell—a door-to-door book seller who distributed free samples of perfume as an incentive to his customers. He soon discovered that customers were more interested in samples of his rose oil perfumes than in his books and so, in 1886, he founded the California Perfume Company. Renamed Avon Products in 1939, the organization steadily grew to become a leader in the direct selling of cosmetics, fragrances, and skin care products.
By 2005, Avon was an $8 billion company that had achieved a 10 percent cumulative annual growth rate (CAGR) in revenue and a 25 percent CAGR in operating profit from 2000 through 2004. A global company, Avon operated in more than forty countries and received more than 70 percent of its earnings from outside the United States. By all typical financial metrics, Avon was a very successful company.
However, as the company entered 2006 it found itself challenged by flattening revenues and declining operating profits. While the situation had many contributing causes, one underlying issue was that Avon had grown faster than portions of its infrastructure and talent could support. As with many growing organizations, the structures, people, and processes that were right for a $5 billion company weren’t necessarily a good fit for a $10 billion company.
THE TURNAROUND
Faced with these challenges, CEO Andrea Jung and her executive team launched a fundamental restructuring of the organization in January 2006. Some of the larger changes announced included:
• Moving from a Regional to a Ma ...
KeySpan Corporation underwent a major transformation of its HR department to better support the needs of its growing and increasingly complex business. HR leadership developed a new service delivery model with the help of consultants from Watson Wyatt. This included establishing an Employee Services center to consolidate HR transactions and improve efficiency. The transformation included developing a business case, roadmap, and implementation plan over six months. This resulted in a more responsive and collaborative HR organization able to better partner with the business and reduce costs.
10 Must Read Change Management pages 164 - 185.pdfKmSs1
This document discusses the importance of focusing on "hard" factors when managing organizational change initiatives. It outlines research showing that two-thirds of transformation programs fail due to neglecting these hard factors. The document introduces the "DICE" framework for assessing four key hard factors that are critical for change success: Duration (time between project reviews), Integrity (capability of project teams), Commitment (from senior executives and impacted employees), and Effort (additional work required of employees). It argues that addressing these objective, measurable factors is necessary but not sufficient, and must be combined with attention to softer cultural and motivational elements. The DICE framework can predict change outcomes and guide project execution and course corrections.
Organisational transformation starts and ends with the people tasked with implementation. No change program works but that the people who are to implement it and live it WANT it!
Long-term organizational transformations require addressing change at the individual employee level. Successful change starts with leadership committing to the change from day one and modeling the desired behaviors. Real change happens when responsibility is pushed down through the organization to line managers and individual contributors. Leaders must confront reality, demonstrate faith in the organization's future, and craft a compelling vision to guide behavior during the transformation.
HBRs 10 Must Reads on Change Management The Hard Side of Change .docxshericehewat
HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
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.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
1. The document discusses common problems faced by lean managers, including lack of engagement from top leadership, difficulty sustaining process focus, and lack of systems for developing internal talent.
2. It recommends re-examining the values and goals behind lean initiatives to focus more on cultural changes, emphasizing engaging top leadership by assessing management systems rather than technical tools, and sustaining initiatives through developing proud workforces.
3. Engaging top leaders can be achieved through structured "executive gemba walks" focused on diagnostic questions about lean management standards to give leaders specific tasks and make the walks personally meaningful.
The document provides information about Agile Change Management Strategists, a consulting firm that helps organizations identify, communicate, and implement actions required for change management. They use a facilitative coaching style to help clients prepare for and manage change. Their services include strategic planning, change management, marketing planning, and team workshops. They have experience helping both for-profit and non-profit clients with challenges such as strategic planning, change initiatives, and process improvement.
This document describes a change management model from a company called Change Et Al. It presents a 4A (Align, Apply, Accelerate, Assimilate) change management model. It states that 70% of change initiatives fail and that Change Et Al helps organizations create change management strategies and transform using their model. The model covers the full change cycle from aligning stakeholders and creating vision, to designing and implementing changes, engaging employees to accelerate change, and adapting and sustaining changes long-term. The company offers public and customized private workshops to teach their model and equip change leaders.
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY Comment by Anne Richards: Report format required with table of contents, executive summary (succinct overview of whole report, about one page.
Change management planning process within an organization development model
Executive summary
Introduction
Organizations in the present day are in a constant state of change. This is necessary as they respond to the call of the fast-changing business environment in which they operate. External, internal, global, and technological environments are fast-changing hence the need to change a management strategy (Butler, 2015). √ This has a meaning that workplace systems together with strategies must continually change to adapt to these trends. A case study is presented in this paper where the management is to plan and communicate changes in senior management and additional stuff. The key emphasis is given to the way, the management is going to plan, communicate and ensure the organizations adopts these changes without affecting the morale of workers. It will be argued that a comprehensive communication strategy is Comment by Anne Richards: There has to be a significant change to ethos of business eg expansion overseas or takeover/merger
essential …
Change management planning process within an organization development model
A good management change plan can bring a smooth transition and incorporation of changes in an organization. This plan will ensure employees are well guided in the whole process of change. Comment by Anne Richards: Write this as an argument statement and put in Executive Summary
Introduction
Studies have shown that There is a 70 % failure rate in the incorporation of changes in an organization. The biggest obstacle has been negative attitudes from employees (Pollack, 2015). How do we then curb this ugly side of the organizational changes? The following are smooth steps that will help plan for the changes in employee structure. Comment by Anne Richards: First sentence but provide soutce
Defining the change clearly and aligning it with the business goals; employees should be notified about the changes and be educated on how it is in line with business goals and objectives. Clear communication and explanation of the change and how it relates to the business mission, vision, objectives, and strategy will give employees an insight into the importance of these changes. Employees should be notified about the changes, provided regular updates and be educated on how it is in line with business goals and objectives. Determination of the impacts of the affected group will be key in carrying out the changes. It is a heart taking moment for senior employees to be demoted in this case or for their roles to be merged and one or two employees retrenched. Comment by Anne Richards: Rewrite as one complete strong sentence Comment by Anne Rich ...
This document discusses GE's transformational change of offshoring production and human resource support roles to reduce costs. Offshoring relocated parts of the business to other countries. This change was initiated to remain competitive amid rising US production and HR compliance costs. It has been well received due to increased revenue and compensation for laid-off workers. The change is considered transformational because it required sacrificing the current labor force and business model. Management's role is communicating the vision and maintaining competitive strategies. Kotter's 8-step model would be best to implement the top-down change.
EBS-Leading Change to Today`s Organisation NowCavendish
This document provides guidance on leading organizational change. It discusses why change initiatives often fail and outlines a six-step process for effective change management. The six steps are: 1) establish a clear direction and case for change with employee involvement; 2) create clear leadership and ownership; 3) communicate the case for change early and often; 4) create and maintain a change plan; 5) empower broad action and measure progress; and 6) anchor new approaches. Effective leadership is critical to success, requiring engagement with employees at each step to discuss changes and gather feedback.
William DeMarco is an experienced management consultant and organizational effectiveness leader skilled in business transformation programs, strategy development, organizational change management, and team effectiveness. He has led major projects for companies in pharmaceuticals, utilities, and consulting developing strategies and change management programs. DeMarco specializes in organizational change management, program management, leadership alignment, and communications.
Meta is a consulting firm that partners with clients to transform leadership, renew culture, and develop human potential through strategic initiatives. They help organizations design and facilitate interventions to address immediate and future challenges. Meta's services include strategic planning, leadership development, dispute resolution, and training programs. They work closely with clients to understand their unique needs and design customized solutions.
The document summarizes an article that analyzes why most change programs do not produce actual organizational change. It outlines some common mistakes made in change efforts, such as focusing on formal structures and systems or assuming that individual attitude changes will lead to organizational change. Successful change instead starts with "task alignment" at the periphery of an organization by creating ad hoc teams to solve specific problems. This approach develops commitment, coordination, and competence through a six-step process and allows change to spread organically through the organization.
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
UnitedLex conducted its first employee engagement survey with Great Place to Work to identify areas for improvement. The survey found strengths in customer focus but also opportunities to improve communication, compensation fairness, and management credibility. UnitedLex took actions like empowering employee fun committees, increasing manager accountability, benchmarking compensation, and improving performance management transparency. These efforts led to a 19% increase in engagement scores and reduced attrition. UnitedLex continues owning actions at the business unit level and empowering employees to sustain improvements.
Change Converstion Seminar presented by Being HumanProsci ANZ
When change becomes BAU - strategies for success
- Why change is the new BAU
- The upside and downside of being in this environment
- Strategies for success
What appropriate sources of information did you use in finding your .docxwendolynhalbert
What appropriate sources of information did you use in finding your student-contributed resource?
At this early stage in the process of investigating a topic, what advantages do you see in conducting research to discover various factors associated with the topic?
In what ways does the ability to conduct research strengthen your understanding of the city?
http://search.proquest.com.ezp.waldenulibrary.org/docview/741088853?accountid=14872
I have enclosed my student-contributed resource doc
2+3 paragraphs
.
Western Civilization before The Thirty Years WarInstructions .docxwendolynhalbert
Western Civilization before The Thirty Years War
Instructions:
Please choose one question from each section to answer for your exam. This will mean that you will answer a total of four questions, each worth 25 points.
Please know that your responses must be at least
10 sentences long
. While using short, quoted phrases is fine to help support your ideas, your answers must be written mostly in your own words. Any quoting you include must be properly cited.
Please choose
ONE
of the following questions to answer.
1.
Who were the Sea Peoples? What did they do and why are they important to ancient history?
2.
Who were the Stoics and Epicureans? What did each believe? Why would the Hellenistic rulers have supported the Stoics over the Epicureans?
3.
How did the Neo-Assyrian kings' treatment of their own people as well as those they conquered contribute to their eventual downfall?
4.
Public religious tradition in ancient Greece was observed in public sacrifices and festivals. How was personal, private religious devotion demonstrated? Provide at least two specific examples.
Please choose
ONE
of the following questions to answer.
1.
During the Second Punic War, and especially in light of Cannae, Hannibal could be called the general who won the battle but lost the war. Why is this so?
2.
What was Arianism and how did the Council of Nicaea in 325 attempts to resolve the issue? When was the issue actually resolved?
3.
Why were 11th century Muslim traders able to conduct business in such far-flung places as Baghdad, Cordoba and Cairo?
4.
What was the Concordat of Worms (1122)? What impact did it have on Church-State relations in the Holy Roman Empire?
Please choose
ONE
of the following questions to answer.
1.
What was scholasticism? What was Thomas Aquinas' role in the movement?
2.
What is the difference between the parliament of Paris and the French Estates-General? How did the Estates-General come into existence?
3.
What was the Jacquerie of 1358? Explain its causes and results.
4.
What were the four phases of the Hundred Years' War? What were the key events of the final phase?
Please choose
ONE
of the following questions to answer.
1.
Why was the idea of translating the Bible into the vernacular languages so controversial? What happened to people who tried to write / publish a vernacular Bible? Provide at least two examples of people who attempted this and explain whether they were successful.
2.
While the almost constant fighting during the Thirty Years' War devastated central Europe, the situation was made worse by the new armies put into the field by the various rulers. What changes in the military made matters worse for ordinary civilians?
3.
Explain how Nicolaus Copernicus, Johannes Kepler and Galileo Galilei each challenged the view of the universe that was based on Ptolemy's work.
4.
Sir Francis Bacon and René Descartes both helped to promote the prestige of the scientific metho.
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HBRs 10 Must Reads on Change Management The Hard Side of Change .docxshericehewat
HBR's 10 Must Reads on Change Management: The Hard Side of Change Management
The Hard Side of Change Management
by Harold L. Sirkin, Perry Keenan, and Alan Jackson
WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same.
Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change.
In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors.
What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...
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.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
1. The document discusses common problems faced by lean managers, including lack of engagement from top leadership, difficulty sustaining process focus, and lack of systems for developing internal talent.
2. It recommends re-examining the values and goals behind lean initiatives to focus more on cultural changes, emphasizing engaging top leadership by assessing management systems rather than technical tools, and sustaining initiatives through developing proud workforces.
3. Engaging top leaders can be achieved through structured "executive gemba walks" focused on diagnostic questions about lean management standards to give leaders specific tasks and make the walks personally meaningful.
The document provides information about Agile Change Management Strategists, a consulting firm that helps organizations identify, communicate, and implement actions required for change management. They use a facilitative coaching style to help clients prepare for and manage change. Their services include strategic planning, change management, marketing planning, and team workshops. They have experience helping both for-profit and non-profit clients with challenges such as strategic planning, change initiatives, and process improvement.
This document describes a change management model from a company called Change Et Al. It presents a 4A (Align, Apply, Accelerate, Assimilate) change management model. It states that 70% of change initiatives fail and that Change Et Al helps organizations create change management strategies and transform using their model. The model covers the full change cycle from aligning stakeholders and creating vision, to designing and implementing changes, engaging employees to accelerate change, and adapting and sustaining changes long-term. The company offers public and customized private workshops to teach their model and equip change leaders.
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY Comment by Anne Richards: Report format required with table of contents, executive summary (succinct overview of whole report, about one page.
Change management planning process within an organization development model
Executive summary
Introduction
Organizations in the present day are in a constant state of change. This is necessary as they respond to the call of the fast-changing business environment in which they operate. External, internal, global, and technological environments are fast-changing hence the need to change a management strategy (Butler, 2015). √ This has a meaning that workplace systems together with strategies must continually change to adapt to these trends. A case study is presented in this paper where the management is to plan and communicate changes in senior management and additional stuff. The key emphasis is given to the way, the management is going to plan, communicate and ensure the organizations adopts these changes without affecting the morale of workers. It will be argued that a comprehensive communication strategy is Comment by Anne Richards: There has to be a significant change to ethos of business eg expansion overseas or takeover/merger
essential …
Change management planning process within an organization development model
A good management change plan can bring a smooth transition and incorporation of changes in an organization. This plan will ensure employees are well guided in the whole process of change. Comment by Anne Richards: Write this as an argument statement and put in Executive Summary
Introduction
Studies have shown that There is a 70 % failure rate in the incorporation of changes in an organization. The biggest obstacle has been negative attitudes from employees (Pollack, 2015). How do we then curb this ugly side of the organizational changes? The following are smooth steps that will help plan for the changes in employee structure. Comment by Anne Richards: First sentence but provide soutce
Defining the change clearly and aligning it with the business goals; employees should be notified about the changes and be educated on how it is in line with business goals and objectives. Clear communication and explanation of the change and how it relates to the business mission, vision, objectives, and strategy will give employees an insight into the importance of these changes. Employees should be notified about the changes, provided regular updates and be educated on how it is in line with business goals and objectives. Determination of the impacts of the affected group will be key in carrying out the changes. It is a heart taking moment for senior employees to be demoted in this case or for their roles to be merged and one or two employees retrenched. Comment by Anne Richards: Rewrite as one complete strong sentence Comment by Anne Rich ...
This document discusses GE's transformational change of offshoring production and human resource support roles to reduce costs. Offshoring relocated parts of the business to other countries. This change was initiated to remain competitive amid rising US production and HR compliance costs. It has been well received due to increased revenue and compensation for laid-off workers. The change is considered transformational because it required sacrificing the current labor force and business model. Management's role is communicating the vision and maintaining competitive strategies. Kotter's 8-step model would be best to implement the top-down change.
EBS-Leading Change to Today`s Organisation NowCavendish
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William DeMarco is an experienced management consultant and organizational effectiveness leader skilled in business transformation programs, strategy development, organizational change management, and team effectiveness. He has led major projects for companies in pharmaceuticals, utilities, and consulting developing strategies and change management programs. DeMarco specializes in organizational change management, program management, leadership alignment, and communications.
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MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
UnitedLex conducted its first employee engagement survey with Great Place to Work to identify areas for improvement. The survey found strengths in customer focus but also opportunities to improve communication, compensation fairness, and management credibility. UnitedLex took actions like empowering employee fun committees, increasing manager accountability, benchmarking compensation, and improving performance management transparency. These efforts led to a 19% increase in engagement scores and reduced attrition. UnitedLex continues owning actions at the business unit level and empowering employees to sustain improvements.
Change Converstion Seminar presented by Being HumanProsci ANZ
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What appropriate sources of information did you use in finding your .docxwendolynhalbert
What appropriate sources of information did you use in finding your student-contributed resource?
At this early stage in the process of investigating a topic, what advantages do you see in conducting research to discover various factors associated with the topic?
In what ways does the ability to conduct research strengthen your understanding of the city?
http://search.proquest.com.ezp.waldenulibrary.org/docview/741088853?accountid=14872
I have enclosed my student-contributed resource doc
2+3 paragraphs
.
Western Civilization before The Thirty Years WarInstructions .docxwendolynhalbert
Western Civilization before The Thirty Years War
Instructions:
Please choose one question from each section to answer for your exam. This will mean that you will answer a total of four questions, each worth 25 points.
Please know that your responses must be at least
10 sentences long
. While using short, quoted phrases is fine to help support your ideas, your answers must be written mostly in your own words. Any quoting you include must be properly cited.
Please choose
ONE
of the following questions to answer.
1.
Who were the Sea Peoples? What did they do and why are they important to ancient history?
2.
Who were the Stoics and Epicureans? What did each believe? Why would the Hellenistic rulers have supported the Stoics over the Epicureans?
3.
How did the Neo-Assyrian kings' treatment of their own people as well as those they conquered contribute to their eventual downfall?
4.
Public religious tradition in ancient Greece was observed in public sacrifices and festivals. How was personal, private religious devotion demonstrated? Provide at least two specific examples.
Please choose
ONE
of the following questions to answer.
1.
During the Second Punic War, and especially in light of Cannae, Hannibal could be called the general who won the battle but lost the war. Why is this so?
2.
What was Arianism and how did the Council of Nicaea in 325 attempts to resolve the issue? When was the issue actually resolved?
3.
Why were 11th century Muslim traders able to conduct business in such far-flung places as Baghdad, Cordoba and Cairo?
4.
What was the Concordat of Worms (1122)? What impact did it have on Church-State relations in the Holy Roman Empire?
Please choose
ONE
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1.
What was scholasticism? What was Thomas Aquinas' role in the movement?
2.
What is the difference between the parliament of Paris and the French Estates-General? How did the Estates-General come into existence?
3.
What was the Jacquerie of 1358? Explain its causes and results.
4.
What were the four phases of the Hundred Years' War? What were the key events of the final phase?
Please choose
ONE
of the following questions to answer.
1.
Why was the idea of translating the Bible into the vernacular languages so controversial? What happened to people who tried to write / publish a vernacular Bible? Provide at least two examples of people who attempted this and explain whether they were successful.
2.
While the almost constant fighting during the Thirty Years' War devastated central Europe, the situation was made worse by the new armies put into the field by the various rulers. What changes in the military made matters worse for ordinary civilians?
3.
Explain how Nicolaus Copernicus, Johannes Kepler and Galileo Galilei each challenged the view of the universe that was based on Ptolemy's work.
4.
Sir Francis Bacon and René Descartes both helped to promote the prestige of the scientific metho.
Western Civilization – Week 7 Discussion ForumPlease choose just o.docxwendolynhalbert
Western Civilization – Week 7 Discussion Forum
Please choose just one of the following questions to answer for the Forum Assignment this week. After you post your own answer, you will need to respond to at least three of your fellow classmates' initial posts.
• Initial Post must be at least 250 words long
• Peer Responses must be at least 125 words long.
1. A medieval German proverb states: "the city air will set you free." What was "the city air" like in many medieval towns? Using what you learned from the readings, do you agree with the proverb? Why or why not?
2. During the St. Bartholomew's Day Massacre in 1572, more than 13,000 French Protestants (Huguenots) were killed because of their religious beliefs. Based on the information in our textbook and any other research you might do, who do you think was most responsible for the religious tensions getting out of control and erupting into widespread bloodshed? Why?
3. People rarely make decisions based on one single factor. In the quest to discover new lands, establish trade routes and colonize, what do you think motivated the explorers the most? Be sure to discuss at least one specific explorer in your post.
Student Response #1 – Shannon
During the St. Bartholomew's Day Massacre in 1572, more than 13,000 French Protestants (Huguenots) were killed because of their religious beliefs. Based on the information in our textbook and any other research you might do, who do you think was most responsible for the religious tensions getting out of control and erupting into widespread bloodshed? Why?
Based on the information in our text books, I believe that both the Catholics and the Calvinists brought the religious tensions on themselves. With the birth of new religions on the rise there then became a power struggle among the religions. The Protestant Reformation that began set the way for religious extremism. " The agreement helped maintain a relative calm in the lands of the Holy Roman Empire by granting each ruler the right to determine the religion of his territory" (Hunt, p483) This opened the doors for many religious disputes to follow as the years went on. Each war started as a religious dispute but went on to reveal other motives, like political gains, power and greed. As time went on and religion began to spread and more and more people began to covert, there became major power struggles. When the bloodshed began with the Protestants and the Catholics not too much was solved after that, during the bloodshed, Catholic mobs killed over 3000 Huguenots in Paris. These wars about religion have simply paved the way through the years for more conflict regarding religion. I can t just blame one party and pick it to be responsible , i think all parties played a role in the tension caused by religion, each person wanted to believe in what they believed in and didn’t feel like it should have to be mandated.
Student Response #2 – Raul
People rarely make decisions based on one sing.
Wendy was addicted to her morning cup of coffee. She had one cup be.docxwendolynhalbert
Wendy was addicted to her morning cup of coffee. She had one cup before leaving the house and usually picked up another cup from the coffee shop on her way to the office. This morning, the line at the coffee shop was too long; therefore, Wendy decided to get a cup of coffee from the vending machine at work. The coffee was so hot that Wendy dropped it all over herself and was badly burned. Wendy filed suit against the vending company, the manufacturer of the vending machine, the owner of the building and the distributor of the coffee. What rights does Wendy have? Explain Wendy’s case against each party and possible defenses by each defendant.
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WEEK 8 – EXERCISESEnter your answers in the spaces pro.docxwendolynhalbert
WEEK 8 – EXERCISES
Enter your answers in the spaces provided. Save the file using your last name as the beginning of the file name (e.g., ruf_week8_exercises) and submit via “Assignments.” When appropriate,
show your work
. You can do the work by hand, scan/take a digital picture, and attach that file with your work.
1.
A researcher plans a study in which a crucial step is offering participants a food reward. It is important that the three food rewards be equal in appeal. Thus, a prestudy was designed in which participants were asked which of the rewards they preferred. Of the 60 participants, 16 preferred cupcakes, 26 preferred candy bars, and 18 favored dried apricots. Do these scores suggest that the different foods are differentially preferred by people in general? (Use the .05 significance level.)
a.Use the five steps of hypothesis testing.
b.Sketch the distribution involved.
c.Explain your findings.
2.
A high school principal wanted to know if the racial makeup of her teachers mirrored that of the student body. The student body broke down into 47% White, 28% Latino, 15% African American, and 10% other. Of the 65 teachers, 42 were White, 4 were Latino, 15 were African American, and 4 were Other. Do these results suggest that the racial makeup of the faculty members is different from that of the students? (Use the .05 significance level.)
Use the five steps of hypothesis testing and explain your findings.
3.
Please make up and discuss research examples corresponding to the various techniques introduced throughout this course. Describe a plausible study for each of the following statistical procedures, indicating how it would apply and what results you would predict. Also include information about the number of participants you would assess and how you would go about estimating effect size and statistical power (when relevant).
a.correlation
b.multiple regression
c.
t
test for independent means
d.
t
test for dependent means
e.ANOVA
f.chi square for goodness of fit
g.chi-square test for independence
SPSS ASSIGNMENT #8
Chi-Square
SPSS instructions:
Chi-Square Test for Goodness of Fit:
Open SPSS
Remember that SPSS assumes that all the scores in a row are from the same participant. In the study presented in #1, there are 20 students, some of whom have been suspended for misbehavior. The primary conflict-resolution style used by each student is also entered. [Ignore the first variable in this analysis.]
When you have entered the data for all 20 students, move to the Variable View window and change the first variable name to “SUSPEND” and the second to “STYLE”. Set the number of decimals for both variables to zero.
Click Analyze
à
Non-Parametric Tests
à
Chi-Square
Click the variable “STYLE” and then the arrow next to the box labeled “Test Variable List” to indicate that the chi-square for goodness of fit should be conducted on the conflict-resolution style variable.
N.
Week 8The Trouble with Aid Please respond to the following.docxwendolynhalbert
Week 8
"The Trouble with Aid"
Please respond to the following:
Based on the lecture and Webtext materials, address the following:
Identify the most significant problems with the way foreign aid is presently dispensed by international lending institutions. Then, discuss at least three (3) recommendations that you would make to remedy this situation so that food, medical, and financial assistance actually reaches the poor.
Week 9
"Rocky Road"
Please respond to the following:
Based on the lecture and Webtext materials, address the following:
Some of the most serious abuses taking place in developing countries deal with child labor, human slavery, sweatshops, bad governance, and environmental degradation. Select one (1) developing country, and examine the extent to which two (2) of these five (5) issues are occurring. Support your response with specific examples.
Week 10
"Act Local"
Please respond to the following:
Based on the lecture and Webtext materials, address the following:
Select one (1) developing country, and discuss the fundamental actions that the leadership of the selected country is — or is not — taking to improve the living standards of its people. Next, using this same country, cite one (1) specific example of progress or regress that its government is making in terms of the economy, the political system, and the environment.
.
Week 8 Assignment 2 SubmissionInstructionsIf you are usi.docxwendolynhalbert
Week 8 Assignment 2 Submission
Instructions
If you are using the Blackboard Mobile Learn IOS App, please click "View in Browser."
Students
, please view the "Submit a Clickable Rubric Assignment" in the Student Center.
Instructors
, training on how to grade is within the Instructor Center.
Click the link above to submit your assignment.
Assignment 2: Religious Health Care
Due Week 8 and worth 200 points
Religious Health Care operates in a community of 225,000, called Middleville. Summary statistics on Religious and its competitors, from the AHA Guide, are shown in Table 1. All of the organizations in the area are not-for-profit. Although Samaritan Hospital and Protestant Hospital have religious origins, they now view themselves as secular, not-for-profit organizations.
Table 1: Middleville Health Care Systems
Name
Beds
Admissions
Census
OP Visits
Births
Expenses (000)
Personnel
Religious
575
13,000
350
221,000
2300
$125,000
2000
Samaritan
380
17,000
260
175,000
1200
$130,000
1875
Protestant
350
10,000
180
40,000
900
$80,000
1200
The governing board of Religious hired a consulting company to evaluate its strategic performance. As part of the consultant’s evaluation, several leaders of Religious’ units were asked their perspective of the organization’s performance.
You are working for the consultant. Your job is to identify the issues from the response that should be considered further by the consultant team and possibly discussed with the governing board and the CEO. The firm has a rule, “Never offer a criticism or negative finding without suggesting how the client organization can correct it,” so you must indicate what sort of correction would be recommended as part of your list. Because you know there were about two dozen other interviews, you decide you should rank your issues in importance, to make sure the most critical are discussed.
Write a six to eight (6-8) page paper in which you:
Describe the five (5) important elements of the governing board’ s agenda for areas of improvement in core functions.
Many organizations now use a balanced scorecard or multiple dimensions of performance measurement, such as productivity, profit, market trends, quality, patient satisfaction, and worker satisfaction. Describe three (3) key performance dimensions (other than those mentioned here) and include specific measures that Religious Health Care could use to improve overall institutional performance.
Determine the performance measures Religious Health Care could use to evaluate nursing staff performance in its Emergency Room. Explain the rationale for each performance measure.
Suggest the steps that should be taken next by Religious Health Care to get better at managing specific patient groups. Explain the rationale for each step.
Decide what strategies Religious Health Care could implement to enhance its public image and increase market share. Explain the rationale for each strategy.
Describe two (2) technology-based data-collection strategie.
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Week 8 -- Provide an example of some form of misrepresentation in me.docxwendolynhalbert
Week 8 -- Provide an example of some form of misrepresentation in media over the years (includes: staging news, re-creations, selective editing and fictional methods). Give some background for context and answer; why, in your opinion is this an example of misrepresentation and why is it egregious? Provide the link to the example.
Additionally for the Week 8 discussion, consider media bias. Both conservative and liberal sides claim that there is media bias (to the other side of their beliefs) yet, it is evident that there is bias on both sides. It is no secret that the traditional views of the following 3 media outlets are as follows: Fox News--Conservative/Right, MSNBC--Liberal/Left, CNN--Moderate. A) Track a relatively current news story and report to the class the way the 3 media outlets presented the story. Were there surprises to you in your findings? B) Also pick one additional media outlet of your choice (perhaps NPR, AL JAZEERA , or BBC) and look at their perspective of the same story. Please comment on at least 3 of your classmates' postings with questions or thoughtful, respectful, thorough responses.
.
WEEK 7 – EXERCISES Enter your answers in the spaces pr.docxwendolynhalbert
WEEK 7 – EXERCISES
Enter your answers in the spaces provided. Save the file using your last name as the beginning of the file name (e.g., ruf_week6_exercises) and submit via “Assignments.” When appropriate,
show your work
. You can do the work by hand, scan/take a digital picture, and attach that file with your work.
A sports researcher gave a standard written test of eating habits to 12 randomly selected professionals, four each from baseball, football, and basketball. The results were as follows:
Eating Habits Scores
Baseball Players
Football Players
Basketball Players
34
27
35
18
28
44
21
67
47
65
42
61
Is there a difference in eating habits among professionals in the three sports? (Use the .05 significance level.)
a.
Use the five steps of hypothesis testing.
b.
Sketch the distribution involved.
c.
Determine effect size.
2.
To study the effectiveness of treatments for insomnia, a sleep researcher conducted a study with 12 participants.
Four participants were instructed to count sheep (Sheep Condition), four were told to concentrate on their breathing (Breathing Condition), and four were not given any special instructions. Over the next few days, measures were taken of how many minutes it took each participant to fall asleep. The average times for the participants in the Sheep Condition were 14, 28, 27, and 31; for those in the Breathing Condition, 25, 22, 17, and 14; and for those in the control condition, 45, 33, 30, and 41.
Do these results suggest that the different techniques have different effects?
(Use the .05 significance level.)
a.
Use the five steps of hypothesis testing.
b.
Sketch the distribution involved.
c.
Figure the effect size of the study.
d.
Explain your findings (including the logic of comparing within-group to between-group population variance estimates, how each of these is figured, and the
F
distribution).
High school juniors planning to attend college were randomly assigned to view one of four videos about a particular college, each differing according to what aspect of college life was emphasized: athletics, social life, scholarship, or artistic/cultural opportunities. After viewing the videos, the students took a test measuring their desire to attend this college. The results were as follows:
Desire to Attend this College
Athletics
Social Life
Scholarship
Art/Cultural
68
89
74
76
56
78
82
71
69
81
79
69
70
77
80
65
Do these results suggest that the type of activity emphasized in a college film affects desire to attend that college? (Use the .01 significance level.)
a.
Use the five steps of hypothesis testing.
b.
Sketch the distribution involved.
c.
Figure the effect size of the study.
d.
Explain the logic of what you have done to a person who is unfamiliar with the analysis of variance.
A team of psychologists designed a study in which 12 psychiatric patients diagnosed as having generalized anxiety disorder were randomly assigned to one of three new types of th.
weeks Discussion link in the left navigation.Description and .docxwendolynhalbert
The Hawthorne study found that changes in working conditions, such as improved lighting or breaks, temporarily increased productivity regardless of the specific changes. This showed that the social and psychological aspects of work are important. Current HR functions aim to understand and motivate employees through factors like inclusion, communication, and work culture. The study highlighted the impact of social and psychological factors on work and the need to consider these aspects to improve productivity and employee well-being.
Week1. Basics of Critical Thinking. 7 daysWeek1Basics of Critica.docxwendolynhalbert
This document outlines a 5-week course on critical thinking and decision-making. Week 1 focuses on basics of critical thinking. Week 2 covers problem identification and formulation. Week 3 is about creativity. Week 4 is dedicated to decision-making. Week 5 examines critical thinking and decision-making outcomes. Each week includes required readings, presentations, videos, quizzes, and assignments designed to help students meet the weekly learning objectives.
Week-2Here I attached two file. First one is poem file. In thi.docxwendolynhalbert
Week-2
Here I attached two file. First one is
poem file
. In this file you can choose any poem whatever you like..
Second one is
format file
….in this file you can see how to make proper format and how to write it.
Even I explain Format here.
How to make it
Format:
1)
Choose any one poem from attachment and put the title.
Than
2)
Make a poem in your own words means (imitate).
Give the title my poem I imitated
and poem title. This poem must be in your own word it should not copy with others.
Give title
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
3)
Give all five question answer in brief in your words regarding poems.
Poetry Writing Analysis
In a well-crafted essay of three to four pages (excluding the pages on which your own poem and the poem you are working with are placed), refer to our lecture and consider the following questions.
1.
Does your poem extend or argue with the tradition of the poem you selected to imitate?
2.
What relationship to historical context does your primary poem bear?
3.
What relationship to historical context does your own poem bear?
4.
What is the role your reader plays as a participant in creating the poem’s meaning?
5.
Look at William Wordsworth’s
Preface to the Second Edition of Lyrical Ballads
, particularly his concept of “the overflow of powerful emotion...recollected in tranquility” compared to T. S. Eliot’s
Tradition and the Individual Talent
, in which he rejects emotion: “It is neither emotion, nor recollection, nor, without distortion of meaning, tranquility” from which poetry is crafted.
(These essays are online and easily found.)
This assignment asks you to understand the lecture material fully. You may wish to read Wordsworth’s essay,
Preface to the Second Edition of Lyrical Ballads
and T. S. Eliot’s
Tradition and the Individual Talent
on your own. Both essays are available online. It is recommended that you not conduct research outside of your text and the essays mentioned above, and that all sources used must be scrupulously cited in APA format.
.
Week 7 Exercise Prosocial BehaviorMuch of what we tend to focus.docxwendolynhalbert
Week 7 Exercise: Prosocial Behavior
Much of what we tend to focus on when we study social psychology are topics that often have a negative connotation such as conformity, prejudice, aggression or obedience. A huge component of the study of social psychology; however, focuses on prosocial behavior – behaviors that focus on compassion and helping others. For this activity, you will focus on this more uplifting aspect of social psychology. Topics that fall under the area of prosocial behavior include altruism, helping, bystander intervention, empathy, and compassion, among others.
For this exercise, pick one day and seek to structure your thoughts and behaviors entirely around helping others. With each interaction or action you take, pause to think and ask yourself "is there a way I might help another here?" Hold a door for someone, offer your seat, share a smile, give a sincere compliment, show empathy to another, attempt to be more patient or understanding, etc. Your efforts should be in social settings that involve interactions with others (rather than something such as donating to a charity for instance). The goal is to be as thoughtfully prosocial in your interactions throughout the day as possible.
At the beginning of the day, jot down your general mood, feelings, attitude, etc.
Then throughout the day, whenever possible, carry a small notebook with you or make notes in an app on your phone to jot down meaningful encounters or experiences as you attempt to engage in prosocial behaviors.
At the end of the day, again reflect and take notes on how you feel, your general mood, feelings and attitudes, etc.
PLEASE NOTE: If you are unable to engage in prosocial behavior outside of your home due to COVID-19 restrictions/precautions, you are encouraged to engage in such behaviors with your family/people with whom you are sheltering.
You may also engage in prosocial behavior with others virtually or through other means (e.g., through video calls, emails, etc...). This assignment will be more meaningful if you are able to engage in-person with acquaintances or strangers, but you can still find ways to make a significant difference to others even if quarantined or sheltering in place.
In a 5-7 slide PowerPoint presentation, not counting title or reference slides:
Summarize your experience. Describe the prosocial behaviors you engaged in, others' reactions to these behaviors, and your assessment of any changes in mood, attitude, good fortune, or anything else of note you experienced.
Review what you have learned about human behavior in social settings this week in your readings. Connect what you learned or experienced through your day of conscious, prosocial behavior with the terms, concepts, and theories from your research. Integrate at least two academic sources (your assigned readings/resources can comprise one of these sources), citing any references used in APA format.
Describe any new insights you gained through this exper.
Week4 Project Human Resources and Procurement Management.docxwendolynhalbert
Week4
Project Human Resources and Procurement Management
1
.
Supporting Activity: High Performing Teams
Write
a 200- to 300-word short-answer response to the following: three assignments,
• Since the success of a project rests largely on the performance of the team, what are some techniques a project manager can employ to foster a group of individuals in becoming a cohesive and high-performing team?
2
.
Supporting Activity: Outsourcing
•Under what circumstances is it ethically or not in the best interest of project morals to consider outsourcing parts of a project? Provide examples illustrating both and discuss why.
3.
Conceptualizing and Initializing the IT Project
•
Describe the five phases of the IT project methodology.
Write a 100- to 200-word short-answer response to the following:
five assignments
4
.
Conceptualizing and Initializing the IT Project
Why is it important to have deliverables for each phase of the IT project methodology?
5.
Conceptualizing and Initializing the IT Project
How can the experiences of and lessons learned by past project team members be incorporated into a project methodology?
6.
Conceptualizing and Initializing the IT Project
What are the advantages of developing a detailed project plan after a project has been approved for funding?
7.
Conceptualizing and Initializing the IT Project
Describe the conceptualize and initialize phase of the IT project methodology.
8
.
Conceptualizing and Initializing the IT Project
How can the experiences of and lessons learned by past project team members be incorporated into a project methodology?
Individual: Project Controls
The company offsite 2-day training session project is about ready to enter the execution phase. However, management has a history of being surprised with projects that finished over-budget, did not adhere to the timeline, evinced waste of resources, or did not meet expectations.
Address
your strategy for the following in a 2- to 3-page
memo
to gain their confidence in your project management abilities:
•Analyze and report unplanned changes
•Evaluate project quality
•Procedures you plan to implement for handling change control issues
•How you plan to communicate whether the project is meeting any stated performance and quality
objectives
.
Week4 Discussion
Wireless Communications
Supporting Activity: Introduction to the OSI Protocol Model Format
Write
a 200- to 300-word response to the following:
•After reviewing the concepts, pictorially model the TCP/IP protocol against the 7-layer OSI model. In your depiction, include the common protocol sections that fit in the various levels.
Supporting Activity: Introduction to Wireless
Write
a 200- to 300-word response to the following question:
•Differentiating among the protocols used in wireless (Media Access Control layer, FDMA, TDMA, and CDMA), what are the problems with existing protocols with satellite communications?
Supporting Activity: Network Operating Systems
Write
a 200- to 300-word response to the following questions:
•
What are the predominant network operating systems in use today? What are the differences between LAN and WAN operating systems?
.
Week3 Project Cost and Quality ManagementSupporting .docxwendolynhalbert
Week3
Project Cost and Quality Management
Supporting Activity: Cost and Time
Write
a 200- to 300-word short-answer response to the following:
•While cost and time are critical components of projects, how would you define the quality of a project? Provide some examples of project reporting metrics a project manager could use to measure and communicate the status of quality during a project.
Supporting Activity: Dependency Types
•Provide real-world examples of activities where each dependency type is used: finish-to-start, start-to-start, finish-to-finish, and start-to-finish.
Supporting Activity: Metrics
•Which metric does a project manager have most control over: cost variance, schedule variance, cost performance index, and schedule performance index? Explain how so. Which one does a project manager have least control over?
Write
a 100- to 200-word short-answer response to the following:
The Nature of Information Technology Projects
What is a methodology? What are the advantages of following a methodology when developing an information system? Information Technology Project Management
The Nature of Information Technology Projects
What is project management?
Conceptualizing and Initializing the IT Project
Describe the project life cycle (PLC) and the systems development life cycle (SDLC), and their relationship?
7
.
Conceptualizing and Initializing the IT Project
What is fast tracking? When should fast tracking be used? When is fast tracking not appropriate?
Conceptualizing and Initializing the IT Project
Why is it important to have deliverables for each phase of the IT project methodology?
Individual:
Project Budget
The project for the company offsite 2-day training session has been given a preliminary go-ahead. However a budget needs to be submitted for approval.
Write
a 2- to 3-page memo explaining the financial implications of your project that does the following.
• Adds costs estimates to your resources (both labor and material) – Refer to websites like the United States Department of Labor for estimates.
• Adds estimates for all task duration and sequencing of tasks (including precedence relations)
•Summarizes any relevant facts about the project duration, number or type of resources, critical task sequencing, and how duration estimates were arrived at
•Highlights if there are any milestones for your project
Include
a Microsoft® Project Gantt chart, as an attachment, showing the WBS of tasks (with dependencies) and task sequences, along with any budget or cost reports to support your memo.
Learning Team: Project Schedule
We are doing our project
Riordan Manufacturing
Choose a project involving an IT requirement with multiple tasks and human resources. This project must come from a business situation—for example, hardware procurement and installation, network acquisition, implementation, or expansion—in which each Learning Team member contributes backg.
Week Two IndividualReliability and ValidityWrite a 1,0.docxwendolynhalbert
Week Two Individual
Reliability and Validity
Write
a 1,050-word paper describing observation and measurement as they relate to human services research.
Refer
to Ch. 4 and 5 of
Beginning Behavioral Research
.
Address
each of the following points in your paper:
Define and describe the types of reliability. Provide examples of these types of reliability as they apply to human services research or to human services management research.
Define and describe the types of validity. Provide examples of these types of validity as they apply to human services research or to human services management research.
Provide examples of a data collection method and data collection instrument used in human services research. Why is it important to ensure that these data collection methods and instruments are both reliable and valid?
Provide examples of a different data collection method and a data collection instrument used in managerial research. Why is it important to ensure that these data collection methods and instruments are both reliable and valid?
Format
your paper consistent with APA guidelines and include at least two references.(and in text citations)
.
Week 7 DiscussionDiversity in the work environment promotes ac.docxwendolynhalbert
Week 7 Discussion
Diversity in the work environment promotes acceptance, respect, and teamwork despite differences in race, age, gender, language, political beliefs, religion, sexual orientation, communication styles, and other differences. Discuss the following:
What is your selected company’s stance on diversity?
If you were starting a business that required you to hire new personnel, would diversity be a priority? How important would it be to you on a list of other considerations? Explain.
Be sure to respond to at least one of your classmates' posts.
.
Week Lecture - Evaluating the Quality of Financial ReportsThe coll.docxwendolynhalbert
Week Lecture - Evaluating the Quality of Financial Reports
The collapse of Enron in the early 2000s, which was a result of massive financial manipulation, gave rise to a new era of financial reporting supervision with the establishment of the Sarbanes-Oxley Act in 2002. The Act required all executives to give certified and accurate financial information. Various mechanisms were put in place to reduce financial accounting irregularities (Cunningham, 2005). Managers are therefore required to have a clear understanding of the regulations put in place and the bodies which enforce them in order to conform with them accordingly.
Issuance of financial reports and sale of securities to the public is monitored by such organizations as:
The Financial Accounting Standards Board (FASB)
The Securities and Exchange Commission (SEC), and
The Financial Industry Regulatory Authority (FIRA)
The Financial Accounting Standards Board (FASB) has developed the financial accounting standards to be used in the U.S. since 1973. Its function is to oversee the preparation of financial reports by non-governmental entities. FASB ensures that financial statements contain information relevant for sound decision making. The Securities and Exchange Commission (SEC) has been charged with the statutory authority of establishing reporting standards for U.S. public companies. Although it does not develop the Generally Accepted Accounting Principles (GAAP), it has power to monitor financial reporting. The SEC seeks its authority from three security laws: The Securities Act of 1933 (SEC, 2012b), The Securities Exchange Act of 1934 (SEC, 2012c), The Investment Company Act of 1940 (SEC, 2012a), The Sarbanes-Oxley Act of 2002 (SEC, 2005), and The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (SEC, 2014).
The Financial Industry Regulatory Authority (FIRA) regulates securities firms conducting business with the public in the U.S. The International Accounting Standards Board (IASB) develops and Publishes International Financial Reporting Standards through the help of its 15-full time members from different countries working with stakeholders all over the world.
The usefulness of financial reports to readers depends on report quality. The conceptual framework for financial reporting categorizes qualitative characteristics of financial reports into two broad categories: fundamental qualitative characteristics, which include relevance and faithful representation, and enhancing qualitative characteristics, which make financial reports more useful and include comparability, timeliness, verifiability, and understandability. Presentation of financial reporting is limited by materiality and cost constraints. There exist differences in U.S. reporting requirements and the international requirements, although efforts have been undertaken to congregate the U.S. GAAP rules with the international financial reporting rules (Oxford Analytica, 2009). Differences in U.S. reporting req.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
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.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
2. lower than expected share value. Ashland’s then
Senior VP of HR believed the root cause was a
change-averse organization. “We didn’t have
capability, competency or desire. Change was not
something we did well. We would mandate that we
would do something different and call that change.”
Between 1998 and 2003, Ashland had sold their oil
exploration business, joint ventured marketing and
refining, sold their coal business, restructured resource
groups and relocated the corporate headquarters. “And
in the process,” according to Dwight King, Vice
President of HR for Ashland’s Chemical Sector, “we
left a tremendous amount of rubble along the way,
including unwanted turnover and dips in performance.
By 2003, we recognized that we did not do this
change of direction as well as we could have. In fact,
our first ERP implementation in the Distribution
Business resulted in a nearly broken organization out
there. We had a temporary shut down of west coast
operations because we had done such a poor
implementation.”
Frustrated with repeated examples of poorly managed
change, Dwight initiated a program to build change
management competency throughout Ashland.
Starting at the top, Dwight arranged an executive
briefing with the business unit presidents for Ashland.
Sponsorship gained at this meeting resulted in a series
of change management programs for HR, project
managers and the Distribution leadership team. By
mid 2005, there was momentum around basic change
management terminology and a new change
management approach for Ashland.
3. When the SAP implementation moved from the
testing phase into full-scale implementation, Ashland
formed its GlobalOne project team for SAP
deployment world-wide. Dwight and the leadership
team convinced the SAP project manager that he
needed to have a Change Management element
beyond what their current SAP consultant called
“change,” which primarily translated to system
training. Ashland made the decision to hire a certified
change management specialist for their GlobalOne
team.
About the same time, Ashland was implementing an
organization-wide Total Rewards initiative to redesign
compensation and incentive programs. With this
change, Ashland would migrate to a single incentive
system rather than each group having its own
incentive and compensation program. It was during
this change that Jim O’Brien, Ashland’s CEO and
Chairman of the Board, was introduced to the change
leadership tools. Jim utilized these tools to identify his
champions, and together with HR and
Communications, developed a plan targeting those
change sponsors. “It went incredibly well,” stated
Dwight, “It was fraught with potential landmines and
we missed most of them, so Jim, our CEO, became an
advocate for change competency.”
“Ashland had adopted Prosci’s ADKAR change
management methodology and had just gone through
Hammer’s one-day reengineering workshop, attended
by the top-150 people in the company via television
broadcast. Distribution managers and project leaders
were saying ‘boy this goes right along with what
5. tactics.
The interview
Interviewer: What was it like to initiate change five
years ago in Ashland?
Martha: In 2002, we did not have ‘sponsors’ for
change. Those that were charged with change
projects had to just barrel in and say, “You will do
this.” The organization’s response was, “yeah,
right.”
Interviewer: What has changed since then and how
is it going now?
Martha: A critical turning point was the realization
by our CEO and Chairman that the people side of our
changes was not going well. The strategy and vision
were present, but we were seeing a plateau and needed
to take the next step to get people on board. Our CEO
met with the leadership team and asked them, “What
are you doing to help with change management?” He
encouraged a process for change management along
with a formal review of communications – more
targeted – that answered “Why?” and that helped align
the messages from senior leadership. He became
personally involved in managing the people side of
change.
Dwight: I agree. This required the CEO. When we
reached the level of deploying change management
enterprise wide, that was a high point for us. We had
the highest level of sponsorship and great integration.
6. The leadership, including our CEO, attended the
workshops on change management. We had integrated
this work with our process organization so we now
had process management, project management and
change management, if not singing from the same
hymnal, at least in the same church.
We lost a little momentum when we moved a key
executive from change management deployment to
run our Water division of Ashland, but perhaps we
had embedded it far enough into the organization that
it’s now, if not part of our DNA, inoculated with
enough people that we require that all project leaders
go through at least a 2-day workshop in change
management for each project.
It’s not as embedded globally as it is in the U.S., but
we’re getting there. For the implementation of
GlobalOne in Europe and implementation of
GlobalOne in China, we had the acquisition team go
through the change management training. And we
have introduced it to all the HR shared services
centers in Europe and Asia-Pacific. All managers in
Europe also went through a one-day Coaching
Employees Through Change workshop.
Interviewer: What caused change management to
gain momentum within Ashland? Was it just the
involvement of the top-executives?
Dwight: We had to have a reason, a burning platform,
in order to get people engaged. There had been
Those that were charged with change projects
had to just barrel in and say, “You will do this.”
8. change effort.
Interviewer: Could you outline the critical
ingredients for bringing change management into an
organization?
Dwight: It had been talked about for decades. As our
previous VP of HR would say, a lot of wreckage
results from somehow not executing our plans
correctly. He sort of labeled it as being resistant,
change averse, change incapable. So the elements in
place for us were 1) a previous failure that was fairly
visible and fairly impacting, 2) a new critical project
that was on the table and was important to the
business, and 3) an intellectual appreciation by the
leadership team that they didn’t really grasp or
understand, and therefore were not very efficient, at
being change leaders.
Interviewer: It seems like one important ingredient
was the appreciation by the leadership team that a
gap existed in change competency. Can you comment
more on that?
Dwight: I personally felt a déjà vu experience where I
was getting ready to watch another slow-motion car
accident. I used to tell the Leadership Team, “I can
speak slower and louder, but we’re not making
forward progress.” We were all nodding our heads
saying, “We understand the what and the why, but we
are missing the how -- what we can do differently”
and that was the real push to go find some tools for
change management.
Interviewer: When did you start putting dollars
9. behind it?
Dwight: First investments were in 2004. I facilitated a
conversation with the chemical sector leadership team
and I said, “It’s five years from now … what does the
organization look like? How did we get there? What
did we have to do? What were some of the things we
had to overcome? What were some of the things we
had to learn? What are the things we had to stop
doing?” And one of the very evident themes around
that was we had to be better at trusting others and
better at leading change. So the management team
recognized that this was going to be a significant
challenge for them.
A recipe for starting the
change management competency journey
3 tsp – Visible failure of a past project with
significant impact on the organization
1 cup – Upcoming project that is critical and must
succeed.
4 tsp – Recognition by senior leaders of the need for
more change management knowledge and
tools
2 lbs – A leader with the vision and influence that
takes on the effort of building change
management competency with a personal
passion and commitment
11. Interviewer: It looks like you have experienced both
success and some missteps. What did not work?
Dwight: I think the fragmented approach to change.
With GlobalOne, while we had a change management
resource within the SAP initiative, we struggled with
the business operational groups. Different businesses
would dedicate different levels of resource within
their organization. In some places you’d have a mid-
level manager; in other places you’d have a VP. In
Distribution we had the President. It was evident that
we weren’t going about this in such a way that we
were going to be successful. Some consistency of
approach was needed for the deployment to work.
Martha: Take care not to assume that a single HR or
communication group can carry the brunt of the
change management load. This cannot be successful
without other pieces. If change management is started
without involving everyone, you can create an
adversarial relationship – us versus them. It is
important to build larger networks and to be more
aggressive at working in teams.
Interviewer: What would you say to a very passionate
HR VP or Director at another company who believes
that this is simply a training issue?
Dwight: Save your money. The analogy is like
learning a foreign language and not ever practicing it.
You need to find a way to use what you’re going to
learn. So hook it to a project in the organization, and it
doesn’t have to be a burning platform. It could be an
acquisition, a divestiture, a joint venture, a plant
12. expansion, or a change in the benefits. Something you
can attach it to so people can get some operational
experience using the tools.
Interviewer: What ultimately causes this type of
change leadership to take hold?
Dwight: You can really get traction when people start
recognizing that they can build their coalition by using
some rudimentary approaches. First, by doing the
assessment on who is going to sponsor the change,
who is going to resist and who is kind of in the middle
(and then going to the champions and building a
coalition with them). And finding out the resisters
who will be saboteurs and managing that through
special coaching techniques. It gave them a way to go
about doing this kind of surgery, whereas in the old
days it was kind of like, “well, we’ll just hope for the
best.”
Interviewer: What else can companies do to “hard
wire” change management into their organizations?
Dwight: Combine Project Management and Change
Management into a single project workshop so all
project managers get Change Management training.
The same for people who are doing mergers and
acquisitions.
Interviewer: Any closing comments?
Dwight: You have to be selfless to do this kind of
work. You can’t really worry about who gets the
kudos if it works. And you have to have a little bit of a
thick skin!
14. Executives attended sessions designed to create
awareness of the need for great executive sponsorship
and these sessions provided specific sponsorship roles
for executive leaders. The word on the street was
upbeat and positive. What was missing was a field
trial on an Ashland project.
In 2005, a trial application of the tools with the Total
Rewards program resulted in the first real traction of
change management with proven results. The
momentum gained on this trial allowed a greater
deployment of change management across other
projects and allowed for a more careful tailoring of the
training programs.
Ashland’s Enterprise Change Management (ECM)
Deployment Team, created in May of 2006, began to
drive the change management deployment effort
deeper into the organization. The team was originally
headed by Hank Waters and was comprised of a
diverse group including Pam Yost, Carol Chistobek,
Jerry Prochko, Lisa Ireland, Mark Lambeth, Stacy
Dunbar and Vonda Melton.
Having a high profile leader like Hank Waters was an
important first step in gaining momentum throughout
Ashland. Hank was a charismatic leader, and the fact
that the team reported to a leader in the business
provided additional credibility and ground cover.
Within three months, an ECM Steering Committee
was formed to provide oversight for the ECM Team.
The Steering Committee included the heads of HR,
Corporate Communications, IT, EHS and two
15. business unit leaders. The steering committee gave
direction and also became an important avenue for
driving change management further into the
organization.
The deployment team had three initial objectives:
1. Retro-fit projects that were already underway
with change management plans and strategies.
2. Integrate the project management and change
management practices.
3. Build competencies throughout the
organization, as the ECM Team could not be
everywhere at once.
Objective 1: Retrofitting existing projects
In June 2006, the team began retrofitting several
major initiatives to the Prosci methodology including
Global One, Supply Chain integration, major business
unit reorganizations, large Environmental, Health &
Safety initiatives and Human Resource initiatives.
Dedicated change management resources were
assigned to each of the five major initiatives in an
attempt to make an immediate impact.
Objective 2: Integrating project and change
management
In August of 2006, the team developed a workshop
that integrated project planning and change
management. This “boot camp” was used to help new
17. development sessions with the 12 members of the
Operating Committee and the CEO. The assessments
helped these leaders understand what sponsorship
really meant and how well they were fulfilling the
role. The team followed up with coaching sessions
and the development of sponsorship roadmaps to help
the leadership team continue to develop their skills as
sponsors.
The change management deployment is now under a
new organization called the Enterprise Optimization
group. The change management deployment team
members that provided responses to the questions
below included Pam Yost, Mark Lambeth, Stacy
Dunbar, Jerry Prochko and Vonda Melton.
Interview
Interviewer: What motivated the selection of a
common approach and what were your criteria?
Ashland had already established a Process Office. All
projects had a process component, but not a change
component. It made sense to start thinking about the
People Side of Change.
Process centering requires a common approach, a
repeatable process. This can be applied to change
management processes as well. The criteria for a
common approach included useful tools that were
easy to use, a logical thought process behind the
approach, and a methodology based on best practices
learned through experience.
18. We recognized that rapid change would be common
place at Ashland Inc., and the better we could prepare
our associates, the faster we could implement changes
and minimize turnover. Selecting a common
methodology and vocabulary provided the platform
for us to develop a global competency.
Interviewer: What tactics proved to be the most
successful for deploying change management?
Without a doubt, senior level support was critical to
our deployment. Having Hank Waters as the executive
sponsor, as well as the formation of a steering
committee of business leaders, was essential to the
success of this effort. Also, having a well-designed
training program and practical tools that we could
deliver to the organization really helped raise
awareness about change management. And, of course,
the struggles we have had with past changes provided
more incentive.
In addition, having the CEO and his leadership team
go through the 3-day workshop was critical. This sent
a strong message. It was hard for others to say "they
didn't have the time" once Jim and his team had taken
the time. Visible leadership support was critical.
Reporting directly to Hank helped make it a high
profile initiative. Now everyone wants to learn about
it, and "get some" because it has become something
that executives ask about. Phrases like "where is this
group at in the ADKAR model" are common at the
highest levels.
We also designed an entire training curriculum that
included six programs, including the Prosci Change
Management Practitioner workshop, a manager
20. This program merges both project management and
change management concepts and hands-on
application of the tools. The need for this "boot camp"
came from the Prosci PCT Model. Pam was
responsible for first identifying the need and
coordinating the resources to design the program. The
feedback has been very positive. Its appeal, like that
of the Prosci Change Management workshop, lies in
the fact that it is hands-on. We only conduct this boot
camp for project teams that have an actual project that
they need to start. This approach appeals to adult
learners in that it is practical and relevant. It focuses
the team on what's important to success and helps
them apply these things to the actual project. They
leave having accomplished meaningful work. In fact,
several of this year's Chairman's Award winners credit
this workshop for their success.
The Project Management/Change Management
workshop has been so successful because people walk
out the door with most of what they need to work on a
project. It helps focus the conversation and the
thinking of the team. The facilitated discussions
around the project risks and outcomes along with the
detailed discussion about the sponsors, make people
true believers in having a process around change. It's
not seen as a "nice to have;" it has become a "need to
have." Participants are our biggest supporters on their
next project. I am working on one now where the team
leader says there isn't time for the workshop. Several
of the team members had done it on another project
and said we had to make the time, that it had helped
them tremendously. The team regrouped and
scheduled the workshop.
Interviewer: What tactics did not work as well as you
21. hoped, and what would you do differently next time?
I fear that the sponsorship may not have lasted as long
as it should have because the team was moved into a
permanent role in a different part of the organization
with less visibility and focus on the change
management competency development. However, it
has taken hold and with some nurturing should
continue to grow. But if the ECM Team had been
given another 6-12 months, 90% of the organization
would be much more change-ready in my opinion. So,
in short, declaring victory too soon at best impedes the
maturation process that must occur for any change to
become part of the culture. But there is enough
awareness around ADKAR that it's now part of
Ashland's lexicon.
Mass training on the Prosci Change Management
Practitioner's class did not produce the requisite
number of knowledgeable, competent CM consultants.
Also calling this effort Change Management has been
confusing to folks. It really should be called Leading
Change, which requires active leadership, project
management, and change management. In addition,
we needed more online options and then follow up so
that we know if anyone who took the course has done
anything with it. Would have been better to have it as
"required learning" or part of a broader curriculum. I
don't think we've captured the learning needs of the
masses. People get short introductions in other arenas
but not the real meat around the whole process. They
latch onto ADKAR without really knowing the full
breadth of the capabilities.
One final thought: Even though there was a team
dedicated full time to Enterprise Change Management,
24. As I said in my January 3 letter to you, we
must focus on execution this year. One
extremely critical aspect of execution is
change management. It’ s become clear to
me that the best chance we have of
successfully implementing our GlobalOne
plans and other initiatives – such as
supply chain integration and APAC’s
Focus on Performance – is for me to
become personally involved in the
leadership of change management.
In addition to my involvement, I have
asked Hank Waters to work with me.
Hank’s role will be to improve our change
management capabilities by creating,
leading and implementing a coordinated,
integrated change management strategy in
the Chemical Sector. This will be in
addition to his responsibilities as
president of Ashland Distribution and will
not change his reporting relationship to
Gary.
I truly believe that successfully
implementing GlobalOne will be the
difference between Ashland’s long-term
success and failure. It will be very
difficult – or maybe impossible – to move
forward if we don’t do this right. There
will be no cavalry riding in to save the
day – we have to do this job ourselves.
If you look at Prosci’s ADKAR model for
managing change, each person
individually goes through stages of
25. awareness, desire, knowledge, ability and
reinforcement. As an organization, we are
aware of the need to change and to put
GlobalOne in place. As people understand
why the change is necessary, there is a
desire to make this change work. What we
need now is the knowledge to make it
work – the specific steps we need to take
to implement the change. In the absence
of knowledge and ability, we’ll
experience incorrect usage of new
processes and tools, reduced productivity,
and our customers and partners will
suffer.
To help affected employees advance
through the stages of change, we’ll need
to provide training and create specific
messages to explain how their jobs will be
different so they can understand what
their new jobs will be. Key influencers
across the organization have a
responsibility to help deliver these
messages, coach these employees and
lead these changes. I understand all of us
will first need to complete the two-day
Prosci change management training so we
understand how to do these things.
In leading change, Hank will play an
important role in identifying and engaging
influencers, coaching, and promoting
training for managers and supervisors. I
will be attending meetings, participating
in training, and reviewing metrics to get
real information about our progress.
26. I’ve been pleased with our progress to
date, but it never moves fast enough.
Focusing on the leadership of change
management and creating an Ashland-
wide process should allow us to move
faster. We’ll focus on the Chemical
Sector first. Hank, Gary and I need your
full support and engagement.
Jim O’Brien
Ashland CEO