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 ...
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 ...
Running head: ORGANIZATIONAL CHANGE 1
ORGANIZATIONAL CHANGE 2
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Name
Institution
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Introduction
Organizational change aims to improve business processes, culture, and technologies to suit industry trends or position the organization according to its goals and objectives. A systematic approach is necessary for successful implementation of organizational change to avoid uncertainties that arise due to the shocks precipitated by the change process. While change is mostly inevitable, inherent human rigidity to change demands an understanding of the right techniques and procedures to overcome the hindrances to organizational change and improvement (Sarkar & Osiyevskyy, 2018). In essence, change aims to improve performance on such aspects such as profitability, adaptability to technology and market positioning. Aspects of measuring performance compare the set or preferred standards against the actual performance of the business. The goals and objectives of the business are the guiding frameworks for implementing change either in the short-term or long-term. Hence, this paper explores the processes of implementing successful organizational change through performance technology and the evaluation of the impact of the change process on human resources.
Problem Statement
Business stagnation and failure are a result of the inability of the management to synthesize performance indicators and develop appropriate change strategies that trigger positive growth. Additionally, organization failure may result from an inability to implement change strategies that reflect business adaptation to technology successfully. Human rigidity to change as an obstacle to this successful implementation to change is the main focus when strategizing on the change process. Efficient change strategies do not necessarily result in positive organizational performance unless the right techniques and processes are in place. Therefore, performance technology aims to utilize key performance indicators to align change management strategies to organizational functions. Since human resources form the central part of the business change process, their perceptions and attitudes towards change are critical in avoiding failure.
Organizational Performance
Performance measurement assesses the actual achievement of the business against the set goals and objectives. The dynamic business world demands that organizational leaders stay alert to changes within the industry and come up with strategies to retain and improve their market share. Thus, performance measurement provides a more detailed and specific indicator of the business performance direction hence helping the leaders to adjust their strategies accordingly. Micheli & Mari (2014) in th.
Running head: ORGANIZATIONAL CHANGE 1
ORGANIZATIONAL CHANGE 2
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Name
Institution
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Introduction
Organizational change aims to improve business processes, culture, and technologies to suit industry trends or position the organization according to its goals and objectives. A systematic approach is necessary for successful implementation of organizational change to avoid uncertainties that arise due to the shocks precipitated by the change process. While change is mostly inevitable, inherent human rigidity to change demands an understanding of the right techniques and procedures to overcome the hindrances to organizational change and improvement (Sarkar & Osiyevskyy, 2018). In essence, change aims to improve performance on such aspects such as profitability, adaptability to technology and market positioning. Aspects of measuring performance compare the set or preferred standards against the actual performance of the business. The goals and objectives of the business are the guiding frameworks for implementing change either in the short-term or long-term. Hence, this paper explores the processes of implementing successful organizational change through performance technology and the evaluation of the impact of the change process on human resources.
Problem Statement
Business stagnation and failure are a result of the inability of the management to synthesize performance indicators and develop appropriate change strategies that trigger positive growth. Additionally, organization failure may result from an inability to implement change strategies that reflect business adaptation to technology successfully. Human rigidity to change as an obstacle to this successful implementation to change is the main focus when strategizing on the change process. Efficient change strategies do not necessarily result in positive organizational performance unless the right techniques and processes are in place. Therefore, performance technology aims to utilize key performance indicators to align change management strategies to organizational functions. Since human resources form the central part of the business change process, their perceptions and attitudes towards change are critical in avoiding failure.
Organizational Performance
Performance measurement assesses the actual achievement of the business against the set goals and objectives. The dynamic business world demands that organizational leaders stay alert to changes within the industry and come up with strategies to retain and improve their market share. Thus, performance measurement provides a more detailed and specific indicator of the business performance direction hence helping the leaders to adjust their strategies accordingly. Micheli & Mari (2014) in th.
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.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Running head 8-STEP MODEL18-STEP MODEL7.docxhealdkathaleen
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and 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 Sear Roebuck 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 in management change 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 Sears Roebuck Company, 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 phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl ...
Running head 8-STEP MODEL18-STEP MODEL7.docxtoddr4
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and 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 Sear Roebuck 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 in management change 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 Sears Roebuck Company, 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 phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl.
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 ...
Running head: ORGANIZATIONAL CHANGE 1
ORGANIZATIONAL CHANGE 2
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Name
Institution
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Introduction
Organizational change aims to improve business processes, culture, and technologies to suit industry trends or position the organization according to its goals and objectives. A systematic approach is necessary for successful implementation of organizational change to avoid uncertainties that arise due to the shocks precipitated by the change process. While change is mostly inevitable, inherent human rigidity to change demands an understanding of the right techniques and procedures to overcome the hindrances to organizational change and improvement (Sarkar & Osiyevskyy, 2018). In essence, change aims to improve performance on such aspects such as profitability, adaptability to technology and market positioning. Aspects of measuring performance compare the set or preferred standards against the actual performance of the business. The goals and objectives of the business are the guiding frameworks for implementing change either in the short-term or long-term. Hence, this paper explores the processes of implementing successful organizational change through performance technology and the evaluation of the impact of the change process on human resources.
Problem Statement
Business stagnation and failure are a result of the inability of the management to synthesize performance indicators and develop appropriate change strategies that trigger positive growth. Additionally, organization failure may result from an inability to implement change strategies that reflect business adaptation to technology successfully. Human rigidity to change as an obstacle to this successful implementation to change is the main focus when strategizing on the change process. Efficient change strategies do not necessarily result in positive organizational performance unless the right techniques and processes are in place. Therefore, performance technology aims to utilize key performance indicators to align change management strategies to organizational functions. Since human resources form the central part of the business change process, their perceptions and attitudes towards change are critical in avoiding failure.
Organizational Performance
Performance measurement assesses the actual achievement of the business against the set goals and objectives. The dynamic business world demands that organizational leaders stay alert to changes within the industry and come up with strategies to retain and improve their market share. Thus, performance measurement provides a more detailed and specific indicator of the business performance direction hence helping the leaders to adjust their strategies accordingly. Micheli & Mari (2014) in th.
Running head: ORGANIZATIONAL CHANGE 1
ORGANIZATIONAL CHANGE 2
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Name
Institution
Implementing Organizational Change Using Performance Technology and Evaluation Techniques
Introduction
Organizational change aims to improve business processes, culture, and technologies to suit industry trends or position the organization according to its goals and objectives. A systematic approach is necessary for successful implementation of organizational change to avoid uncertainties that arise due to the shocks precipitated by the change process. While change is mostly inevitable, inherent human rigidity to change demands an understanding of the right techniques and procedures to overcome the hindrances to organizational change and improvement (Sarkar & Osiyevskyy, 2018). In essence, change aims to improve performance on such aspects such as profitability, adaptability to technology and market positioning. Aspects of measuring performance compare the set or preferred standards against the actual performance of the business. The goals and objectives of the business are the guiding frameworks for implementing change either in the short-term or long-term. Hence, this paper explores the processes of implementing successful organizational change through performance technology and the evaluation of the impact of the change process on human resources.
Problem Statement
Business stagnation and failure are a result of the inability of the management to synthesize performance indicators and develop appropriate change strategies that trigger positive growth. Additionally, organization failure may result from an inability to implement change strategies that reflect business adaptation to technology successfully. Human rigidity to change as an obstacle to this successful implementation to change is the main focus when strategizing on the change process. Efficient change strategies do not necessarily result in positive organizational performance unless the right techniques and processes are in place. Therefore, performance technology aims to utilize key performance indicators to align change management strategies to organizational functions. Since human resources form the central part of the business change process, their perceptions and attitudes towards change are critical in avoiding failure.
Organizational Performance
Performance measurement assesses the actual achievement of the business against the set goals and objectives. The dynamic business world demands that organizational leaders stay alert to changes within the industry and come up with strategies to retain and improve their market share. Thus, performance measurement provides a more detailed and specific indicator of the business performance direction hence helping the leaders to adjust their strategies accordingly. Micheli & Mari (2014) in th.
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.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
Running head 8-STEP MODEL18-STEP MODEL7.docxhealdkathaleen
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and 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 Sear Roebuck 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 in management change 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 Sears Roebuck Company, 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 phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl ...
Running head 8-STEP MODEL18-STEP MODEL7.docxtoddr4
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and 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 Sear Roebuck 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 in management change 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 Sears Roebuck Company, 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 phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
CHANGE MANAGEMENT 4
Rollout of a change management initiative.
Ulysses Edwards
May 23, 2021
Introduction
Change refers to the process of an organization moving from one state of affairs to a different one through actions that might interfere with the way of operations (Marshall and Nielsen, 2020). For a chance to be successful, the environment within the organization has to shift from one point to another. Organizations rely on new ideas and strategies for growth and success in their various industries; therefore change is always an important factor within the business.
The strategies and methods used by the organization to implement change and ensure success are known as change management. The process is made up of three phases, preparation for the change, implementing the changes then monitoring of the progress. In the process of change management, organizations especially leaders are faced with various challenges and barriers that have to be controlled and minimized. The major stakeholders can use various tools to assist in the process of implementing the defined changes. The main objective of this paper is to evaluate how change management initiatives can be implemented. It will also point out the barriers that organizations are likely to face during the change process. Effective tools that can be used for change management will be recommended.
Literature Review
Different factors cause change within organizations, they can be categorized as internal and external factors (Kalenda et al., 2018). These changes happen in different ways and they affect both the internal and external environment of a business. There is a relationship between objectives and organizational change which means change management should undergo proper planning to ensure a smooth implementation process as well as attainment of the set goals and objective (Stouten et al., 2018). For a better competitive advantage, the stakeholders involved should be well-coordinated to ensure an effective and efficient transformation.
Changes that have been planned for the long term are more likely to contribute positively to the organization through success and a better organizational culture. Management and the employees should coordinate which means it is important for the different types of change to be understood (Saludung, 2017). Human behavior is an important component in the implementation process which means the change practitioners should align the goals, individuals’ perspectives and the employees’ perspectives with the change to be implemented. Organizations should on maximizing resources and minimizing costs in their implementation plans to bring a positive impact.
Change Management Process
Organizations should have internal processes and structures that encourage change since it is an essential component for growth. Adaptation is therefore important for a ...
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
Organizational Change Models
Introduction
Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important
aspects
in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.
The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).
In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.
An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture.
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
2Change ImplementationDeyanira DiazSouthern New Ha.docxstandfordabbot
2
Change Implementation
Deyanira Diaz
Southern New Hampshire University
MBA 687
Dr. Rivero
October 2, 2022
Change Implementation
Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch.
Key Stakeholders and their Significance
Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization.
Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged.
Every s.
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
Employees and changeThe implementation of the changes involves.docxSALU18
Employees and change
The implementation of the changes involves all levels of employees. The management level is the most crucial because they guide the change to its desired location while setting the atmosphere for team involvement.
Upper management is who will be planning the specifics of how the change is being manifested. Mid and lower level managers will gain the training and allocate tasks to their employees accordingly. They are also responsible for training the staff beneath them on the new operational methods being introduced.
All shift staff are responsible for executing the changes. They are on the front lines and will be the ones to report back as the changes begin to affect the daily flow of the facility. They are the best resource for determining if the changes are beneficial or not.
Organizational Structure
The strategy being used to implement change is consistent with a value driven system of decision making. The operations on a day to day basis will coincide and reflect the foundational morals set by the overseers of the company. Being that the structure was previously set into place based on the principles set at the implementing of the business, the organizational structure has not changed much from what it already is.
Standard operating procedures
“The standard operating procedures include the detailed and specific actions that will be taken to execute the communication plan. The procedures include:
1. First identify which processes are suitable for standardization.
· Communicating financial updates on a quarterly or annual
· Announcing management changes, departures and appointments, recommendations for other new hires and people changes.
· The editorial process for articles in internal media
· Distribution lists for standard internal announcements and how it is created, managed and kept up to date.
2. Then write down the main process steps for the standard process.
· Defining the appropriate target audience
· Defining relevant stakeholders
· Identify key influencers
· Outlining which supporting materials are needed to accompany the announcement or help the influencers cascade the messaging
· Outlining a countdown timeline for the process or the process cycle” (Springett, 2012)
References
Springett, D. (2012). Standard Operating Procedures in Internal Communications – Helpful or Just a Hassle? Retrieved from http://www.business2community.com/strategy/standard-operating-procedures-in-internal-communications-helpful-or-just-a-hassle-0242387#4ACbE2Gbt3ycaY2d.97
Strategic Plan Initiatives
Health care organizations struggle as they manage an ever increasing list of resource needs; financial support, quality employees, positive clinical outcomes, continuous performance improvement, patient and staff satisfaction, and anticipating regulatory changes. Managers and directors often have numerous priorities facing them at the same time, but strategic change is not possible without the support of executive lead ...
1. The ALIVE status of each SEX. (SEX needs to be integrated into th.docxketurahhazelhurst
1. The ALIVE status of each SEX. (SEX needs to be integrated into the only Male, Female, ND, and Other) (bar comparison chart, pie comparison chart)
2. How many Male, Female, ND, and Other are there in each ALIGN. (Bar comparison chart)
3. How many red-haired heroes do Marvel and DC have?
.
1. Some potentially pathogenic bacteria and fungi, including strains.docxketurahhazelhurst
1. Some potentially pathogenic bacteria and fungi, including strains of Enterococcus, Staphylococcus, Candida, and Aspergillus, can survive for one to three months on a variety of materials found in hospitals, including scrub suits, lab coats, plastic aprons, and computer keyboards. What can hospital personnel do to reduce the spread of these pathogens?
2. Human immunodeficiency virus (HIV) preferentially destroys CD4+ cells. Specifically, what effect does this have on antibody and cell-mediated immunity?
**Provide APA references for each
.
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Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
CHANGE MANAGEMENT 4
Rollout of a change management initiative.
Ulysses Edwards
May 23, 2021
Introduction
Change refers to the process of an organization moving from one state of affairs to a different one through actions that might interfere with the way of operations (Marshall and Nielsen, 2020). For a chance to be successful, the environment within the organization has to shift from one point to another. Organizations rely on new ideas and strategies for growth and success in their various industries; therefore change is always an important factor within the business.
The strategies and methods used by the organization to implement change and ensure success are known as change management. The process is made up of three phases, preparation for the change, implementing the changes then monitoring of the progress. In the process of change management, organizations especially leaders are faced with various challenges and barriers that have to be controlled and minimized. The major stakeholders can use various tools to assist in the process of implementing the defined changes. The main objective of this paper is to evaluate how change management initiatives can be implemented. It will also point out the barriers that organizations are likely to face during the change process. Effective tools that can be used for change management will be recommended.
Literature Review
Different factors cause change within organizations, they can be categorized as internal and external factors (Kalenda et al., 2018). These changes happen in different ways and they affect both the internal and external environment of a business. There is a relationship between objectives and organizational change which means change management should undergo proper planning to ensure a smooth implementation process as well as attainment of the set goals and objective (Stouten et al., 2018). For a better competitive advantage, the stakeholders involved should be well-coordinated to ensure an effective and efficient transformation.
Changes that have been planned for the long term are more likely to contribute positively to the organization through success and a better organizational culture. Management and the employees should coordinate which means it is important for the different types of change to be understood (Saludung, 2017). Human behavior is an important component in the implementation process which means the change practitioners should align the goals, individuals’ perspectives and the employees’ perspectives with the change to be implemented. Organizations should on maximizing resources and minimizing costs in their implementation plans to bring a positive impact.
Change Management Process
Organizations should have internal processes and structures that encourage change since it is an essential component for growth. Adaptation is therefore important for a ...
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
Organizational Change Models
Introduction
Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important
aspects
in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.
The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).
In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.
An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture.
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
2Change ImplementationDeyanira DiazSouthern New Ha.docxstandfordabbot
2
Change Implementation
Deyanira Diaz
Southern New Hampshire University
MBA 687
Dr. Rivero
October 2, 2022
Change Implementation
Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch.
Key Stakeholders and their Significance
Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization.
Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged.
Every s.
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
Employees and changeThe implementation of the changes involves.docxSALU18
Employees and change
The implementation of the changes involves all levels of employees. The management level is the most crucial because they guide the change to its desired location while setting the atmosphere for team involvement.
Upper management is who will be planning the specifics of how the change is being manifested. Mid and lower level managers will gain the training and allocate tasks to their employees accordingly. They are also responsible for training the staff beneath them on the new operational methods being introduced.
All shift staff are responsible for executing the changes. They are on the front lines and will be the ones to report back as the changes begin to affect the daily flow of the facility. They are the best resource for determining if the changes are beneficial or not.
Organizational Structure
The strategy being used to implement change is consistent with a value driven system of decision making. The operations on a day to day basis will coincide and reflect the foundational morals set by the overseers of the company. Being that the structure was previously set into place based on the principles set at the implementing of the business, the organizational structure has not changed much from what it already is.
Standard operating procedures
“The standard operating procedures include the detailed and specific actions that will be taken to execute the communication plan. The procedures include:
1. First identify which processes are suitable for standardization.
· Communicating financial updates on a quarterly or annual
· Announcing management changes, departures and appointments, recommendations for other new hires and people changes.
· The editorial process for articles in internal media
· Distribution lists for standard internal announcements and how it is created, managed and kept up to date.
2. Then write down the main process steps for the standard process.
· Defining the appropriate target audience
· Defining relevant stakeholders
· Identify key influencers
· Outlining which supporting materials are needed to accompany the announcement or help the influencers cascade the messaging
· Outlining a countdown timeline for the process or the process cycle” (Springett, 2012)
References
Springett, D. (2012). Standard Operating Procedures in Internal Communications – Helpful or Just a Hassle? Retrieved from http://www.business2community.com/strategy/standard-operating-procedures-in-internal-communications-helpful-or-just-a-hassle-0242387#4ACbE2Gbt3ycaY2d.97
Strategic Plan Initiatives
Health care organizations struggle as they manage an ever increasing list of resource needs; financial support, quality employees, positive clinical outcomes, continuous performance improvement, patient and staff satisfaction, and anticipating regulatory changes. Managers and directors often have numerous priorities facing them at the same time, but strategic change is not possible without the support of executive lead ...
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1. The ALIVE status of each SEX. (SEX needs to be integrated into the only Male, Female, ND, and Other) (bar comparison chart, pie comparison chart)
2. How many Male, Female, ND, and Other are there in each ALIGN. (Bar comparison chart)
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2. Human immunodeficiency virus (HIV) preferentially destroys CD4+ cells. Specifically, what effect does this have on antibody and cell-mediated immunity?
**Provide APA references for each
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1. The main characters names in "The Shape of Things" are Adam and Evelyn, suggesting the play is a retelling of the original creation myth. Compare the original “Adam and Eve” and characters in the Judea-Christian creation account to Adam and Evelyn. How is The Shape of Things similar or different from the traditional Judea-Xian account? (Keep in mind the main difference being art and artistic versus theistic creation).
2. The “garden” is the museum, and roped off sculpture with the fig leaf is, like the tree of good and evil, what you’re not supposed to touch. Why does the author present the museum as a creation space? How is the sculpture like the tree of good and evil? What happens when they cross the line and touch (or photograph) it?
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1. Select one movie from the list below:
Shutter Island (2010; Mystery, Thriller; Leonardo DiCaprio, Mark Ruffalo
2. Watch the film you have selected as a psychology student and not merely as an ordinary film viewer (it is suggested that you watch the selected film multiple times).
3. Provide your own summary of the film, using psychological terms and concepts that you have learned in class and from your textbook. State clearly the psychological disorder you have seen portrayed in the film you have chosen, using DSM criteria/language. You should explain the psychological disorder portrayed in the movie. Determine and evaluate if the disorder identified in the film is accurate according to your textbook and other resource materials. Provide evidence using actual behaviors seen in the film. Is the depiction of the psychological disorder in the film accurate or not? Give evidence to support your claims using observable behaviors from the movie.
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7. Be sure to use APA format using the latest edition of the APA Manual (7th edition).
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1. The Institute of Medicine (now a renamed as a part of the N.docxketurahhazelhurst
1. The Institute of Medicine (now a renamed as a part of the
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) defined patient-centered care as: "Providing care that is respectful of and responsive to individual patient preferences, needs, and values, and ensuring that patient values guide all clinical decisions.”[1] While this definition clearly emphasizes the importance of a patient’s perspective in the context of clinical care delivery, it does not allow managers to focus on the actual “person” inside the institutional role of the patient.
In the same sense that a person who is incarcerated in a prison may receive extremely humane treatment, the “person” is still defined into the role of an “inmate,” and as such cannot, by definition, be granted the same rights and privileges as a non-institutionalized member of the civil order enjoys. In other words, I may be placed in a cell with great empathy and understanding of my preferences, needs, and values, but I am still being locked-up in jail.
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But while much is different, what is the same is how a pre-existing set of structured behaviors and processes are used to firmly, and without asking or negotiating, radically transform a “regular” person into a defined role of a “patient” that then can be diagnosed, treated, and discharged back into the world once the patient has finished their “time” in the “system.”
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So with the "real person" in mind, this week's question is:
What can healthcare leaders do in improve the actual personal experience that "real people" go through as our "patients?"
(Be sure to develop your answers AFTER you review the definition and roles of "Leadership" in the readings for this week).
[1] Institute on Medicine, Crossing the Quality Chasm: A New Health System for the 21st Century, March, 2001
2. Health Information Technonogy - PPP Discussion
The board has created an innovation fund designed to foster improved quality, increased access, or reduced costs in healthcare delivery. Select a health information technology related to genomics, precision medicine, or diagnostics that you would propose to be funded for implementation. Prepare a PowerPoint presentation that describes the selected health information technology, what it does, why it would be beneficial, and what risks may be involved. Please note, this activity is weighted 5% toward the final grade. The PowerPoint should be no more than 5-6 slides with the presenter's notes. Follow the APA format.
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1. The Documentary Hypothesis holds that the Pentateuch has a number of underlying documents (alt., sources) that were ultimately gathered and sewn into the Pentateuch as we now have it. The method of separating those underlying documents is called source criticism. Please perform a source-critical analysis of Gen 1-3. In so doing, please identify the significant features that distinguish each underlying document. Note: There are many such features.
2. Why are covenants important in the Bible? What do they accomplish? Are they all the same, whether in structure or outlook? Do the different writers view them differently? What does the ancient Near Eastern background to the biblical covenant contribute to our understanding?
3. Dt 6:4 used to be translated
“Hear, O Israel: The LORD [YHWH] our God, the LORD [YHWH] is one.”
Currently, we translate
“Hear, O Israel: The LORD [YHWH] is our God, the LORD [YHWH] alone.”
In all likelihood, the second translation is grammatically preferable. What is the interpretive difference between “one” and “alone”? Is it significant? How, if at all, does this verse relate to the First Commandment? How does this verse relate to Gen 1:26, 3:22, and 11:7? How does this verse relate to the variant non-MT variant in Dt 32:8-9 (as reproduced in HarperCollins)? Why is any of this important?
Be sure to provide a careful, well-written essay which gives ample biblical examples (proof texts) to support the point(s) you wish to make.
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1. Search the internet and learn about the cases of nurses Julie.docxketurahhazelhurst
1. Search the internet and learn about the cases of nurses Julie Thao and Kimberly Hiatt.
2. List and discuss lessons that you and all healthcare professionals can learn from these two cases.
3. Describe how the principle of beneficence and the virtue of benevolence could be applied to these cases. Do you think the hospital adminstrators handled the situations legally and ethically?
4. In addition to benevolence, which other virtues exhibited by their colleagues might have helped Thao and Hiatt?
5. Discuss personal virtues that might be helpful to second victims themselves to navigate the grieving process.
Scholarly article, APA format, and no grammar error
.
1. Search the internet and learn about the cases of nurses Julie Tha.docxketurahhazelhurst
1. Search the internet and learn about the cases of nurses Julie Thao and Kimberly Hiatt.
2. List and discuss lessons that you and all healthcare professionals can learn from these two cases.
3. Describe how the principle of beneficence and the virtue of benevolence could be applied to these cases. Do you think the hospital adminstrators handled the situations legally and ethically?
4. In addition to benevolence, which other virtues exhibited by their colleagues might have helped Thao and Hiatt?
5. Discuss personal virtues that might be helpful to second victims themselves to navigate the grieving process.
use reference and scholarly nursing article.
.
1. Review the three articles about Inflation that are found below th.docxketurahhazelhurst
1. Review the three articles about Inflation that are found below this.
Globalization and Inflatio
n
Drivers of Inflation
Inflation
and Unemploymen
t
2. Locate two JOURNAL articles which discuss this topic further. You need to focus on the Abstract, Introduction, Results, and Conclusion. For our purposes, you are not expected to fully understand the Data and Methodology.
3. Summarize these journal articles. Please use your own words. No copy-and-paste. Cite your sources.
4.The replies are due by the deadline specified in the Course Schedule.
Please post (in APA format) your article citation.
.
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1. Review the following request from a customer:
We have a need to replace the aging Signage Application. This application is housed in District 4 and serves the district as well as two other districts. We would like a new application that can be used statewide to track all information related to road signs.
The current system is old and doesn’t do most of what we need it to.
The current system has a whole bunch of reports, but no way for the user to update them by themselves without getting IT involved.
We also can’t create our own reports, on-demand, when we need to. Currently, data is entered into the application manually by Administrative Staff, but in the future, we would like to be able to take a picture of the road sign using a phone app, and have it automagically populate the database with geospatial location and other information. We thought about having a Smart Watch interface, but we don’t need that. Also, the current method does not have any way to manage the quality of the data that is entered, so there is a lot of garbage information there. There is no way to centrally manage security access, with the existing application. We want to get real time alerts when a sign gets knocked over in an accident and have a dashboard that shows where signs have been knocked over across the state. This is kind of important, but not super-critical. We need to store location information, types of signs, when a new sign is installed, who installed it, etc. We plan to provide the phone app to drivers in each district who will drive around, take pictures of the signs, and upload them to the database at the end of each day, or in realtime, if a data connection is available.
Back in Central Office, reviewers will review the sign information and validate it. A report will be printed every month with the results and a map. There are probably other things, but we can’t think of anything else right now.
2. List the main goal(s) of this request
3. Write all the user stories you see (include value statements and acceptance criteria, if possible)
4. Prioritize the user stories as
a. Critical
b. Important
c. Useful
d. Out of Scope
5. Are the user stories sufficiently detailed? If not, what steps would you take to split them/further define them?
6. What are the known Data Entities?
7. Is there an implied business process? Draw an activity diagram or a flow chart of it
8. Who are the actors/roles?
9. What questions would you ask of the stakeholders to get more information?
10. What technology should be used to implement the solution?
11. What would you do next as the assigned Business Analyst working on an Agile team?
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1. Research risk assessment approaches.2. Create an outline .docxketurahhazelhurst
1. Research risk assessment approaches.
2. Create an outline for a basic qualitative risk assessment plan.
3. Write an introduction to the plan explaining its purpose and importance.
4. Define the scope and boundaries for the risk assessment.
5. Identify data center assets and activities to be assessed.
6. Identify relevant threats and vulnerabilities. Include those listed in the scenario and add to the list if needed.
7. Identify relevant types of controls to be assessed.
8. Identify the key roles and responsibilities of individuals and departments within the organization as they pertain to risk assessments.
9. Develop a proposed schedule for the risk assessment process.
10. Complete the draft risk assessment plan detailing the information above. Risk assessment plans often include tables, but you choose the best format to present the material. Format the bulk of the plan similar to a professional business report and cite any sources you used.
.
1. Research has narrowed the thousands of leadership behaviors into .docxketurahhazelhurst
1. Research has narrowed the thousands of leadership behaviors into two primary dimensions. Please list and discuss these two behaviors.
2. Distinguish between charismatic, transformational, and authentic leadership. Could an individual display all three types of leadership?
.
1. Research Topic Super Computer Data MiningThe aim of this.docxketurahhazelhurst
1. Research Topic: Super Computer Data Mining
The aim of this project is to produce a super-computing data mining resource for use by the UK academic community which utilizes a number of advanced machine learning and statistical algorithms for large datasets. In particular, a number of evolutionary computing-based algorithms and the ensemble machine approach will be used to exploit the large-scale parallelism possible in super-computing. This purpose is embodied in the following objectives:
1. to develop a massively parallel approach for commonly used statistical and machine learning techniques for exploratory data analysis
1. to develop a massively parallel approach to the use of evolutionary computing techniques for feature creation and selection
1. to develop a massively parallel approach to the use of evolutionary computing techniques for data modelling
1. to develop a massively parallel approach to the use of ensemble machines for data modelling consisting of many well-known machine learning algorithms;
1. to develop an appropriate super-computing infra-structure to support the use of such advanced machine learning techniques with large datasets.
Research Needs:
Problem definition – In the first phase problem definition is listed i.e. business aims and objectives are determined taking into consideration certain factors like the current background and future prospective.
Data exploration – Required data is collected and explored using various statistical methods along with identification of underlying problems.
Data preparation – The data is prepared for modeling by cleansing and formatting the raw data in the desired way. The meaning of data is not changed while preparing.
Modeling – In this phase the data model is created by applying certain mathematical functions and modeling techniques. After the model is created it goes through validation and verification.
Evaluation – After the model is created, it is evaluated by a team of experts to check whether it satisfies business objectives or not.
Deployment – After evaluation, the model is deployed and further plans are made for its maintenance. A properly organized report is prepared with the summary of the work done.
Research paper Policy
· APA format
. https://apastyle.apa.org/
. https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
· Min number of pages are 15 pages
· Must have
. Contents with page numbers
. Abstract
. Introduction
. The problem
4. Are there any sub-problems?
4. Is there any issue need to be present concerning the problem?
. The solutions
5. Steps of the solutions
. Compare the solution to other solution
. Any suggestion to improve the solution
. Conclusion
. References
· Missing one of the above will result -5/30 of the research paper
· Paper does not stick to the APA will result in 0 in the research paper
· Submission
. you have multiple submission to check you safe assignments
. The percentage accepted is 1%.
1. Research and then describe about The Coca-Cola Company primary bu.docxketurahhazelhurst
1. Research and then describe about The Coca-Cola Company primary business activities. Include: Minimum 7 Pages. Excluding reference page
2.
A. A brief historical summary,
B. A list of competitors,
C. The company's position within the industry,
D. Recent developments within the company/industry,
E. Future direction, and
F. Other items of significance to your corporation.
3. Include information from a variety of resources. For example:
A. Consult the Form 10-K filed with the SEC.
B. Review the Annual Report and especially the Letter to Shareholders
C. Explore the corporate website.
D. Select at least two significant news items from recent business periodicals
The report should be well written with cover page, introduction, the body of the paper (with appropriate subheadings), conclusion, and reference page.
.
1. Prepare a risk management plan for the project of finding a job a.docxketurahhazelhurst
1. Prepare a risk management plan for the project of finding a job after graduation.
and
2. Develop a reward system for motivating IPT members to do their jobs more conscientiously and to take on more responsibility.
[The assignment should be at least 400 words minimum and in APA format (including Times New Roman with font size 12 and double spaced), and attached as a WORD file.]
Plagiarism free
.
1. Please define the term social class. How is it usually measured .docxketurahhazelhurst
1. Please define the term social class. How is it usually measured? What are some ways that social class is affecting health outcomes for people who become ill with COVID-19?
2. What is the CARES Act? Has it been enough? What has happened to people's ability to pay their bills since it expired?
3. As things stand now, data is showing higher COVID-19 related mortality rates for African Americans. Given what you know from the textbook and from the attached articles, what are some explanations for the disparity?
4. What is environmental racism (injustice)? How does environmental racism put some populations at higher risk for severe medical complications than others? (Vice article)
https://www.theatlantic.com/ideas/archive/2020/07/600-week-buys-freedom-fear/613972/
https://www.vox.com/2020/4/10/21207520/coronavirus-deaths-economy-layoffs-inequality-covid-pandemic
https://www.vice.com/en_us/article/pke94n/cancer-alley-has-some-of-the-highest-coronavirus-death-rates-in-the-country
https://www.theguardian.com/us-news/2020/apr/12/coronavirus-us-deep-south-poverty-race-perfect-storm
.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
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Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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Home assignment II on Spectroscopy 2024 Answers.pdf
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY .docx
1. 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
2. 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
Richards: Why? In next sentence give a brief quote why this
helps. Comment by Anne Richards: Make the change bigger.
3. Eg Major restructure with …
The impact falling on the affected people should be well
examined and analyzed. There may need to train employees
about the imminent changes. Employees should be assured of
effective training before they take up new roles or before they
receive demotion or shift in their workplace. Horizontal
movement may not have such a major impact as a vertical
movement. Training may be through online learning modules or
face to face training. A support structure should be set up to
provide staff with . It should be set up to assist people in
emotional support throughout the change process. Pollack,
2015). It also equips employees with relevant skills that are
practically necessary for adapting to these changes.
Comment by Anne Richards: It will be necessary to …
Why? Quote or reference Comment by Anne Richards: Although
face to face communication is proven to be more effective –
give reference
This system also builds positive behavior of employees.
Improving morale. Reference? It further equips them with
technical skills that may be relevant to achieve business goals
and objectives. In some instances,the incorporation of new
employees may lead to redundancies or bad structures that may
result in duplication of roles. An open door initiative may be set
up to aid the employees who may have questions. Prompt
support in giving out answers may help employees better
understand their roles. Comment by Anne Richards: What is
this? Elaborate why it is effective and provide source
Organizational activities to be engaged
What are some of the activities that will follow up on the
change plan in this discussion? Many activities need to be
undertaken practically to make this change a success.
Diagnostic activitiesexamining; the facts about the new system
should be set up should be examined. The cause of the shift in
the management change should be well established. Data
collection techniques should be engaged in this process.
Surveys, consultation interviews should be done to tell us why
4. this change is important. Yes so elaborate why staff feedback is
important strategy in building morale, giving ownership.
Reference Team building activities; various teams are supposed
to operate effectively concerning each other. The skills needed
to accomplish tasks should be well noted and ways established
on how they can be coordinated for a common goal (Lodgaard,
et al. S2016). √ The relationship between team members is the
key to establishing how well the team can relate. Comment by
Anne Richards: Why are education and training initiatives an
important part of this communication strategy Comment by
Anne Richards: Why? Rewrite as stronger sentence
A team leader with …. should be appointed to lead the
various teams towards a common purpose. Intergroup activities
should also be examined. These are activities that relate to the
effectiveness of interdependent groups. They relate to the
different tasks carried out by different groups operating as a
single system. The activities should interface in a process called
organizational mirroring. Survey feedback activities they are
somehow related to diagnosis activities. They can, however, be
considered a different group. They involve utilizing data by
analyzing it and using it to give productive feedback about the
proposed changes. Comment by Anne Richards: What type of
skills should this leader have? referemce Comment by Anne
Richards: Define and reference
Education and training activities as discussed above in the
plan should be practically carried out. These activities improve
the skills, knowledge, and abilities of individuals to take up the
new roles. Various ways of educating the employees may
include among others; isolating an employee and teaching him
or her away from other workmates. The teaching may be geared
towards equipping one with technical know-how or simply
making one more competent for the job. Structural activities are
simply ones that check the effectiveness of the system
(Lodgaard, 2016). They look at organizational structure and
ways in which technical resources can be mobilized to achieve a
given goal.
5. Strategic management activities; these are done by the
management to help them reflect on the organization`s long
term goals. The top management compares the eminent change
with the mission and vision of the organization. They look at
the upcoming opportunities that may be accrued as a result of
this change. They involve forecasting the future demand and the
effects the external environment may have on the business.
Factors like competition are well analyzed. This is a critical
process since bringing in new employees will mean more wage
bill for the organization.
The convergence of planning organizational development and
communication into a cohesive strategy
After a comprehensive plan has been created as
highlighted above, the next step will be to communicate this
plan into a strategy. What strategies are we going to employ to
implement this change in organizational management? Key in
implementing this change is making official communication to
the affected employees and all the workforce in general.
Official communication will then be followed by a face to face
with the affected person. Zeps, & Ribickis, 2015).
Communication will be through all mediums to avoid
contradictions. The communication should be made politely and
professionally detailing the reason for the action. The
communication about change in the management should be
pegged on the mission, vision, core values of an organization
and above all should be in line with the terms and conditions as
elaborated in the contract. Care should be taken as not to create
a lawsuit against the organization. Demotion and employment of
new taskforce should be carried out in line with the legal
frameworks of a company. Comment by Anne Richards:
Many of previous steps can be part of communication strategy
Comment by Anne Richards: Staff at all levels.
Affected employees will have additional face to face
communication channels ….
Support is needed to effect this change. The process begins
by identifying various stakeholders who can aid in this change.
6. They should be persons who can help in the future. People who
may not aid in the process of change should also be noted down.
A few internal staffguys who may help in program
implementation should also be engaged. This could be
technology experts. Clear goals should then be communicated
after effecting the change. The desired outcome should now be
made official. The goals should be specific and measurable.
Zeps, A., & Ribickis, L. (2015). Ambiguities of purpose should
be eliminated. Responsibilities will then be re-assigned to the
new structure formed and everyone given specific roles to carry
out. Comment by Anne Richards: affect Comment by Anne
Richards: incorporate idea of change champions. What are these
and what do they achieve. Reference this.
Duplication of roles as highlighted in the plan should be
done away with. After the employees have known their specific
roles, the goals are then transformed into strategies and made
policies of the organization. Employees will now have to work
towards a common good. Periodic training as highlighted above
is key at this stage. Frequent training will assure the taskforce
of quality output. The new system should then be evaluated
frequently to establish its bottlenecks and hence improved.
Implementation tactics to be used and why?
Implementing the change in an organization is hectic. It
will need a lot of strategies to enable the process to work
efficiently. There are several ways in which this will be carried
out; Employees will readily accept change when management
itself supports the change. The board of governors and the
C.E.O. of an organization should be the first people to
communicate and elaborate on the usefulness of this change.
This tactic has an advantage of brainwashing the junior
employees to think that change is inevitable and that it is for
their common good. A chairman of the board communication
will be viewed as from a government directive and therefore
will be absorbed quickly with little resistance. Zeps & Ribickis,
2015). All the top-level management should talk about the
change in unison. They should all be advocating for its
7. implementation. This will leave the affected taskforce with no
otherwise but to accept the change.
The cause for changes should be a good campaign tool for
change. Customer feedback, surveys and all forms of data
should be used to effect the change. There is no way an
employee will reject the change if he or she is the cause of
customer complaints. The complaint may be such as sluggish
customer service, abusive language towards customers and
overly pricing of commodities in case of a sales manager. The
change will be inevitable in this case.
Employees themselves should be used to effect change. They
should give views about the changes. If their salaries are too
low, they may suggest a reduction in the workforce. If for
instance, there is too much work against the available taskforce,
they may suggest the hiring of more stuff like in this study.
Removing barriers in implementing change cannot be
neglected. Barriers are hindrances in the process of carrying out
change. This may be the employees themselves or other
departments. This may require adequate training and capacity
building. Why do people resist change and why is this normal/to
be expected? Elaborate and provide reference
Celebrate the success of the changes as they are implemented.
Yes but why? Provide source This motivates the employee to
feel part of the process and anticipate to learn more about the
changes. This is a psychological tactic.
Future-proofing to sustain change and development of the
organization
After the changes have been fully adopted, there is a need
to sustain their implementation even in the future. Several ways
and strategies are required to make this process a single. For the
organization to fully adopt these changes in the present and the
new future, some techniques as highlighted below should be
employed. The new management structure should be
documented and made an organization policy. This should be
implemented even if the new management leaves the office. An
organization is an artificial person. It exists on its own.
8. Frequent evaluation of the present structure of management and
the size of the task force should be done to establish any
shortcomings. Pimentel, & Major, 2016). Comment by
Anne Richards: Ongoing consultation and monitoring stratey.
Why? Reference
References
Butler, W. H., Monroe, A., & McCaffrey, S. (2015).
Collaborative implementation for ecological restoration on US
public lands: implications for legal context, accountability, and
adaptive management. Environmental Management, 55(3),
564-577.
Pollack, J. (2015). Understanding the divide between the theory
and practice of organizational change. Organizational Project
Management, 2(1), 35-52.
Lodgaard, E., Ingvaldsen, J. A., Gamme, I., & Aschehoug, S.
(2016). Barriers to lean implementation: perceptions of top
managers, middle managers, and workers. Procedia CIRP,
57, 595-600.
Zeps, A., & Ribickis, L. (2015). Strategy development and
implementation–process and factors influencing the result:
a Case study of Latvian organizations. Procedia-Social and
Behavioral Sciences, 213, 931-937.
Slater, M. J., Evans, A. L., & Turner, M. J. (2016).
Implementing a social identity approach for effective change
management. Journal of Change Management, 16(1), 18-37.
Pimentel, L., & Major, M. (2016). Key success factors for
quality management implementation: evidence from the
9. public sector. Total Quality Management & Business
Excellence, 27(9- 10), 997-1012.
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
10. 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
11. two employees retrenched. Comment by Anne Richards:
Rewrite as one complete strong sentence Comment by Anne
Richards: Why? In next sentence give a brief quote why this
helps. Comment by Anne Richards: Make the change bigger.
Eg Major restructure with …
The impact falling on the affected people should be well
examined and analyzed. There may need to train employees
about the imminent changes. Employees should be assured of
effective training before they take up new roles or before they
receive demotion or shift in their workplace. Horizontal
movement may not have such a major impact as a vertical
movement. Training may be through online learning modules or
face to face training. A support structure should be set up to
provide staff with . It should be set up to assist people in
emotional support throughout the change process. Pollack,
2015). It also equips employees with relevant skills that are
practically necessary for adapting to these changes.
Comment by Anne Richards: It will be necessary to …
Why? Quote or reference Comment by Anne Richards: Although
face to face communication is proven to be more effective –
give reference
This system also builds positive behavior of employees.
Improving morale. Reference? It further equips them with
technical skills that may be relevant to achieve business goals
and objectives. In some instances,the incorporation of new
employees may lead to redundancies or bad structures that may
result in duplication of roles. An open door initiative may be set
up to aid the employees who may have questions. Prompt
support in giving out answers may help employees better
understand their roles. Comment by Anne Richards: What is
this? Elaborate why it is effective and provide source
Organizational activities to be engaged
What are some of the activities that will follow up on the
change plan in this discussion? Many activities need to be
undertaken practically to make this change a success.
Diagnostic activitiesexamining; the facts about the new system
12. should be set up should be examined. The cause of the shift in
the management change should be well established. Data
collection techniques should be engaged in this process.
Surveys, consultation interviews should be done to tell us why
this change is important. Yes so elaborate why staff feedback is
important strategy in building morale, giving ownership.
Reference Team building activities; various teams are supposed
to operate effectively concerning each other. The skills needed
to accomplish tasks should be well noted and ways established
on how they can be coordinated for a common goal (Lodgaard,
et al. S2016). √ The relationship between team members is the
key to establishing how well the team can relate. Comment by
Anne Richards: Why are education and training initiatives an
important part of this communication strategy Comment by
Anne Richards: Why? Rewrite as stronger sentence
A team leader with …. should be appointed to lead the
various teams towards a common purpose. Intergroup activities
should also be examined. These are activities that relate to the
effectiveness of interdependent groups. They relate to the
different tasks carried out by different groups operating as a
single system. The activities should interface in a process called
organizational mirroring. Survey feedback activities they are
somehow related to diagnosis activities. They can, however, be
considered a different group. They involve utilizing data by
analyzing it and using it to give productive feedback about the
proposed changes. Comment by Anne Richards: What type of
skills should this leader have? referemce Comment by Anne
Richards: Define and reference
Education and training activities as discussed above in the
plan should be practically carried out. These activities improve
the skills, knowledge, and abilities of individuals to take up the
new roles. Various ways of educating the employees may
include among others; isolating an employee and teaching him
or her away from other workmates. The teaching may be geared
towards equipping one with technical know-how or simply
making one more competent for the job. Structural activities are
13. simply ones that check the effectiveness of the system
(Lodgaard, 2016). They look at organizational structure and
ways in which technical resources can be mobilized to achieve a
given goal.
Strategic management activities; these are done by the
management to help them reflect on the organization`s long
term goals. The top management compares the eminent change
with the mission and vision of the organization. They look at
the upcoming opportunities that may be accrued as a result of
this change. They involve forecasting the future demand and the
effects the external environment may have on the business.
Factors like competition are well analyzed. This is a critical
process since bringing in new employees will mean more wage
bill for the organization.
The convergence of planning organizational development and
communication into a cohesive strategy
After a comprehensive plan has been created as
highlighted above, the next step will be to communicate this
plan into a strategy. What strategies are we going to employ to
implement this change in organizational management? Key in
implementing this change is making official communication to
the affected employees and all the workforce in general.
Official communication will then be followed by a face to face
with the affected person. Zeps, & Ribickis, 2015).
Communication will be through all mediums to avoid
contradictions. The communication should be made politely and
professionally detailing the reason for the action. The
communication about change in the management should be
pegged on the mission, vision, core values of an organization
and above all should be in line with the terms and conditions as
elaborated in the contract. Care should be taken as not to create
a lawsuit against the organization. Demotion and employment of
new taskforce should be carried out in line with the legal
frameworks of a company. Comment by Anne Richards:
Many of previous steps can be part of communication strategy
Comment by Anne Richards: Staff at all levels.
14. Affected employees will have additional face to face
communication channels ….
Support is needed to effect this change. The process begins
by identifying various stakeholders who can aid in this change.
They should be persons who can help in the future. People who
may not aid in the process of change should also be noted down.
A few internal staffguys who may help in program
implementation should also be engaged. This could be
technology experts. Clear goals should then be communicated
after effecting the change. The desired outcome should now be
made official. The goals should be specific and measurable.
Zeps, A., & Ribickis, L. (2015). Ambiguities of purpose should
be eliminated. Responsibilities will then be re-assigned to the
new structure formed and everyone given specific roles to carry
out. Comment by Anne Richards: affect Comment by Anne
Richards: incorporate idea of change champions. What are these
and what do they achieve. Reference this.
Duplication of roles as highlighted in the plan should be
done away with. After the employees have known their specific
roles, the goals are then transformed into strategies and made
policies of the organization. Employees will now have to work
towards a common good. Periodic training as highlighted above
is key at this stage. Frequent training will assure the taskforce
of quality output. The new system should then be evaluated
frequently to establish its bottlenecks and hence improved.
Implementation tactics to be used and why?
Implementing the change in an organization is hectic. It
will need a lot of strategies to enable the process to work
efficiently. There are several ways in which this will be carried
out; Employees will readily accept change when management
itself supports the change. The board of governors and the
C.E.O. of an organization should be the first people to
communicate and elaborate on the usefulness of this change.
This tactic has an advantage of brainwashing the junior
employees to think that change is inevitable and that it is for
their common good. A chairman of the board communication
15. will be viewed as from a government directive and therefore
will be absorbed quickly with little resistance. Zeps & Ribickis,
2015). All the top-level management should talk about the
change in unison. They should all be advocating for its
implementation. This will leave the affected taskforce with no
otherwise but to accept the change.
The cause for changes should be a good campaign tool for
change. Customer feedback, surveys and all forms of data
should be used to effect the change. There is no way an
employee will reject the change if he or she is the cause of
customer complaints. The complaint may be such as sluggish
customer service, abusive language towards customers and
overly pricing of commodities in case of a sales manager. The
change will be inevitable in this case.
Employees themselves should be used to effect change. They
should give views about the changes. If their salaries are too
low, they may suggest a reduction in the workforce. If for
instance, there is too much work against the available taskforce,
they may suggest the hiring of more stuff like in this study.
Removing barriers in implementing change cannot be
neglected. Barriers are hindrances in the process of carrying out
change. This may be the employees themselves or other
departments. This may require adequate training and capacity
building. Why do people resist change and why is this normal/to
be expected? Elaborate and provide reference
Celebrate the success of the changes as they are implemented.
Yes but why? Provide source This motivates the employee to
feel part of the process and anticipate to learn more about the
changes. This is a psychological tactic.
Future-proofing to sustain change and development of the
organization
After the changes have been fully adopted, there is a need
to sustain their implementation even in the future. Several ways
and strategies are required to make this process a single. For the
organization to fully adopt these changes in the present and the
new future, some techniques as highlighted below should be
16. employed. The new management structure should be
documented and made an organization policy. This should be
implemented even if the new management leaves the office. An
organization is an artificial person. It exists on its own.
Frequent evaluation of the present structure of management and
the size of the task force should be done to establish any
shortcomings. Pimentel, & Major, 2016). Comment by
Anne Richards: Ongoing consultation and monitoring stratey.
Why? Reference
References
Butler, W. H., Monroe, A., & McCaffrey, S. (2015).
Collaborative implementation for ecological restoration on US
public lands: implications for legal context, accountability, and
adaptive management. Environmental Management, 55(3),
564-577.
Pollack, J. (2015). Understanding the divide between the theory
and practice of organizational change. Organizational Project
Management, 2(1), 35-52.
Lodgaard, E., Ingvaldsen, J. A., Gamme, I., & Aschehoug, S.
(2016). Barriers to lean implementation: perceptions of top
managers, middle managers, and workers. Procedia CIRP,
57, 595-600.
Zeps, A., & Ribickis, L. (2015). Strategy development and
implementation–process and factors influencing the result:
a Case study of Latvian organizations. Procedia-Social and
Behavioral Sciences, 213, 931-937.
Slater, M. J., Evans, A. L., & Turner, M. J. (2016).
17. Implementing a social identity approach for effective change
management. Journal of Change Management, 16(1), 18-37.
Pimentel, L., & Major, M. (2016). Key success factors for
quality management implementation: evidence from the
public sector. Total Quality Management & Business
Excellence, 27(9- 10), 997-1012.