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LDR/535 v4 LDR/535 v4 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart Organizational Information Select an organization that needed a change to its culture as you complete the organizational change information chart. For each type of information listed in the first column, include details about the organization in the second column. Indicate your suggested actions for improvement in the third column. Type Details Suggested Actions for Improvement Vision Insert the organization’s vision. Mission Insert the organization’s mission. Purpose Insert the organization’s purpose. Values Insert a list of the organization’s values. Diversity and Equity Insert the types of the diversity and equity observed in the organization. Inclusion Insert examples of overall involvement of diverse groups inclusion in decision-making and process change. Goal Identify the goal set for organizational change. Strategy Identify the implementation strategies followed to implement the organizational change. Communication Identify the communication methods used to communicate organizational change and the change progress. Organizational Perceptions Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale: 1. Strongly disagree 2. Somewhat disagree 3. Neither agree nor disagree 4. Somewhat agree 5. Strongly agree Statement Rating (1 – 5) Employees know the organization’s vision. Employees know the organization’s mission. Employees know the organization’s purpose. Employees know the organization’s values. Overall, the organization is diverse and equitable. Diverse groups are included in decision making and processes for change. The change goal was successfully met. The implementation strategies were effective. The organization’s communication about the change was effective. Kotter's 8-Steps to Change Consider the goal for organizational change that you identified and the existing organizational culture. For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation: 1. Never observed 2. Rarely observed 3. Sometimes observed 4. Often observed Identify actions you suggest for improvement in the third column. Step Name Rating (1 – 4) Suggested Actions for Improvement Step 1: Create Urgency. Step 2: Form a Powerful Coalition. Step 3: Create a Vision for Change. Step 4: Communicate the Vision. Step 5: Remove Obstacles. Step 6: Create Short-Term Wins. Step 7: Build on the Change. Step 8: Anchor the Changes in Corporate Culture. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoe.
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LDR535 v4Organizational Change ChartLDR535 v4Page 2 of 2.docx
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 2 of 2
Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
Type
Details
Suggested Actions for Improvement
Vision
Insert the organization’s vision.
Mission
Insert the organization’s mission.
Purpose
Insert the organization’s purpose.
Values
Insert a list of the organization’s values.
Diversity and Equity
Insert the types of the diversity and equity observed in the organization.
Inclusion
Insert examples of overall involvement of diverse groups inclusion in decision-making and process change.
Goal
Identify the goal set for organizational change.
Strategy
Identify the implementation strategies followed to implement the organizational change.
Communication
Identify the communication methods used to communicate organizational change and the change progress.
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale:
1. Strongly disagree
2. Somewhat disagree
3. Neither agree nor disagree
4. Somewhat agree
5. Strongly agree
Statement
Rating (1 – 5)
Employees know the organization’s vision.
Employees know the organization’s mission.
Employees know the organization’s purpose.
Employees know the organization’s values.
Overall, the organization is diverse and equitable.
Diverse groups are included in decision making and processes for change.
The change goal was successfully met.
The implementation strategies were effective.
The organization’s communication about the change was effective.
Kotter's 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation:
1. Never observed
2. Rarely observed
3. Sometimes observed
4. Often observed
Identify actions you suggest for improvement in the third column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
Step 2: Form a Powerful Coalition.
Step 3: Create a Vision for Change.
Step 4: Communicate the Vision.
Step 5: Remove Obstacles.
Step 6: Create Short-Term Wins.
Step 7: Build on the Change.
Step 8: Anchor the Changes in Corporate Culture.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
image1.png
.
LDR535 v4LDR535 v4Organizational Change ChartLDR535 v4P.docx
LDR/535 v4
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 4 of 4
Organizational Change Chart
LDR/535 v4
Page 4 of 4
Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
Type
Details
Suggested Actions for Improvement
Vision
State Farm's ultimate goal is to have its goods and services be the ones that consumers choose above competitors every time.
Some of the more recent hires lacked familiarity with the company's long-term goals. Repetition of the vision statement is important for ingraining it in the minds of personnel.
Mission
State Farm's purpose is to aid its customers in dealing with life's normal pitfalls, bouncing back from the unexpected, and realizing their ambitions.
The company's stated objective provides a clear direction for everyone's efforts.
Purpose
To help others in the community by always being available to our clients
Everyone who works for the firm is aware of the mission of the business, which is to give customers the impression that they can depend on us at all times.
Values
Relationships and services that are of the highest quality; mutual trust; honesty and reliability; and a solid financial footing.
The same values and principles that we uphold are the foundation of our organization's success.
Diversity and Equity
Diversity in every aspect, such as the staff, the market, the community, and the ties with the many suppliers.
The diversity of State Farm's workforce is a key factor in the company's success. They are pretty pleased with the culture that they have developed, which encourages people to behave in a manner that is authentic to who they are at all times.
Inclusion
Improvements in education, volunteerism, and supplier ties
The employee resource groups (ERGs) serve as a venue in which employees may network with one another, learn new skills, and spread knowledge that is not only beneficial to the company but also to its clients, its community partners, and the people who live and work in the area.
Goal
The purpose of this project is to revamp our company's operations so that they better meet the requirements of the companies that we service and the long-term objectives of the firm.
Place more emphasis on streamlining departments that have too many layers of administration and staff.
Strategy
Executive positions, responsibilities, and reporting structures
Because of the sale and leasing of HUB sites, a significant number of workers have been transferred to other locations, and the management team has been reorganized in a manner that isn't really necessary.
Communication
Directors, conferences, electronic mail, and an internal network.
Please alert everyone so that they may know what is happe.
OL 663 Final Project Guidelines and Rubric Overview .docx
OL 663 Final Project Guidelines and Rubric
Overview
To be an effective leader, one must be able to lead change efforts in a way that is collaborative and demonstrates the culture of the organization. At some point,
all leaders will be tasked with either leading an organizational change effort or being part of upper-level team planning and implementation of an organizational
change effort.
Your final project in this course is the development of a change plan based on a case study. Your plan will utilize Kotter’s change implementation plan
components for an organization. Kotter’s plan will take you through steps that demonstrate what should be looked at during each step of a change effort.
Changes take time to implement, and it is vital that all aspects of an organization are considered when making these changes.
This project addresses the following course outcomes:
Determine the root causes and driving forces for effectively implementing an organizational change effort
Diagnose gap differences between current situations and targeted goals of change efforts for determining the needs of a change effort
Analyze the impact of a change effort for its implications on the roles of employees
Predict areas and causes of resistance within an organization to develop a well-informed, effective change plan
Determine the communication needs in a change effort involving employees for successfully implementing a change effort
Enhance the influence of organizational culture on organizational change efforts
Prompt
In this project, you will develop a change plan based on a case study with stated objectives to accomplish an intended goal or goals. Once the objectives are
established, you will build backward from those goal(s) in order to develop a timeline for completion in a phase-by-phase sequence. This change plan will
analyze what is needed for the implementation of a change to be successful and things to look out for along the way.
Specifically, the following critical elements must be addressed:
I. Analysis and Diagnosis
A. What is the problem in need of addressing at this point in time? Describe which forces are driving the change effort.
B. How did this problem arise? Determine how this problem is currently impacting the organization.
C. Identify the specific organizational needs driving the change. Explain each.
D. Identify specific variables, conditions, issues, individuals, and other factors that will impact the change effort negatively. Describe how these
should be handled prior to planning the change effort.
E. What are the underlying causes of the problem? How should these be addressed?
F. Identify the gap between what the problem’s current situation is and what the hoped-for targeted outcome will be. Establish what needs to
occur to build a process to bridge this gap.
II. Developing a Change Plan Using Kotter’s Model for Implementing Organizational Change
A. Create Urgency.
OL 663 Milestone One Guidelines and Rubric In the final.docx
OL 663 Milestone One Guidelines and Rubric
In the final project, you will be developing a change plan for the “Alaska Airlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for
Leading Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfully
as a change intervention.
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first
two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the
change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 1 and 2.
This milestone will help you build Section I parts A and B of your final project.
A. Create Urgency
1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.
2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?
B. Build a Guiding Coalition
1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with
experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding
coalition as you see fit.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Urgency Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place,
but plan is misaligned with the
problem
Does not describe a plan to
create urgency within the
organization
20
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Change Plan:
Processes
Meets “Proficient” criteria, and
description is well supported
with examples
Identifies current pr.
NCV 3 New Venture Creation Hands-On Support Slide Show - Module1
The document discusses internal and external stakeholders of an organization. It defines stakeholders as any person or group with an interest in the business achieving its objectives. Internal stakeholders are inside the business, while external stakeholders are outside. It provides examples of common internal and external stakeholders. The document also discusses identifying and prioritizing stakeholder requirements, as well as differentiating relationships between stakeholders and the organization. It outlines steps to improve stakeholder relationships, including identifying key stakeholders, contributions/inducements, prioritizing them, measuring contributions/inducements, evaluating relationships, and ranking stakeholders by influence and expected outcomes.
Chap04
This document discusses strategic management and planning. It defines strategic management and planning, and explains the four stages of the strategic management process: strategic analysis, strategy formulation, strategy implementation, and evaluation and control. It also discusses conducting external and internal analysis, developing a vision and goals, identifying strategic alternatives, and ensuring effective strategy implementation through organizational culture and leadership.
NameDateCourse PSA Title _______________________.docx
Name:
Date:
Course:
PSA Title: _________________________
Opening Statement:
Role of Physical Educators:
Role of Sport Leaders:
Role of Exercise Scientists:
Strategies and Steps Individuals can do:
Word count:
MGT 420 Case study #4 Presentation worksheet:
Class
Names
Overview of the Organization:
1. Provide an overview of the chosen organization.
2. Justify the choice of the organization.
·
Why this organization?
3. Identify the change needed and how the issue has impacted the organization (
why is this a significant problem).
Good place to have a citation on both the slides + note pages
Organizational Subsystems in Need of Change Within the Organization:
1. Identify three of the subsystems in the organization that relate to the needed change that was identified.
2. Of the three subsystems chosen, identify the main subsystem that failed and led to the problem.
3. Provide a justification or explanation for choosing the main subsystem for change.
Remember an individual is not a subsystem, a department would be an example of a subsystem.
What is this the main subsystem (subsystem 1) and why?
Good place to have a citation on both the slides + note pages
Sub system 2
Sub systems 3
Impact of the Proposed Change on Two Other Organizational Subsystems:
1. Discuss how the proposed change will affect the other two subsystems identified.
2. Discuss any system realignment that may result from the changes proposed.
Explain how the change in the main sub system (subsystem 1) affect the other 2 sub-systems?
How will subsystem 2 change
How will subsystem 3 change
Subsystem Comparison to Another Organization:
1. Compare the chosen subsystem for change to the same subsystem in a different organization. The subsystem chosen should be from an organization that is successful in the area of change being proposed. Provide justification.
Compare the main sub system (subsystem 1) in your chose organization to the same sub system in a comparison organization
Good place to have a citation on both the slides + note pages
Satisfaction of Three Stakeholders:
1. Identify any three stakeholders in the organization affected by the proposed change.
2. Explain how the proposed change will satisfy each of the three stakeholders identified.
Identify 3 Stakeholders and how the change will affect them
Stakeholder 1 (and how they will be affected)
Stakeholder 2 (and how they will be affected)
Stakeholder 3 (and how they will be affected)
Good place to have a citation both the slides + note pages
Ethical and Social Responsibility
What does the organization’s website state about their view on ethics? Does the organization's published view on ethical standards conform to or differ from their practice(s)? Use the “
Four views of Ethics” to compare the published versus practiced ethical behavio.
Capstone Project Part V Action Plans Natasha House, Inc.docx
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Recommended
LDR535 v4Organizational Change ChartLDR535 v4Page 2 of 2.docx
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 2 of 2
Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
Type
Details
Suggested Actions for Improvement
Vision
Insert the organization’s vision.
Mission
Insert the organization’s mission.
Purpose
Insert the organization’s purpose.
Values
Insert a list of the organization’s values.
Diversity and Equity
Insert the types of the diversity and equity observed in the organization.
Inclusion
Insert examples of overall involvement of diverse groups inclusion in decision-making and process change.
Goal
Identify the goal set for organizational change.
Strategy
Identify the implementation strategies followed to implement the organizational change.
Communication
Identify the communication methods used to communicate organizational change and the change progress.
Organizational Perceptions
Considering the same organizational culture and change goal, rate your agreement from 1 to 5 in the second column with the statement in the first column. Use the following scale:
1. Strongly disagree
2. Somewhat disagree
3. Neither agree nor disagree
4. Somewhat agree
5. Strongly agree
Statement
Rating (1 – 5)
Employees know the organization’s vision.
Employees know the organization’s mission.
Employees know the organization’s purpose.
Employees know the organization’s values.
Overall, the organization is diverse and equitable.
Diverse groups are included in decision making and processes for change.
The change goal was successfully met.
The implementation strategies were effective.
The organization’s communication about the change was effective.
Kotter's 8-Steps to Change
Consider the goal for organizational change that you identified and the existing organizational culture.
For each of Kotter's 8-Steps to Change listed in the first column, rate whether you observed that step during the implementation process in the second column. Use the following scale to rate your observation:
1. Never observed
2. Rarely observed
3. Sometimes observed
4. Often observed
Identify actions you suggest for improvement in the third column.
Step Name
Rating (1 – 4)
Suggested Actions for Improvement
Step 1: Create Urgency.
Step 2: Form a Powerful Coalition.
Step 3: Create a Vision for Change.
Step 4: Communicate the Vision.
Step 5: Remove Obstacles.
Step 6: Create Short-Term Wins.
Step 7: Build on the Change.
Step 8: Anchor the Changes in Corporate Culture.
Copyright 2022 by University of Phoenix. All rights reserved.
Copyright 2022 by University of Phoenix. All rights reserved.
image1.png
.
LDR535 v4LDR535 v4Organizational Change ChartLDR535 v4P.docx
LDR/535 v4
LDR/535 v4
Organizational Change Chart
LDR/535 v4
Page 4 of 4
Organizational Change Chart
LDR/535 v4
Page 4 of 4
Organizational Change Chart
Organizational Information
Select an organization that needed a change to its culture as you complete the organizational change information chart.
For each type of information listed in the first column, include details about the organization in the second column.
Indicate your suggested actions for improvement in the third column.
Type
Details
Suggested Actions for Improvement
Vision
State Farm's ultimate goal is to have its goods and services be the ones that consumers choose above competitors every time.
Some of the more recent hires lacked familiarity with the company's long-term goals. Repetition of the vision statement is important for ingraining it in the minds of personnel.
Mission
State Farm's purpose is to aid its customers in dealing with life's normal pitfalls, bouncing back from the unexpected, and realizing their ambitions.
The company's stated objective provides a clear direction for everyone's efforts.
Purpose
To help others in the community by always being available to our clients
Everyone who works for the firm is aware of the mission of the business, which is to give customers the impression that they can depend on us at all times.
Values
Relationships and services that are of the highest quality; mutual trust; honesty and reliability; and a solid financial footing.
The same values and principles that we uphold are the foundation of our organization's success.
Diversity and Equity
Diversity in every aspect, such as the staff, the market, the community, and the ties with the many suppliers.
The diversity of State Farm's workforce is a key factor in the company's success. They are pretty pleased with the culture that they have developed, which encourages people to behave in a manner that is authentic to who they are at all times.
Inclusion
Improvements in education, volunteerism, and supplier ties
The employee resource groups (ERGs) serve as a venue in which employees may network with one another, learn new skills, and spread knowledge that is not only beneficial to the company but also to its clients, its community partners, and the people who live and work in the area.
Goal
The purpose of this project is to revamp our company's operations so that they better meet the requirements of the companies that we service and the long-term objectives of the firm.
Place more emphasis on streamlining departments that have too many layers of administration and staff.
Strategy
Executive positions, responsibilities, and reporting structures
Because of the sale and leasing of HUB sites, a significant number of workers have been transferred to other locations, and the management team has been reorganized in a manner that isn't really necessary.
Communication
Directors, conferences, electronic mail, and an internal network.
Please alert everyone so that they may know what is happe.
OL 663 Final Project Guidelines and Rubric Overview .docx
OL 663 Final Project Guidelines and Rubric
Overview
To be an effective leader, one must be able to lead change efforts in a way that is collaborative and demonstrates the culture of the organization. At some point,
all leaders will be tasked with either leading an organizational change effort or being part of upper-level team planning and implementation of an organizational
change effort.
Your final project in this course is the development of a change plan based on a case study. Your plan will utilize Kotter’s change implementation plan
components for an organization. Kotter’s plan will take you through steps that demonstrate what should be looked at during each step of a change effort.
Changes take time to implement, and it is vital that all aspects of an organization are considered when making these changes.
This project addresses the following course outcomes:
Determine the root causes and driving forces for effectively implementing an organizational change effort
Diagnose gap differences between current situations and targeted goals of change efforts for determining the needs of a change effort
Analyze the impact of a change effort for its implications on the roles of employees
Predict areas and causes of resistance within an organization to develop a well-informed, effective change plan
Determine the communication needs in a change effort involving employees for successfully implementing a change effort
Enhance the influence of organizational culture on organizational change efforts
Prompt
In this project, you will develop a change plan based on a case study with stated objectives to accomplish an intended goal or goals. Once the objectives are
established, you will build backward from those goal(s) in order to develop a timeline for completion in a phase-by-phase sequence. This change plan will
analyze what is needed for the implementation of a change to be successful and things to look out for along the way.
Specifically, the following critical elements must be addressed:
I. Analysis and Diagnosis
A. What is the problem in need of addressing at this point in time? Describe which forces are driving the change effort.
B. How did this problem arise? Determine how this problem is currently impacting the organization.
C. Identify the specific organizational needs driving the change. Explain each.
D. Identify specific variables, conditions, issues, individuals, and other factors that will impact the change effort negatively. Describe how these
should be handled prior to planning the change effort.
E. What are the underlying causes of the problem? How should these be addressed?
F. Identify the gap between what the problem’s current situation is and what the hoped-for targeted outcome will be. Establish what needs to
occur to build a process to bridge this gap.
II. Developing a Change Plan Using Kotter’s Model for Implementing Organizational Change
A. Create Urgency.
OL 663 Milestone One Guidelines and Rubric In the final.docx
OL 663 Milestone One Guidelines and Rubric
In the final project, you will be developing a change plan for the “Alaska Airlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for
Leading Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfully
as a change intervention.
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first
two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the
change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 1 and 2.
This milestone will help you build Section I parts A and B of your final project.
A. Create Urgency
1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.
2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?
B. Build a Guiding Coalition
1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with
experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding
coalition as you see fit.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Urgency Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place,
but plan is misaligned with the
problem
Does not describe a plan to
create urgency within the
organization
20
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Change Plan:
Processes
Meets “Proficient” criteria, and
description is well supported
with examples
Identifies current pr.
NCV 3 New Venture Creation Hands-On Support Slide Show - Module1
The document discusses internal and external stakeholders of an organization. It defines stakeholders as any person or group with an interest in the business achieving its objectives. Internal stakeholders are inside the business, while external stakeholders are outside. It provides examples of common internal and external stakeholders. The document also discusses identifying and prioritizing stakeholder requirements, as well as differentiating relationships between stakeholders and the organization. It outlines steps to improve stakeholder relationships, including identifying key stakeholders, contributions/inducements, prioritizing them, measuring contributions/inducements, evaluating relationships, and ranking stakeholders by influence and expected outcomes.
Chap04
This document discusses strategic management and planning. It defines strategic management and planning, and explains the four stages of the strategic management process: strategic analysis, strategy formulation, strategy implementation, and evaluation and control. It also discusses conducting external and internal analysis, developing a vision and goals, identifying strategic alternatives, and ensuring effective strategy implementation through organizational culture and leadership.
NameDateCourse PSA Title _______________________.docx
Name:
Date:
Course:
PSA Title: _________________________
Opening Statement:
Role of Physical Educators:
Role of Sport Leaders:
Role of Exercise Scientists:
Strategies and Steps Individuals can do:
Word count:
MGT 420 Case study #4 Presentation worksheet:
Class
Names
Overview of the Organization:
1. Provide an overview of the chosen organization.
2. Justify the choice of the organization.
·
Why this organization?
3. Identify the change needed and how the issue has impacted the organization (
why is this a significant problem).
Good place to have a citation on both the slides + note pages
Organizational Subsystems in Need of Change Within the Organization:
1. Identify three of the subsystems in the organization that relate to the needed change that was identified.
2. Of the three subsystems chosen, identify the main subsystem that failed and led to the problem.
3. Provide a justification or explanation for choosing the main subsystem for change.
Remember an individual is not a subsystem, a department would be an example of a subsystem.
What is this the main subsystem (subsystem 1) and why?
Good place to have a citation on both the slides + note pages
Sub system 2
Sub systems 3
Impact of the Proposed Change on Two Other Organizational Subsystems:
1. Discuss how the proposed change will affect the other two subsystems identified.
2. Discuss any system realignment that may result from the changes proposed.
Explain how the change in the main sub system (subsystem 1) affect the other 2 sub-systems?
How will subsystem 2 change
How will subsystem 3 change
Subsystem Comparison to Another Organization:
1. Compare the chosen subsystem for change to the same subsystem in a different organization. The subsystem chosen should be from an organization that is successful in the area of change being proposed. Provide justification.
Compare the main sub system (subsystem 1) in your chose organization to the same sub system in a comparison organization
Good place to have a citation on both the slides + note pages
Satisfaction of Three Stakeholders:
1. Identify any three stakeholders in the organization affected by the proposed change.
2. Explain how the proposed change will satisfy each of the three stakeholders identified.
Identify 3 Stakeholders and how the change will affect them
Stakeholder 1 (and how they will be affected)
Stakeholder 2 (and how they will be affected)
Stakeholder 3 (and how they will be affected)
Good place to have a citation both the slides + note pages
Ethical and Social Responsibility
What does the organization’s website state about their view on ethics? Does the organization's published view on ethical standards conform to or differ from their practice(s)? Use the “
Four views of Ethics” to compare the published versus practiced ethical behavio.
Capstone Project Part V Action Plans Natasha House, Inc.docx
Capstone Project Part V: Action Plans/ Natasha House, Inc
********The Paper covers all of the information that was previously submitted for Natasha House, Inc. Please put all of the information together to make one who paper. Please Include the abstract and conclusion as well as the references.********
A theme throughout this course has been that human and social services professionals constantly apply theories and processes to address issues and challenges. As a social change agent, leader, and advocate, you should be able to apply relevant theories and processes to implement and support change on a local and global scale. As always, codes of ethics should provide guidance as you attempt to bring about change. As the final step in the development of your strategic plan, you will develop an action plan for each year of the strategic plan. For example, your plan might start off with strategic goals at the local level with plans to take these goals national or international in following years of the strategic plan.
The Assignment (15–22 pages):
Guidelines for each section of the Assignment are provided below.
Part I. The Fundamentals (3–4 pages): The fundamentals of a strategic plan include identifying the core values, mission, and vision, which represent the organizational identification (ID). The Assignment requires you to develop the organizational ID for the agency, organization, or community for which you will develop a strategic plan.
1. Identify and describe the core values of the agency.
1. Discuss the degree to which those core values are aligned with advocacy, leadership, or social change.
2. Explain how those core values contribute to the well-being of individuals, groups, societies, or international communities.
2. Identify and describe the mission of the agency, organization, or community.
1. Evaluate whether the mission statement is aligned with the core values of the agency, organization, etc.
2. Describe whether the mission statement promotes advocacy, leadership, or social change.
3. Discuss whether the mission statement provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
3. Identify and describe the vision of the agency.
1. Evaluate whether the vision is aligned with the core values of the agency, organization, etc.
2. Describe whether the vision promotes advocacy, leadership, or social change.
3. Discuss whether the vision provides evidence of how the agency/organization contributes to the well-being of individuals, groups, societies, or international communities.
4. Identify and describe key stakeholders involved with the agency.
1. Discuss whether each stakeholder is internal or external to the agency/organization.
2. Describe the role each stakeholder has in the organization (i.e. leadership, management, staff, recipient of services, etc.).
3. Discuss how each stakeholder can be an essential element for gathering information to dev.
Organizational Change3e2This book is dedicat.docx
Organizational Change
3e
2
This book is dedicated to our partners: Heather, Bertha, and Steve.
3
Organizational Change
An Action-Oriented Toolkit
3e
Tupper F. Cawsey
Wilfrid Laurier University
Gene Deszca
Wilfrid Laurier University
Cynthia Ingols
Simmons College
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2016 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by any means,
electronic or mechanical, including photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Cawsey, T. F.
Organizational change: an action-oriented toolkit / Tupper F. Cawsey, Gene Deszca, Cynthia Ingols. — Third
edition.
pages cm
Includes index.
ISBN 978-1-4833-5930-4 (pbk.: alk. paper)
5
1. Organizational change. I. Deszca, Gene. II. Ingols, Cynthia. III. Title.
HD58.8.C39 2016
658.4′06—dc23 2015006458
This book is printed on acid-free paper.
Acquisitions Editor: Maggie Stanley
Associate Editor: Abbie Rickard
Editorial Assistant: Nicole Mangona
eLearning editor: Katie Bierach
Production Editor: Libby Larson
Copy Editor: Terri Lee Paulsen
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Bonnie Moore
Indexer: Will Ragsdale
Cover Designer: Michael Dubowe
Marketing Manager: Liz Thornton
6
Detailed Contents
7
Detailed Contents
Preface
Acknowledgments
Chapter 1: Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
Environmental Forces Driving Change Today
The Implications of Worldwide Trends for Change Management
Four Types of Organizational Change
Planned Changes Don’t Always Produce the Intended Results
Organizational Change Roles
Change Initiators
Change Implementers
Change Facilitators
Common Challenges for Managerial Roles
Change Recipients
The Requirements for Becoming a Successful Change Leader
Summary
Key Terms
End-of-Chapter Exercises
Chapter 2: Frameworks for Leading the Process of Organizational Change: “How” to Lead
Organizational Change
Differentiating How to Change From What to Change
The Processes of Organizational Change
(1) Stage Theory of Change: Lewin
Unfreeze
Change
Refreeze
(2) Stage Model of Organizational Change: Kotter
Kotter’s Eight-Stage Process
(3) Giving Voice to Values: Gentile
GVV and Organizational Change
(4) Emotional Transitions Through Change: Duck
Duck’s Five-Stage Change Curve
(5) Managing the Change Process: Beckhard and Har ...
318 6.1
1. According to the document, informal relationships within organizations are often more important than formal structures when it comes to getting work done and solving problems. Employees value being able to turn to others they respect for help rather than always having to go through management.
2. For change initiatives to be successful, management needs to understand and incorporate informal networks within the organization. They should analyze who the key informal leaders are and how information and relationships are shared.
3. The document discusses various models and tools that can be used to plan for and lead organizational change, including communicating the need for change, managing resistance, and using balanced scorecards and performance dashboards to monitor progress.
Analysis Of Change Models And Evolving Business Strategies For Proposed Chang...
This document discusses and analyzes three models of change management: ADKAR, Lewin's Three Stage Model, and Kotter's Eight Step Model. It provides an overview of each model, including the key steps and processes involved. The document also discusses some common barriers to change implementation at the organizational level, such as perception barriers, emotional barriers, psychological barriers, and environmental barriers. Finally, the literature review section summarizes several research papers on topics related to change management models, leadership's role in change processes, and comparing different approaches to change. The overall purpose is to analyze existing change management models and identify ways to address challenges to change implementation in dynamic business environments.
Admission starategu
This document describes the development of a web-based strategic planning application to help educational institutes improve their quality services. The application allows stakeholders to provide feedback, conduct SWOT analyses, identify thrust areas and goals, and develop action plans. It aims to automate the strategic planning process and reduce errors. The application was developed using Microsoft technologies like Visual Studio .NET and SQL Server. It will guide users through the strategic planning steps and provide strategic reports online for institutes.
Ch10 - Organisation theory design and change gareth jones
This document summarizes key points about organizational change from a chapter in an organizational theory textbook. It defines organizational change as moving from the present state to a desired future state to increase effectiveness. It discusses targets of change including human resources, functional resources, technological capabilities, and organizational capabilities. It also outlines forces that drive change like competition as well as resistances to change like inertia, power struggles, and uncertainty. Finally, it describes different types of evolutionary and revolutionary change and models for managing change like action research.
Mu0018 – change management
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
Mu0018 – change management
This document provides information about getting fully solved assignments for various MBA programs by emailing or calling with your semester and specialization. It includes details of assignment help available for subjects like Change Management in programs like MBADS, MBAFLEX, and PGDHRMN. It provides the credit details and evaluation scheme for a sample assignment with questions on topics like perspectives of organizational change, steps in a change management process, factors affecting choice of change strategy, organizational effectiveness, organizational culture, Kurt Lewin's model of change, and Burke-Litwin model of organizational performance and change. Students are advised to prefer emailing their requirements.
Mu0018 – change management
This document provides information about getting fully solved assignments for various MBA programs by emailing or calling with your semester and specialization. It includes details of assignment help available for subjects like Change Management in semesters 4 and 6 of the MBADS and MBAFLEX programs, and semester 2 of the PGDHRMN program. Instructions are given on answering all questions and the expected word count for longer questions.
Coalition Assessment: Approaches for Measuring Capacity and Impact
Coalition Assessment: Approaches for Measuring Capacity and Impact
Innovation Network
by Veena Pankaj, Kat Athanasiades, and Ann Emery
February 2014
Download the paper here: www.innonet.org/research
Why assess coalition capacity? How should a coalition be assessed? How can coalition assessment data be analyzed and used?
Coalitions are an important tool in the advocacy and policy change toolbox. They can be used to promote an issue, increase visibility, and eventually propel an issue to the forefront of a political or social agenda. They can provide a lot of horsepower—harnessing the combined power and expertise of many entities all at once. And they are a valuable technique for crafting more durable solutions generated by a broad constituency. For all of these reasons, developing and strengthening coalitions is a common strategy among advocates and advocacy funders.
For evaluators, coalition assessment is a growing field of experimentation and learning. Innovation Network has been evaluating coalitions since 2006, beginning with the Coalition for Comprehensive Immigration Reform, a national effort to secure passage by the U.S. Congress for comprehensive immigration reform. Over the years, we have evaluated many different types of coalitions throughout the United States. Our coalition partners have worked at national, state, regional, and local levels on a variety of advocacy and policy change goals, such as healthy community design or childhood nutrition. This white paper provides practitioners and funders with insights into the coalition assessment process along with concrete examples and lessons we’ve learned from our own work.
Generative Power
in
Organization:
Building
an
Evolutionary
Driver
Generative Power
in
Organization:
Building
an
Evolutionary
Driver2013 ITC Integral Theory Conference
A complex, multifaceted and little discussed construct, power nevertheless influences every relationship in our lives, every context we show up in. Historically humanity has struggled deeply with this facet of our existence. These struggles frequently leave us either limp with frustration or pumped up like puffer fish on our own importance. And when events in our world reach crescendos of chaos and limited resource, the application of power has a nasty track record. Despite the direct relevance of this topic to the quality of our human lives and that of the entire planet, power remains a philosophical runt and a practical hornet’s nest. This paper is an invitation to an ongoing dialogue around and concrete practice of healthy, ethical forms of power in our everyday contexts.
Building on the work of Integral, organizational, and developmental theorists, this presentation offers a summary of some new frameworks for understanding power, its application and its contexts. We will then dive into the concrete tools and practices that provide us with a much-needed set of levers for instituting healthier and more ethical expressions of power in any organizational context. Using case studies from the application of this set of tools in a range of organizations, I discuss what appears to work in practice and the theory behind the practice. Stress management and change management
This document provides an overview of organizational behavior and change management concepts. It begins with learning objectives that cover forces for change, resistance to change, Lewin's change model, organizational development, stress management, and creating a learning organization. It then defines key terms and concepts, provides examples, and outlines models and approaches for managing change, including Lewin's three-step model, Kotter's eight steps, action research, and appreciative inquiry. The document also addresses contemporary issues like technology, innovation, and culture related to change management.
ERP Implementation Strategies
Welcome to our comprehensive course on Creating an Implementation Plan for ERP, where we will explore various strategies and best practices to ensure a successful and seamless ERP implementation. Throughout this course, we will provide an overview of different ERP implementation strategies, such as phased rollout, parallel adoption, and pilot approach, allowing you to assess the pros and cons of each strategy and select the most appropriate one for your organization. We will delve into the inherent challenges of ERP implementation and guide you in building a cross-functional implementation team to navigate these challenges effectively. Change management considerations and techniques will be emphasized to foster a smooth transition and maximize user adoption. Additionally, we will cover the importance of creating a robust communication plan to manage stakeholder expectations throughout the implementation process, as well as risk mitigation strategies to minimize potential disruptions. By the end of this course, you will be equipped with the knowledge and tools to create an effective implementation plan that sets the stage for a successful ERP deployment within your organization.
BUS137 Chapter 4
The document outlines the strategic planning process and key concepts in strategic management. It discusses the following:
1. The strategic planning process involves analyzing internal/external factors, generating goals/plans, evaluating alternatives, selecting goals/plans, implementing, and monitoring performance.
2. Strategic planning determines long-term goals and strategies while tactical and operational planning focus on medium-term and short-term goals.
3. A company develops strategy by analyzing strengths/weaknesses and opportunities/threats to gain a competitive advantage in its industry.
Organizational effectiveness and change mgt
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
Organizational effectiveness and change mgt
This document discusses various approaches to measuring organizational effectiveness:
1. The goal attainment approach measures effectiveness based on an organization achieving its predetermined goals.
2. The systems theory approach views an organization as an open system that must adapt to its environment to remain effective. Key factors include adaptability, flexibility, and integrating with the larger system.
3. The strategic constituency approach integrates goals and systems approaches by considering the expectations of important groups that determine an organization's effectiveness like employees, customers, and owners.
Developing capacity to implement the COS toolkit
The document outlines the steps for organizations to develop or enhance a consumer operated service using Ohio's COS Toolkit. The steps include: 1) assessing organizational readiness for change, 2) choosing a tier-specific consumer operated service path by matching criteria to the organization's current status, 3) implementing a tier-specific project plan by editing criteria, integrating barriers, and assigning responsibilities/timelines. The overall goal is to help organizations sequentially implement consumer operated services through detailed planning.
Strategic Advocacy Framework (1)
This document provides a strategic advocacy framework to help organizations like Chintan monitor and evaluate their advocacy efforts. It recommends that Chintan develop a theory of change to integrate its programs, goals, and mission. The framework includes defining goals and interim outcomes and tracking activities. Monitoring and evaluation can help Chintan understand what is effective, adapt strategies, and demonstrate progress. However, advocacy can be difficult to evaluate due to shifting timelines and strategies. The document provides recommendations for Chintan to plan advocacy in its organizational context and become a learning organization that regularly reviews lessons from its work.
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docx
Page 1
Question 1. 1. (TCO All) For the next set of questions , you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover:
TCO A - Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees.
TCO B - Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models” are used in Change Management, for diagnosing an organization’s need for change.
TCO C - Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization.
TCO D - Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change.
TCO E - Given a selected Change Management implementation “model”, determine the causes of change and develop a plan of action to implement the change.
TCO F - Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change.
TCO G - Given that developing a “vision for change” and communicating that “vision” is a critical part of the change process, analyze the key elements of the “vision for change” and develop a strategy to communicate the change to the stakeholder.
TCO H - Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning” organization, develop a plan to implement change in a sustainable manner that can be applied to any change.
Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected.
State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.
· Include in the answer the name of the company you are discussing.
· Explain/analyze why you think this way.
(Points : 35)
Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to refe.
You will be doing a Health Policy Analysis Power Point on a releva.docx
You will be doing a Health Policy Analysis Power Point on a relevant medical issue in the Metro Detroit Area. Choose ONE.
You must include 1-2 scholarly sources WITHING THE PAST 5 YEARS to support the BACKGROUND, LANDSCAPE, OPTIONS AND RECOMMEDATIONS. IF YOU THIS IS NOT INCLUDED I WILL ASK THAT YOU RE-DO THE ASSIGNMENT
SPEAKER NOTES ARE REQUIRED
Research a healthcare issue that has been identified in your local community. Develop a power point presentation with speaker notes. You will then use the power point during your Kaltura recording. Structure a health policy analysis presentation that addresses the following topics particular to your health problem.
· Problem Statement
· Background
· Landscape
· Options
· Recommendations
Problem statement: Defines the problem addressed in the analysis
Background: Provides factual information needed to understand the problem
Landscape: Reviews the various stakeholders and their concerns
Options: Describes and analyzes several options to address the problem
Recommendation: Offers one option as the best action to pursue
.
Which of the three major sociological approaches to understanding so.docx
Which of the three major sociological approaches to understanding social problems related to work and the economy do you most prefer? Why?
Requirements (due Wednesday
before midnight):
Be Substantive.
Minimum of 250-words to 500-words (must have footnotes)
Must provide scholarly or current events in text citation (textbook, other scholarly/peer-reviewed sources found in the school's library database, internet sources ending in .gov or .edu; or newspapers) – Minimum of 2 references
Address current political climate and election
.
Throughout the course we have examined that the African American com.docx
Throughout the course we have examined that the African American communities have changed drastically as more Americans have become aware of the injustices faced by millions of people of color. Analyzing African American history, examine the historical processes that led to Black Lives Matters.
.
UnderstandingCultureFood,Faith,&CultureDr.FredFoy.docx
Understanding Culture
Food, Faith, & Culture
Dr. Fred Foy Strang
For this exercise you are conducting anthropological “field research” through participation,
participant observation, and data recording. This is a simple foray into the field so it does not
include a formal literature review or establishment of hypotheses. Our task is simply to
experience and reflect upon a ‘hands-on’ opportunity for actual observation, data recording, and
preliminary analysis.
Food is an important part of everyone’s culture. Food is also connected to religious
observance and spiritual ritual for many different faiths, including Christianity, Judaism,
Islam, Hinduism and Buddhism. The role of food in cultural practices and religious beliefs is
complex and varies among individuals and communities.
Focus on the Issue (Food, Faith, & Culture)
• To examine local and non-indigenous cultural influences reflected at various at public
eateries?
• To discover where these distinctives find convergence or how local culture is
reflected in the eatery/food.
• To observe social dynamics and cultural practices in public eateries and postulate
connections to local culture and/or religion.
Focus on Observation
What are the surroundings? What are people wearing? What language(s)/dialect(s) is/are
spoken? What customs are observed? Who is involved in these customs? What do you
notice about the participants (workers/owners/customers).
Focus on Interaction
Who is serving you? What do you observe about their work? Are their other people
involved in the establishment? What are their roles? You are encouraged to engage in ‘non-
directive interviewing’ on the topic of food and its relationship to culture & religion. (This is
simply getting a responder to talk and converse about a certain subject as opposed to
‘directive interviewing’ which asks specific questions or utilizes surveys.)
Focus on Participation
Place an order for something to eat. How is the food you ordered and will eat related to the
cultural influences you are observing? How do you pay for your food and recognize the
service you received?
Focus on Analysis
(This will be a minimum of 4 double spaced pages and a maximum of 7).
Document your research in a formal report format. Include in your analysis preliminary
answers to the initial issues. Finally, postulate a relationship between food, culture and faith.
What questions require further research? What kind of research might that be?
.
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Organizational Change3e2This book is dedicat.docx
Organizational Change
3e
2
This book is dedicated to our partners: Heather, Bertha, and Steve.
3
Organizational Change
An Action-Oriented Toolkit
3e
Tupper F. Cawsey
Wilfrid Laurier University
Gene Deszca
Wilfrid Laurier University
Cynthia Ingols
Simmons College
4
FOR INFORMATION:
SAGE Publications, Inc.
2455 Teller Road
Thousand Oaks, California 91320
E-mail: [email protected]
SAGE Publications Ltd.
1 Oliver’s Yard
55 City Road
London EC1Y 1SP
United Kingdom
SAGE Publications India Pvt. Ltd.
B 1/I 1 Mohan Cooperative Industrial Area
Mathura Road, New Delhi 110 044
India
SAGE Publications Asia-Pacific Pte. Ltd.
3 Church Street
#10-04 Samsung Hub
Singapore 049483
Copyright © 2016 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by any means,
electronic or mechanical, including photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Cawsey, T. F.
Organizational change: an action-oriented toolkit / Tupper F. Cawsey, Gene Deszca, Cynthia Ingols. — Third
edition.
pages cm
Includes index.
ISBN 978-1-4833-5930-4 (pbk.: alk. paper)
5
1. Organizational change. I. Deszca, Gene. II. Ingols, Cynthia. III. Title.
HD58.8.C39 2016
658.4′06—dc23 2015006458
This book is printed on acid-free paper.
Acquisitions Editor: Maggie Stanley
Associate Editor: Abbie Rickard
Editorial Assistant: Nicole Mangona
eLearning editor: Katie Bierach
Production Editor: Libby Larson
Copy Editor: Terri Lee Paulsen
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Bonnie Moore
Indexer: Will Ragsdale
Cover Designer: Michael Dubowe
Marketing Manager: Liz Thornton
6
Detailed Contents
7
Detailed Contents
Preface
Acknowledgments
Chapter 1: Changing Organizations in Our Complex World
Defining Organizational Change
The Orientation of This Book
Environmental Forces Driving Change Today
The Implications of Worldwide Trends for Change Management
Four Types of Organizational Change
Planned Changes Don’t Always Produce the Intended Results
Organizational Change Roles
Change Initiators
Change Implementers
Change Facilitators
Common Challenges for Managerial Roles
Change Recipients
The Requirements for Becoming a Successful Change Leader
Summary
Key Terms
End-of-Chapter Exercises
Chapter 2: Frameworks for Leading the Process of Organizational Change: “How” to Lead
Organizational Change
Differentiating How to Change From What to Change
The Processes of Organizational Change
(1) Stage Theory of Change: Lewin
Unfreeze
Change
Refreeze
(2) Stage Model of Organizational Change: Kotter
Kotter’s Eight-Stage Process
(3) Giving Voice to Values: Gentile
GVV and Organizational Change
(4) Emotional Transitions Through Change: Duck
Duck’s Five-Stage Change Curve
(5) Managing the Change Process: Beckhard and Har ...
318 6.1
1. According to the document, informal relationships within organizations are often more important than formal structures when it comes to getting work done and solving problems. Employees value being able to turn to others they respect for help rather than always having to go through management.
2. For change initiatives to be successful, management needs to understand and incorporate informal networks within the organization. They should analyze who the key informal leaders are and how information and relationships are shared.
3. The document discusses various models and tools that can be used to plan for and lead organizational change, including communicating the need for change, managing resistance, and using balanced scorecards and performance dashboards to monitor progress.
Analysis Of Change Models And Evolving Business Strategies For Proposed Chang...
This document discusses and analyzes three models of change management: ADKAR, Lewin's Three Stage Model, and Kotter's Eight Step Model. It provides an overview of each model, including the key steps and processes involved. The document also discusses some common barriers to change implementation at the organizational level, such as perception barriers, emotional barriers, psychological barriers, and environmental barriers. Finally, the literature review section summarizes several research papers on topics related to change management models, leadership's role in change processes, and comparing different approaches to change. The overall purpose is to analyze existing change management models and identify ways to address challenges to change implementation in dynamic business environments.
Admission starategu
This document describes the development of a web-based strategic planning application to help educational institutes improve their quality services. The application allows stakeholders to provide feedback, conduct SWOT analyses, identify thrust areas and goals, and develop action plans. It aims to automate the strategic planning process and reduce errors. The application was developed using Microsoft technologies like Visual Studio .NET and SQL Server. It will guide users through the strategic planning steps and provide strategic reports online for institutes.
Ch10 - Organisation theory design and change gareth jones
This document summarizes key points about organizational change from a chapter in an organizational theory textbook. It defines organizational change as moving from the present state to a desired future state to increase effectiveness. It discusses targets of change including human resources, functional resources, technological capabilities, and organizational capabilities. It also outlines forces that drive change like competition as well as resistances to change like inertia, power struggles, and uncertainty. Finally, it describes different types of evolutionary and revolutionary change and models for managing change like action research.
Mu0018 – change management
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
Mu0018 – change management
This document provides information about getting fully solved assignments for various MBA programs by emailing or calling with your semester and specialization. It includes details of assignment help available for subjects like Change Management in programs like MBADS, MBAFLEX, and PGDHRMN. It provides the credit details and evaluation scheme for a sample assignment with questions on topics like perspectives of organizational change, steps in a change management process, factors affecting choice of change strategy, organizational effectiveness, organizational culture, Kurt Lewin's model of change, and Burke-Litwin model of organizational performance and change. Students are advised to prefer emailing their requirements.
Mu0018 – change management
This document provides information about getting fully solved assignments for various MBA programs by emailing or calling with your semester and specialization. It includes details of assignment help available for subjects like Change Management in semesters 4 and 6 of the MBADS and MBAFLEX programs, and semester 2 of the PGDHRMN program. Instructions are given on answering all questions and the expected word count for longer questions.
Coalition Assessment: Approaches for Measuring Capacity and Impact
Coalition Assessment: Approaches for Measuring Capacity and Impact
Innovation Network
by Veena Pankaj, Kat Athanasiades, and Ann Emery
February 2014
Download the paper here: www.innonet.org/research
Why assess coalition capacity? How should a coalition be assessed? How can coalition assessment data be analyzed and used?
Coalitions are an important tool in the advocacy and policy change toolbox. They can be used to promote an issue, increase visibility, and eventually propel an issue to the forefront of a political or social agenda. They can provide a lot of horsepower—harnessing the combined power and expertise of many entities all at once. And they are a valuable technique for crafting more durable solutions generated by a broad constituency. For all of these reasons, developing and strengthening coalitions is a common strategy among advocates and advocacy funders.
For evaluators, coalition assessment is a growing field of experimentation and learning. Innovation Network has been evaluating coalitions since 2006, beginning with the Coalition for Comprehensive Immigration Reform, a national effort to secure passage by the U.S. Congress for comprehensive immigration reform. Over the years, we have evaluated many different types of coalitions throughout the United States. Our coalition partners have worked at national, state, regional, and local levels on a variety of advocacy and policy change goals, such as healthy community design or childhood nutrition. This white paper provides practitioners and funders with insights into the coalition assessment process along with concrete examples and lessons we’ve learned from our own work.
Generative Power
in
Organization:
Building
an
Evolutionary
Driver
Generative Power
in
Organization:
Building
an
Evolutionary
Driver2013 ITC Integral Theory Conference
A complex, multifaceted and little discussed construct, power nevertheless influences every relationship in our lives, every context we show up in. Historically humanity has struggled deeply with this facet of our existence. These struggles frequently leave us either limp with frustration or pumped up like puffer fish on our own importance. And when events in our world reach crescendos of chaos and limited resource, the application of power has a nasty track record. Despite the direct relevance of this topic to the quality of our human lives and that of the entire planet, power remains a philosophical runt and a practical hornet’s nest. This paper is an invitation to an ongoing dialogue around and concrete practice of healthy, ethical forms of power in our everyday contexts.
Building on the work of Integral, organizational, and developmental theorists, this presentation offers a summary of some new frameworks for understanding power, its application and its contexts. We will then dive into the concrete tools and practices that provide us with a much-needed set of levers for instituting healthier and more ethical expressions of power in any organizational context. Using case studies from the application of this set of tools in a range of organizations, I discuss what appears to work in practice and the theory behind the practice. Stress management and change management
This document provides an overview of organizational behavior and change management concepts. It begins with learning objectives that cover forces for change, resistance to change, Lewin's change model, organizational development, stress management, and creating a learning organization. It then defines key terms and concepts, provides examples, and outlines models and approaches for managing change, including Lewin's three-step model, Kotter's eight steps, action research, and appreciative inquiry. The document also addresses contemporary issues like technology, innovation, and culture related to change management.
ERP Implementation Strategies
Welcome to our comprehensive course on Creating an Implementation Plan for ERP, where we will explore various strategies and best practices to ensure a successful and seamless ERP implementation. Throughout this course, we will provide an overview of different ERP implementation strategies, such as phased rollout, parallel adoption, and pilot approach, allowing you to assess the pros and cons of each strategy and select the most appropriate one for your organization. We will delve into the inherent challenges of ERP implementation and guide you in building a cross-functional implementation team to navigate these challenges effectively. Change management considerations and techniques will be emphasized to foster a smooth transition and maximize user adoption. Additionally, we will cover the importance of creating a robust communication plan to manage stakeholder expectations throughout the implementation process, as well as risk mitigation strategies to minimize potential disruptions. By the end of this course, you will be equipped with the knowledge and tools to create an effective implementation plan that sets the stage for a successful ERP deployment within your organization.
BUS137 Chapter 4
The document outlines the strategic planning process and key concepts in strategic management. It discusses the following:
1. The strategic planning process involves analyzing internal/external factors, generating goals/plans, evaluating alternatives, selecting goals/plans, implementing, and monitoring performance.
2. Strategic planning determines long-term goals and strategies while tactical and operational planning focus on medium-term and short-term goals.
3. A company develops strategy by analyzing strengths/weaknesses and opportunities/threats to gain a competitive advantage in its industry.
Organizational effectiveness and change mgt
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
Organizational effectiveness and change mgt
This document discusses various approaches to measuring organizational effectiveness:
1. The goal attainment approach measures effectiveness based on an organization achieving its predetermined goals.
2. The systems theory approach views an organization as an open system that must adapt to its environment to remain effective. Key factors include adaptability, flexibility, and integrating with the larger system.
3. The strategic constituency approach integrates goals and systems approaches by considering the expectations of important groups that determine an organization's effectiveness like employees, customers, and owners.
Developing capacity to implement the COS toolkit
The document outlines the steps for organizations to develop or enhance a consumer operated service using Ohio's COS Toolkit. The steps include: 1) assessing organizational readiness for change, 2) choosing a tier-specific consumer operated service path by matching criteria to the organization's current status, 3) implementing a tier-specific project plan by editing criteria, integrating barriers, and assigning responsibilities/timelines. The overall goal is to help organizations sequentially implement consumer operated services through detailed planning.
Strategic Advocacy Framework (1)
This document provides a strategic advocacy framework to help organizations like Chintan monitor and evaluate their advocacy efforts. It recommends that Chintan develop a theory of change to integrate its programs, goals, and mission. The framework includes defining goals and interim outcomes and tracking activities. Monitoring and evaluation can help Chintan understand what is effective, adapt strategies, and demonstrate progress. However, advocacy can be difficult to evaluate due to shifting timelines and strategies. The document provides recommendations for Chintan to plan advocacy in its organizational context and become a learning organization that regularly reviews lessons from its work.
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docx
Page 1
Question 1. 1. (TCO All) For the next set of questions , you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover:
TCO A - Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees.
TCO B - Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models” are used in Change Management, for diagnosing an organization’s need for change.
TCO C - Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization.
TCO D - Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change.
TCO E - Given a selected Change Management implementation “model”, determine the causes of change and develop a plan of action to implement the change.
TCO F - Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change.
TCO G - Given that developing a “vision for change” and communicating that “vision” is a critical part of the change process, analyze the key elements of the “vision for change” and develop a strategy to communicate the change to the stakeholder.
TCO H - Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning” organization, develop a plan to implement change in a sustainable manner that can be applied to any change.
Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected.
State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.
· Include in the answer the name of the company you are discussing.
· Explain/analyze why you think this way.
(Points : 35)
Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to refe.
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Coalition Assessment: Approaches for Measuring Capacity and Impact
Coalition Assessment: Approaches for Measuring Capacity and Impact
Generative Power
in
Organization:
Building
an
Evolutionary
Driver
Generative Power
in
Organization:
Building
an
Evolutionary
Driver
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docx
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docx
More from alisondakintxt
You will be doing a Health Policy Analysis Power Point on a releva.docx
You will be doing a Health Policy Analysis Power Point on a relevant medical issue in the Metro Detroit Area. Choose ONE.
You must include 1-2 scholarly sources WITHING THE PAST 5 YEARS to support the BACKGROUND, LANDSCAPE, OPTIONS AND RECOMMEDATIONS. IF YOU THIS IS NOT INCLUDED I WILL ASK THAT YOU RE-DO THE ASSIGNMENT
SPEAKER NOTES ARE REQUIRED
Research a healthcare issue that has been identified in your local community. Develop a power point presentation with speaker notes. You will then use the power point during your Kaltura recording. Structure a health policy analysis presentation that addresses the following topics particular to your health problem.
· Problem Statement
· Background
· Landscape
· Options
· Recommendations
Problem statement: Defines the problem addressed in the analysis
Background: Provides factual information needed to understand the problem
Landscape: Reviews the various stakeholders and their concerns
Options: Describes and analyzes several options to address the problem
Recommendation: Offers one option as the best action to pursue
.
Which of the three major sociological approaches to understanding so.docx
Which of the three major sociological approaches to understanding social problems related to work and the economy do you most prefer? Why?
Requirements (due Wednesday
before midnight):
Be Substantive.
Minimum of 250-words to 500-words (must have footnotes)
Must provide scholarly or current events in text citation (textbook, other scholarly/peer-reviewed sources found in the school's library database, internet sources ending in .gov or .edu; or newspapers) – Minimum of 2 references
Address current political climate and election
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Throughout the course we have examined that the African American com.docx
Throughout the course we have examined that the African American communities have changed drastically as more Americans have become aware of the injustices faced by millions of people of color. Analyzing African American history, examine the historical processes that led to Black Lives Matters.
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UnderstandingCultureFood,Faith,&CultureDr.FredFoy.docx
Understanding Culture
Food, Faith, & Culture
Dr. Fred Foy Strang
For this exercise you are conducting anthropological “field research” through participation,
participant observation, and data recording. This is a simple foray into the field so it does not
include a formal literature review or establishment of hypotheses. Our task is simply to
experience and reflect upon a ‘hands-on’ opportunity for actual observation, data recording, and
preliminary analysis.
Food is an important part of everyone’s culture. Food is also connected to religious
observance and spiritual ritual for many different faiths, including Christianity, Judaism,
Islam, Hinduism and Buddhism. The role of food in cultural practices and religious beliefs is
complex and varies among individuals and communities.
Focus on the Issue (Food, Faith, & Culture)
• To examine local and non-indigenous cultural influences reflected at various at public
eateries?
• To discover where these distinctives find convergence or how local culture is
reflected in the eatery/food.
• To observe social dynamics and cultural practices in public eateries and postulate
connections to local culture and/or religion.
Focus on Observation
What are the surroundings? What are people wearing? What language(s)/dialect(s) is/are
spoken? What customs are observed? Who is involved in these customs? What do you
notice about the participants (workers/owners/customers).
Focus on Interaction
Who is serving you? What do you observe about their work? Are their other people
involved in the establishment? What are their roles? You are encouraged to engage in ‘non-
directive interviewing’ on the topic of food and its relationship to culture & religion. (This is
simply getting a responder to talk and converse about a certain subject as opposed to
‘directive interviewing’ which asks specific questions or utilizes surveys.)
Focus on Participation
Place an order for something to eat. How is the food you ordered and will eat related to the
cultural influences you are observing? How do you pay for your food and recognize the
service you received?
Focus on Analysis
(This will be a minimum of 4 double spaced pages and a maximum of 7).
Document your research in a formal report format. Include in your analysis preliminary
answers to the initial issues. Finally, postulate a relationship between food, culture and faith.
What questions require further research? What kind of research might that be?
.
The Elderly populationPowerPoint Presentation.Discuss the as.docx
The Elderly population
PowerPoint Presentation.
Discuss the aspects of your chosen vulnerable population.
Discuss the reason why is this group considered vulnerable.
Discuss what are the most common communicable diseases in this population, and why.
Discuss barriers to healthcare and access to care for your vulnerable population.
Use information technology to identify resources that will improve health outcomes of the vulnerable population.
Examine evidence based practices that improve health outcomes of the vulnerable population.
Discuss how the issues this group is facing relates to the community/public health nursing.
Minimum 10/maximum 15 slides, including speaker notes, excluding the title and reference slides.
.
The leader of your organization just resigned because they were arre.docx
The leader of your organization just resigned because they were arrested. You are now in charge of guiding the organization through the process of picking a new leader. Which model of leadership will you pick and why? Make the case for one by comparing and contrasting with the others. 5-7 scholarly sources.
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The Star Model™The Star Model™ framework for organization .docx
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
STUDENT REPLIESDISCUSSION 2STUDENT REPLY #1 Darlene Milan On.docx
STUDENT REPLIES
DISCUSSION 2
STUDENT REPLY #1 Darlene Milan
One major technological advancement I think will affect profiling practices in the future is CGT (Criminal Geographic Targeting). CGT is a computerized geographic profiling technique used in police investigations of complex serial crimes (Rossmo, 1995). A criminal analysis technique that uses the locations of a connected series of crime sites to determine the most probable area of the offender's residence. According to Rossmo, geography plays an important role in the offender's selection of suitable victims, which is why this program will be important in the future. The CGT produces a map showing specific details, for example, patrol saturation, grid and area searches, police information and record systems, outside agency databases, and zip code prioritization. This process includes investigation reports, witness statements, autopsy reports, and psychological profiles (1995). In addition, a detailed examination of a crime scene, interviews with lead investigators, crime analysts, and demographic data (Holmes & Holmes, 2004).
The computer revolution has arrived in our world and is becoming the next major advance in our arsenal of weapons against crime. The computer revolution has dramatically influenced the criminal justice system and is used to track crimes and criminals. The future of computerized monitoring, for example, is that of the Drug Enforcement Administration (DEA), which uses a tracking system called the Drug Abuse Warning Network (DAWN). In addition, computerized profiling may soon help law enforcement personnel define efficiently the types of personalities associated with violent crimes such as murder, rape, and serial murder (Holmes & Holmes, 2004).
References
Holmes, R. M., & Holmes, S. T. (2009). Profiling violent crimes: An investigative tool (4th ed.). Thousand Oaks, CA: Sage Publications, Inc.
STUDENT REPLY #2 Shaquanta Frazier
I think the technology advancements in criminal profiling in the future and I do believe that GPS and Drones will be more effective in the future because with GPS it can give the location of the suspect, it helps with high-speed chases, and it even help the law enforcement where the victim was last seen through their cellphones tower and GPS systems. GIS systems help with keeping track of police vehicles and give the department their location at any time. Drones give more adapt process of the suspect and it can help you cover more area to help in locating the suspect, give you more details of crime and help in finding evidence that law enforcement missed during their first investigation. Drones can reach harder places and can be beneficial to the crime scene.
References:
Legal Technology Advancements for the Criminal Justice System
Legal technology for the criminal justice system has evolved and allow them to work more efficiently. Learn more about the new legal tech.
Practice Panther
Significance Test
A significance test (hyp.
the elderly populationIdentify a vulnerable population or a comm.docx
the elderly population
Identify a vulnerable population or a community health issue and use what you have learned during this course using EBP to guide health technology, community resources, screening, outreach, referral and follow up to improve health outcomes in the community.
Must address all of the topics.
At least 200 words minimum 350 words maximum.
APA format, including a minimum of two references within a 5 year span.
.
TECH460Module 2Organization Profile and Problem Statement.docx
TECH460
Module 2
Organization Profile and Problem Statement
RubricCriteriaTotalSelection of Organization 30Identification of products and services40Analysis of potential improvements40Problem statement40Total150
The Organization
Coca Cola was founded in 1892 by John Pemberton.
Coca Cola does sell 2800 products in more than 200 countries.
It is one of the largest corporation in USA and biggest distributor of beverage in the world.
In 1978 , Coca Cola was the only company allowed to sell cold packaged in China.
Coca Cola invest heavily in the betterment of their corporation and keeping the employees up to date.
Still Coca Cola has got a lot of issues that they need to take into consideration.
Products and Services
Coca Cola Market, manufacture and sell rea, coffee, plant based drinks, juice dairy, sports drinks, water, soft drinks, finished beverages and concentrated syrups.
The product is available in more than 200 territories and countries.
Some of the most prominent drinks in the company includes.
Sprite
Vitamin WATER
Fuze Tea
Gold Peak Teas
Smartwater
Areas for Improvement with Technology
Dealing with rivals
Continuous market research using high technologies.
Continuous competitor analysis using AI or ML.
Integration of Customer Focus
Incorporating CRM using technology can enhance customer focus.
Management can effectively communicate with customers.
Sales promotion
Improving sales promotion using blockchain technology.
Using IoT for sales promotion.
Supplier Relationship Management
Using SRM software for managing supplier relationships.
Problem Statement
Coca Cola Company needs to focus on incorporating technology to enhance customer focus.
It is possible that incorporating CRM, also known as customer relationship management, into daily technical operations can help the company in becoming more customer-focused. It refers to a system that enables businesses to control their interactions with customers.
For instance, Coca-Cola may achieve this aim by implementing customer relationship management software. This would enable management to communicate with customers more successfully.
The management of the company will be able to identify consumer complaints more quickly, which will allow them to quickly and effectively address these problems.
With the combination of Internet of Things IoT and CRM, Coca-Cola Company can collect the customer data in a more efficient and effective way.
References
Li, B., & Li, Y. (2017). Internet of things drives supply chain innovation: A research framework. International Journal of Organizational Innovation, 9(3), 71-92.
Chin, J., Callaghan, V., & Allouch, S. B. (2019). The Internet-of-Things: Reflections on the past, present and future from a user-centered and smart environment perspective. Journal of Ambient Intelligence and Smart Environments, 11(1), 45-69.
De Cremer, D., Nguyen, B., & Simkin, L. (2017). The integrity challenge of the Internet-of-Things (IoT): on understanding its dark .
Step 1Select ONE of the following viral agents for your assignme.docx
Step 1
Select ONE of the following viral agents for your assignment.
Human papillomavirus, Influenza A, Hepatitis B, Rotavirus, Norovirus, Varicella-zoster, Ebola, Zika virus, West Nile virus
Step 2
Research the chosen viral agent to examine the anatomical structures and diseases associated with it.
Step 3
Using the template below, answer the following:
Where the organism is normally found and how is it spread?
What are the virulence factors of the organism?
What are the symptoms and incubation period of the infection caused by the organism?
How would you diagnose an infection caused by the organism?
Describe how the organism infects different organs and how the immune system responds to infection.
What is the current treatment plan for the infections caused by the organism and the treatment success rate?
What populations are most at risk for infection?
What environments and sources are associated with the organism?
What are some public health implications of the infection caused by the agent?
What precautions can the public take to prevent infections?
Assignment File(s)
Unit 3 Virus Template
[Word document
.
The Christianity ReligionAdiesa BurgessD.docx
The Christianity Religion
Adiesa Burgess
Dr. Mixon
PSYC-401
11 November 2022
The Christianity Religion
Christianity is the largest religion in the world. It involves a large number of people globally who adhere to it. The religion has a number of customs and tenets that have to do with dying, bereavement, rites of grieving, burial and cremation. One of the most active areas of inquiry worldwide has been attempting to comprehend how different religions view death. This subject is significant since everyone must undergo death at some point in their lives. Students that are studying religion and culture will find this information useful. Additionally, this information will be extremely helpful to anyone who is interested in Christianity or, more specifically, death.
Christians consider that a person's physical existence begins at birth and ends at death. They have a steadfast conviction that there is only one journey through this world, and it ends in death. Christians believe that each person only experiences death once during their lifetime and that it can happen to anyone at any time. Anyone can die, regardless of their age or gender; in other words, whether you're young or old, male or female, you must pass away. They hold the view that God, their heavenly and spiritual father, decides who lives and who dies as well as planning everyone's death (Vail III & Soenke 2018). They refer to death as God's will, which they are obligated to accept despite their heart desires. They believe there is life after death. They hold the view that after passing away, the souls of the deceased begin a new existence.
Undoubtedly, one of the most frequently discussed subjects in literature is death. Themes like pain and grief, love, perseverance, illness, and immortality are frequently depicted in combination with death and are hence closely tied to it. Death typically has themes of pain and grief, particularly when it affects persons who were close to the departed. Mourning stems from suffering and grief (Vail III & Soenke 2018). Mourning is the sentiment of sadness for another person's passing. Christians believe that after a death, the bereaved person's immediate family should get together and grieve with them. They view it as something that has an impact on society as a whole. They pray for God to comfort the family members during the period of grieving. They also give God, who they believe is in charge of the departed, the soul of the individual who has passed away.
Once an individual has passed away a ceremony is carried out to celebrate the life of the deceased person, a funeral ceremony. Some of the ceremonies are held publicly or privately depending on the choice of the family members. During the ceremony, they share about the person’s life and bury their body. After the funeral ceremony, the body is either buried or cremated. Burring involves covering the body underground while cremation involves burning the body into ashes. Death is a stage.
Review the term Significance Test in the Statistics Visual Learner.docx
Review the term Significance Test in the "Statistics Visual Learner" media piece.
When a newspaper or magazine article reports the results of a study and draws a conclusion without also reporting whether the results are statistically significant, what are the possible reasons for doing so? How seriously should you take the conclusion offered in such a study? Discuss.
.
Research Paper PresentationWith the information you gathered.docx
Research Paper Presentation
With the information you gathered for your Research Paper, you will now create an intriguing visual presentation and present it to the class.
Presentation should include following slides-
Introduction (1 slide)
literature review (2 slide)
Analysis of the literature (1slide)
Discussion paragraphs 1, 2, 3 (2 slide)
Conclusion (1slide)
Title page and reference list (2 slides)
Your presentation should be between 5-7 minutes long; practice it several times beforehand!
.
Step 1 You are a registered nurse who works with wound-care patien.docx
Step 1
You are a registered nurse who works with wound-care patients. J. S. is a 34-year-old woman who had a mastectomy six weeks ago. She developed a staph infection, and the surgical site was debrided as part of the treatment.
You now care for J. S. at her home and photograph her wound. The photos are sent to the multidisciplinary care team at the wound center. The team makes changes in the treatment plan based on your assessment and photographs of the wound. A physician in a nearby state also has a weekly video conference with J. S. about the plan of care.
.
Objectives Unacceptable Below Average Acceptable Above Average.docx
Objectives Unacceptable Below Average Acceptable Above Average Exemplary Score
0 Points 20 Points
Student did not make any
post in the discussion board
Student posts were on time
0 Points 5 Points 10 Points 15 Points 20 Points
No reference to any course
reading
Makes reference to
assigned readings; attempts
to cite the source
Makes references to course
and/or outside reading
material but citations do not
conform to an acceptable
citation format
Refers to and properly cites
in APA format course and/or
outside reading in initial
posting only
Refers to and properly cites
in APA format either course
materials or external
readings in initial posts and
responses
0 Points 5 Points 10 Points 15 Points 20 Points
No postings for which to
evaluate language and
grammar
Poorly written initial posting
and responses including
frequent spelling, structure,
and/or grammar errors
Communicates in friendly,
courteous, and helpful
manner with some spelling,
grammatical, and/or
structural errors
Contributes valuable
information with minor
grammatical or structural
errors
No spelling, structure, or
grammar errors in any
posting; Contributes to
discussion with clear,
concise comments
0 Points 5 Points 10 Points 15 Points 20 Points
No initial posting
Response was not on topic,
the message was unrelated
to assignment, and post was
less than 150 words
The initial posting did not
adequately address the
question posed in the forum;
superficial thought and
preparation
Initial posting demonstrates
sincere reflection and
answers most aspects of the
forum; full development
Initial posting reveals a solid
understanding of all aspects
of the task; uses factually
and relevand information;
and the length of the posting
is at least 150 words
0 Points 5 Points 10 Points 15 Points 20 Points
Student did not participate in
this forum
Student participated on but
did not respond to other
student posts
Student participated but only
responded to one
Student participated and
commented on two other
student's posts
Student actively
participated, responded to at
least two other students'
posts, and replied to other
students' comments on their
original post.
Total Score 0
Frequency of
Participation
Reference to
Course Readings
Language and
Grammar
DISCUSSION FORUM RUBRIC
Timeliness of
Forum Posting
Quality of Initial
Posting
Module 6: Suicide
Suicide: Definition
An individual Act to cause his or her own death
(No one else is involved)
WITH
The Intention to Die
Suicide
• Suicide is one of the leading causes of death
in the world
o It is estimated that 700,000 people die of it each
year, with 31,000 suicides per year in the U.S.
alone
• Many more unsuccessfully attempt suicide
than actually succeed
o Such attempts are called “parasuicides”
Suicide
• It is difficult to obtain accurate figures on
suicide rates
o Many “accidents” may be inte.
Marketing Plan Analysis and Presentation Part 1– Rese.docx
Marketing Plan Analysis and Presentation: Part 1– Research
Company Name: Meta
Brand Story:
Meta is a cutting-edge technology company that is focused on the growth of communities, virtual realities, and thriving businesses in the future. Their new brand name reflects their dedication to bringing the metaverse to life in the not-too-distant future. The corporation once went by the name Facebook, and it is well-known for owning a number of well-known social media platforms, including Facebook and Instagram, which it continues to do so well even now. Their slogan, "Connection is evolving, so are we," is meant to convey that they are committed to fulfilling their purpose of bringing people together through a variety of channels of online communication (Meta, 2022). The corporation provides both merchandise (virtual reality gear, for example) and access to online communities in which users may collaborate with one another by exchanging information, photographs, and other forms of content. In addition, Meta is putting its efforts into the development of future technologies that will increase the level of online interactions to a whole new level. Through continuous innovation, the company continues to pursue its mission which targets to bring people together(de Oliveira Santini et al., 2020). From its website the company has made clear its commitment to diversity by ensuring that its employees reflect the diverse users of its platforms. The company has indicated on its website that its values and principles include moving fast, being bold, focus on impact, build social value and be open(Meta, 2022). The rate at which Meta is innovating is nothing short of these values as the company is moving fast toward the future of social media.
Company Vision:
“Help bring the metaverse to life.”
Company Mission:
“Bring people together.”
Company Marketing Objectives:
Raise brand awareness
Promote unity and community
Provision of helpful services while generating profits
Company Marketing Strategies and Tactics:
In order for them to achieve these marketing goals, it is necessary for them to follow through with the plans and techniques that they have devised. Meta's mission is to keep people protected and out of harm's way through increased brand awareness (Kretschmer et al., 2020). When the organization starts to get more traction, Meta's plan to secure people's information will already be in place and ready to use (Meta, 2021). The partnership with spark foundry is one of the strategies that meta is utilizing. A media management agency, Spark Foundry helps in the advertising of companies through strategic thought leadership, media innovation, and cross-channel methods. In order to contribute toward the goal of fostering togetherness. Facebook's goal of making the world a better place is aligned with the community Meta project's goals. Meta intends to continue expanding its brand by participating in community activities (Kretschmer et al., 2020). They will co.
Learning Objectives By the end of this presentation, you will b.docx
Learning Objectives: By the end of this presentation, you will be able to…
describe Loftus’ studies demonstrating how the power of suggestion plays a role in the misinformation effect and in creating false memories.
describe the history of unintentional memory manipulation in therapy; describe how memories might be intentionally manipulated to change present maladaptive behavior.
describe findings from the innocence project on the nature and rates of errors in eyewitness testimony.
describe cognitive processes that contribute to eyewitness error and how police procedures inadvertently capitalized on these processes.
Our Fallible Memories
I. The Power of Suggestion
A. To Alter Memories: The Misinformation Effect
Loftus & Palmer (1974)
B. To Create Memories: False Memories
Lost in the Shopping Mall
False Memories of Traumatic Events
C. To Alter Present Maladaptive Behavior: Better Parenting Though Lies
D. Meet the Expert:
Elizabeth Loftus
Our Fallible Memories
I. The Power of Suggestion
II. Errors in Eyewitness Testimony
A. Demo G. Wells’
Bomber On the Roof
B. nature and rates of error (from
the innocence project)
C. cognitive processes that contribute to eyewitness error
error at perception & attention: weapons focus
Our Fallible Memories
Weapons Focus (Stanny & Johnson, 2000)
I. The Power of Suggestion
II. Errors in Eyewitness Testimony
A. Demo G. Wells’
Bomber On the Roof
B. nature and rates of error (from
the innocence project)
C. cognitive processes that contribute to eyewitness error
error at perception & attention: weapons focus
error due to source monitoring: “sixpack” fosters familiarity at lineup
errors due to suggestion: assuming the perpetrator is present
errors due to construction: filling-in-the-blanks
D. Meet the Expert:
Scott Fraser
Our Fallible Memories
media1.mp4
image2.png
image3.png
image4.png
Learning Objectives: By the end of this presentation, you will be able to…
describe the various sources of information from which memories are constructed; identify the source responsible for constructing memory in Barlett’s “War of the Ghosts” study
explain how source misattribution in Jacoby’s “Famous Overnight Experiment” illustrates that memory is constructed from various sources.
define and describe the relationships among: expectations, schema, script and stereotype; explain how the “Office” and “Rumor” Studies demonstrate the role of expectancies in memory construction.
discuss memory construction in the broader context of challenges the mind must overcome and identify implication for false memories and confidence
Constructing Memories
I. Introduction
A. Createmem Astound Demo
B. A Classic Illustration: Bartlett’s (1932) “War of the Ghosts” Experiment
British participants read a Canadian Indian folktale…
over a period of time (u.
RACE, ETHNICITY, AND THE DEATH PENALTYConstitutionality.docx
RACE, ETHNICITY, AND THE DEATH
PENALTY
Constitutionality
Public Opinion
Empirical Evidence
OVERVIEW
• Current statistics
• Who’s on death row?
• Constitutionality of capital punishment
• Supreme Court case law
• Public attitudes towards capital punishment
• Racialized support
• Empirical evidence of racial bias?
• Race of defendant
• Race of victim
• Contemporary issues
Virginia abolished the death
penalty in 2021.
Current state status:
• Death penalty = 24
• No death penalty = 23
• Governor imposed
moratorium = 3
Death Penalty Information Center, 2021
CAPITAL PUNISHMENT STATISTICS
• 1890-1984
• 5,726 executions – 54% (2,915) non-White
• Between 1976 and 2021 (post-Furman)
• 1,538 people executed
• 55.6% White, 34.3% Black, 8.4% Hispanic
• Five states have accounted for nearly two-thirds of all executions since 1977
• Texas, Virginia, Oklahoma, Florida, and Missouri
• 2,508 inmates under a death sentence as of April 1, 2021
• 98% male
• 42.37% White, 41.29% Black, 13.5% Latinx
• 51 females under a sentence of death in 2021
• 58.8% White, 23.5% Black; 11.7% Latina
BJS, 2021; Death Penalty Information Center, 2021
CONSTITUTIONALITY
• The Eighth Amendment of the U.S. Constitution prohibits “cruel and unusual punishments”
• Interpretations of cruel and unusual left up to the Supreme Court
• The Fourteenth Amendment provides equal protection of the law
• Legal challenges cite racial disparities in capital cases
• Furman v. Georgia (1972)
• Ruled the death penalty unconstitutional under existing administration practices
• Violation of Eighth and Fourteenth Amendments
• 5 to 4 decision; all 9 judges wrote separate opinions
• The death penalty was being applied in an arbitrary and capricious manner
• Little uniformity across states
• Lack of appropriate guidance for jurors informing when the sentence was appropriate
• The degree of discretion available opened the door for discrimination
• 3 of 5 judges in the majority cited racial discrimination in the application of the penalty
Walker et al., 2018
CONSTITUTIONALITY (CONT’D)
• Capital punishment was essentially illegal between 1972 and 1976
• Furman invalidated death penalty statutes in 39 states, DC, and the federal government
• Vacated 765 cases involving death row inmates
• Gregg v. Georgia (1976)
• Guided discretion statutes addressed the arbitrary and capricious concerns
• Requiring jurors to consider specific aggravating and mitigating circumstances sufficiently narrowed
the pool of death eligible cases
• Narrowed death-eligible offenses with mandatory death penalty ruled unconstitutional
• Coker v. Georgia (1977)
• Capital punishment for rape is unconstitutional
• Although not cited by the majority, between 1930 and the 1970s, 405 Black men were
executed in the South for rape, compared to 48 Whites
Walker et al., 2018
PUBLIC SUPPORT FOR CAPITAL PUNISHMENT
• Public opinion matters
• CJ actors weigh public opi.
Part 1 Major Events DocumentationScenario You visit a retail.docx
Part 1: Major Events Documentation
Scenario: You visit a retail establishment, shop around, and finally carry several products to one of the point of sale (POS) terminals distributed openly around the store. You produce a credit card, the salesclerk processes the transaction, bags your goods, and hands you the receipt. On your way to the exit, a store employee asks to see your receipt and checks the contents of the store bag. Document each of the major events just described and explain them in terms of the PCI compliance standard. Include this report in your assignment.
Part 2: PCI Compliance
This part of the assignment will cover PCI. Please refer to the attached file in your responses.
Respond to and address the following in essay style:
1. Suppose HGA’s mainframe, depicted in Figure B-1, stored cardholder data in the private databases. What steps should be taken to protect that data in order to be PCI compliant?
2. HGA’s mainframe has network connectivity. Assuming that cardholder data is transmitted across these networks, describe how data should be protected in transmission.
3. Users are located at various sites connected to the HGA network. Suggest appropriate access controls to restrict unauthorized users from looking at cardholder data.
4. The PCI specification notes that all systems and network devices connected to a system that stores, transmits, or processes cardholder data is in scope and must comply with PCI specifications. To avoid having the whole network subject to PCI specifications, how would you segment the network to reduce the scope of compliance?
Assignment Requirements:
Submit your assignment in the usual double-spaced APA-styled report. At least four pages of material are expected beyond the title page, table of contents, abstract, and references page.
· Answers contain sufficient information to adequately answer the questions
· No spelling errors
· No grammar errors
CRSS Network Diagram
Copyright Rasmussen, Inc. 2013. Proprietary and Confidential.
1
1
image3.png
image5.png
FedRAMP Security Assessment Plan (SAP)
Third Party Assessment
Prepared by
<Your Name>
for
Country Roads Space Systems
&
NASA
CRSS Information Systems. Administration and Classified Networks
Version #.#
<DATE>
MOCK Plan
CRSS Information Systems. Administration and Classified Networks | Version #.# Date
Controlled Unclassified Information Page | 10
System Assessment Plan
Prepared by
Identification of Organization that Prepared this Document
Student NameEnter Your Name
Rasmussen Email AddressEnter Rasmussen Email Address
ClassEnter Class Name
Course and SemesterEnter Section Number and Semester
Prepared for
Identification of Cloud Service Provider
Organization NameNASA
Street Address300 E St. SW
Suite/Room/BuildingIA Office Floor 2
City, State ZipWashington DC 20546
Revision History
Date
Description
Version of SSP
Author<Date><Revision Description><Version><Author><Date><Revision Description><Versi.
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- 1. LDR/535 v4 LDR/535 v4 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart LDR/535 v4 Page 2 of 2 Organizational Change Chart Organizational Information Select an organization that needed a change to its culture as you complete the organizational change information chart. For each type of information listed in the first column, include details about the organization in the second column. Indicate your suggested actions for improvement in the third column. Type Details Suggested Actions for Improvement Vision Insert the organization’s vision. Mission Insert the organization’s mission. Purpose Insert the organization’s purpose. Values Insert a list of the organization’s values.
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- 4. Step 3: Create a Vision for Change. Step 4: Communicate the Vision. Step 5: Remove Obstacles. Step 6: Create Short-Term Wins. Step 7: Build on the Change. Step 8: Anchor the Changes in Corporate Culture. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. Copyright 2022 by University of Phoenix. All rights reserved. image2.png