Running Head: PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES 1
PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES 7
PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES
Name:
Course:Managing Organizational Change
Date:9/15/13
Practitioners and writers like Lee Bolman, Terrence Deal, Gareth Morgan, and Mary Jo Hatch claim that the images that people hold of companies or organizations influence their interpretations of what they think is going on, what they think it has to happen and the way they think things ought to happen. The images can be seen as metaphors or frames that people hold in their minds. These images of change and of managing influence the ideas of people and what people think management of change is about. This paper discusses these images of managing change in relation to two organozatins, the Microsoft Company and Apple Company.
The facts from the week one proposal are that the drive for change for Microsoft Company is the rising level of competition that calls for a need to have differentiated and integrated products. Information related to this is that the company has been able to develop integrated devices such as Windows phones and services like Bing. In order to have a range of products, the company wishes to acquire the mobile device sector of Nokia Corporation. On the side of the Apple company, the drive for change is innovation and high tech pressures to be in a position to maintain its high levels of technology. As a result, the company has managed to produce efficient products such as iPhone 5s, iOS 7, and other services (Luecke, 2003).
The changes in Microsoft Company are that it shifted from manufacturing computer software to produce products and services that meets the needs of consumers. This is through the production of windows phones and services such as Bing. The change had a positive impact to the company as it was in a position to acquire more customers and increase its profitability. In addition, the company gained growth ability and complex situations faced by the company in its business operations and accuracy in running the businesses that were initially absent.
To Apple Inc. the changes helped it maintain its image as the top ranked technology software innovator through producing products that are more efficient. Through the change, the CEO of the company held a legacy as one of the best managers. The change also made the company acquire more customers and therefore it was in a position to add more employees that participated in the design of the products and marketing. The change also influenced the key competitors to the company such as Samsung as they had to change to counter the increased level of competition from Apple Inc (Luecke, 2003).
The changes in the two companies are similar in terms of innovation and growth drivers for change. In addition, both the companies benefited from the change, as they were able to attract more customers and.
Running head THE CHANGE ANALYSIS; IMAGES OF CHANGETHE CHANGE AN.docxtoltonkendal
This document analyzes organizational change at Apple and Nokia as they shifted production to focus on touchscreen smartphones. It uses the Weisbard Six-Box diagnostic model to evaluate the change, examining the companies' purposes, structures, relationships, leadership, rewards and mechanisms. It finds that while both aimed to be technology leaders, Apple has emerged more successful by aggressively innovating software. Nokia saw initial success but declined due to lagging software development. The change was effective for Nokia initially but it lost market share by not keeping pace with trends. Recommendations are made to overcome potential resistance to change.
The document discusses the causes of organizational change within companies. It provides examples of changes happening at the author's employer, Paragon Systems, including implementing new software and office renovations. Organizational changes can be driven by factors like technology, customers, competition, markets, politics, and finances. Changes include updating products, mergers and acquisitions between companies, strategic refocusing, and structural or process changes like new checkout systems. The conclusion states that change is inevitable for companies to stay relevant as markets and technologies evolve.
The Change AnalysisAccording to Tock (2012), a successful CEO.docxmehek4
The Change Analysis
According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs.
Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEO’s, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again.
In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012).
The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the company’s low turnover rate in the company continues to be low as with Steve Job’s leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...
This document discusses change management and how organizations can effectively manage change. It defines change management as focusing on people to ensure smooth, easy, and lasting implementation of change. Key elements for successful change management include communicating the vision, engaging leaders, understanding human behavior, and properly planning changes. Change often faces resistance as people must adapt. The document uses Google as an example of effective change management compared to Yahoo, highlighting how Google involved people in changes and prepared them, while Yahoo failed to recognize that change affects whole organizations.
Running head: PROJECT 2
PROJECT 2 2
The changes that were first seen at Apple were in 1997 when Steve Jobs returned to the company. He generally changes the course of the company by simplifying things through his collaboration with Jonathan Ives. They generally grafted a very special design aesthetic for Apple(Daft& Sandburg, 2000).In a period of 4 years after coming back to the company‚ he was able to distill the company’s product matrix into pro desktop‚ pro notebook‚ consumer notebook‚ and consumer desk top. He also eliminated competitions in the company’s management that existed in product development process. This played a very important part in enabling the company to change its course in a quick manner in response to technological changes‚ changes in users‚ changes in markets‚ and the general changes that were going on around the world at that time. He generally changed the company’s hardware strategy. It was through his leadership that the company was able to bring products such as iPod‚ iPhone‚ and the iPad. However‚ under the leadership of Tim Cook the company has also undergone some remarkable changes.
Apple‚ Inc. has undergone considerable amount of change since the time when Tim Cook took over as the CEO from the former CEO Steve Jobs. It is important to note that Cook has tried as much as possible to maintain the unique corporate culture of Apple while taking the company through a term of organizational change.In general terms‚ under the leadership of Cook‚ Apple has become more corporate compared to the time when it was under the leadership of Steve jobs. It is also important to point out that since the time that Cook took over the leadership of the company the company has generally gone up by a market value the is approximately $140 billion.
One of the areas where Cook has stressed in the company is the enhancement of operational efficiency. The company’s has been faced with a breakage of the warehouses‚ factories‚ and suppliers when he joined the company in 1998. He generally strengthened the company’s corporation with the contract manufacturers aboard and mainly the ones in China. The other important organizational changes that have been stressed on by the company’s CEO are the ones that would aid in increasing collaboration across software‚ hardware‚ and services. In the year 2012‚ the company made executive management changes that were aimed at increasing collaboration between its world-class software‚ hardware‚ and service teams. Part of those changes involved some members of the executive management‚ such asCraig Fderrighi‚ Eddy Cue‚ Bob Mansfield‚ and Jony Ive adding more responsibilities to their various roles in the company.It is important to point out that most of these changes that were brought into the company’s executive management and their teams were aimed at strengthening the services an.
MGMT 3605 Management Of Knowledge And Innovation.docxstirlingvwriters
This document provides an overview of organizational change models and how Microsoft implemented changes. It discusses Lewin's three-stage change model of unfreezing, changing, and refreezing. It also examines Kotter's 8-step change model and Cooperrider's Appreciative Inquiry model. When the pandemic hit, Microsoft realized it needed to change to meet new customer and employee demands. It implemented changes using the PROPEL and ADKAR models, introducing new AI features and tools to enable remote work. This organizational change helped both employees and customers be more efficient and successful.
Running Header FORD2Unit 3.2 Assignment - Final P.docxjeffsrosalyn
- The document is a literature review analyzing articles on Continuous Quality Improvement (CQI) and how Ford can use this approach to enact organizational change.
- It summarizes 6 articles discussing components necessary for CQI, how to start a CQI project, managing change, focusing CQI on quality improvement, CQI phases, and the importance of feedback.
- The literature review finds the sources relevant to how Ford can implement CQI to improve quality, services, and help the company become the top American automaker.
PART 1Topic Selection ProjectOne of the publicly t.docxherbertwilson5999
PART 1
Topic Selection
Project
One of the publicly traded companies that have undergone considerable amount of organizational change in the United States is Apple‚ Inc. In period between the years 1993 and 1997 Apple‚ Inc. was in the verge of collapsing. This is because the company was generally struggling to finds its consistent source of profitable revenue. It generally tried and failed to markets its products that include TV appliances‚ CD players‚ digital cameras‚ etc.
The company‚ however‚ resolved for organizational change led by the CEO Steve Jobs. Upon his return as the CEO of the company‚ Jobs opted to focus its product base on the creation of several different beautiful consumer electronic products that were appealing to the preferences and tastes of the customers(Myers et al.‚ 2012) It also acquired several companies that dealt in digital production and video editing for which constitutes its consumer base. Some of the positive outcomes of this change include products such as iPod and iPhone that led to a tremendous increase in the company’s sales.
The second publicly traded company that has undergone some considerable amount of change is Wal-Mart. In 2010‚ Wal-Mart commenced organizational change that was meant for aligning the business with the three priorities of the company‚ which include returns‚ leverage‚ and growth. The main objective behind the organizational change was to ensure that more value is generally delivered to the company’s shareholders and consumers(Worley et al.‚ 2013)The changes were generally designed to see to it that every part of the company’s business would make the company more global‚ leveraging the company’s scale‚ and helping in ensuring that the company went loser to its customers. This project is therefore going to compare the organizational changes that havetaken place in Apple‚ Inc. and Wal-Mart Inc.
Reference
Myers, P., Hulks, S., & Wiggins, L. (2012). Organizational change: Perspectives on theory and practice. Oxford: Oxford University Press.
Worley, C. G., Porras, J., & Lawler, E. E. (2013). Built to change: How to achieve sustained organizational effectiveness. San Francisco, Calif: Jossey-Bass.
Running head:Part 3
Part 3 3
Part 3
Course
Lecturer
Institution
City, State
Date of submission
Apple Company has made several changes to help the success of the company since its start. This could best be achieved by ensuring that there are several beautiful electronic products and services to its stakeholders and customers. So any changes made had to improve the quality of products and provide the best electronic products and services
Apple Company had to make changes in its management structure‚ leadership‚ technology among other areas. And due to the dynamic needs of customers, Apple understands that change should always be impressed. The first change they made was an improvement of company’s products and services. Providing better product and improved services will attrac.
Running head THE CHANGE ANALYSIS; IMAGES OF CHANGETHE CHANGE AN.docxtoltonkendal
This document analyzes organizational change at Apple and Nokia as they shifted production to focus on touchscreen smartphones. It uses the Weisbard Six-Box diagnostic model to evaluate the change, examining the companies' purposes, structures, relationships, leadership, rewards and mechanisms. It finds that while both aimed to be technology leaders, Apple has emerged more successful by aggressively innovating software. Nokia saw initial success but declined due to lagging software development. The change was effective for Nokia initially but it lost market share by not keeping pace with trends. Recommendations are made to overcome potential resistance to change.
The document discusses the causes of organizational change within companies. It provides examples of changes happening at the author's employer, Paragon Systems, including implementing new software and office renovations. Organizational changes can be driven by factors like technology, customers, competition, markets, politics, and finances. Changes include updating products, mergers and acquisitions between companies, strategic refocusing, and structural or process changes like new checkout systems. The conclusion states that change is inevitable for companies to stay relevant as markets and technologies evolve.
The Change AnalysisAccording to Tock (2012), a successful CEO.docxmehek4
The Change Analysis
According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs.
Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEO’s, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again.
In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012).
The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the company’s low turnover rate in the company continues to be low as with Steve Job’s leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...
This document discusses change management and how organizations can effectively manage change. It defines change management as focusing on people to ensure smooth, easy, and lasting implementation of change. Key elements for successful change management include communicating the vision, engaging leaders, understanding human behavior, and properly planning changes. Change often faces resistance as people must adapt. The document uses Google as an example of effective change management compared to Yahoo, highlighting how Google involved people in changes and prepared them, while Yahoo failed to recognize that change affects whole organizations.
Running head: PROJECT 2
PROJECT 2 2
The changes that were first seen at Apple were in 1997 when Steve Jobs returned to the company. He generally changes the course of the company by simplifying things through his collaboration with Jonathan Ives. They generally grafted a very special design aesthetic for Apple(Daft& Sandburg, 2000).In a period of 4 years after coming back to the company‚ he was able to distill the company’s product matrix into pro desktop‚ pro notebook‚ consumer notebook‚ and consumer desk top. He also eliminated competitions in the company’s management that existed in product development process. This played a very important part in enabling the company to change its course in a quick manner in response to technological changes‚ changes in users‚ changes in markets‚ and the general changes that were going on around the world at that time. He generally changed the company’s hardware strategy. It was through his leadership that the company was able to bring products such as iPod‚ iPhone‚ and the iPad. However‚ under the leadership of Tim Cook the company has also undergone some remarkable changes.
Apple‚ Inc. has undergone considerable amount of change since the time when Tim Cook took over as the CEO from the former CEO Steve Jobs. It is important to note that Cook has tried as much as possible to maintain the unique corporate culture of Apple while taking the company through a term of organizational change.In general terms‚ under the leadership of Cook‚ Apple has become more corporate compared to the time when it was under the leadership of Steve jobs. It is also important to point out that since the time that Cook took over the leadership of the company the company has generally gone up by a market value the is approximately $140 billion.
One of the areas where Cook has stressed in the company is the enhancement of operational efficiency. The company’s has been faced with a breakage of the warehouses‚ factories‚ and suppliers when he joined the company in 1998. He generally strengthened the company’s corporation with the contract manufacturers aboard and mainly the ones in China. The other important organizational changes that have been stressed on by the company’s CEO are the ones that would aid in increasing collaboration across software‚ hardware‚ and services. In the year 2012‚ the company made executive management changes that were aimed at increasing collaboration between its world-class software‚ hardware‚ and service teams. Part of those changes involved some members of the executive management‚ such asCraig Fderrighi‚ Eddy Cue‚ Bob Mansfield‚ and Jony Ive adding more responsibilities to their various roles in the company.It is important to point out that most of these changes that were brought into the company’s executive management and their teams were aimed at strengthening the services an.
MGMT 3605 Management Of Knowledge And Innovation.docxstirlingvwriters
This document provides an overview of organizational change models and how Microsoft implemented changes. It discusses Lewin's three-stage change model of unfreezing, changing, and refreezing. It also examines Kotter's 8-step change model and Cooperrider's Appreciative Inquiry model. When the pandemic hit, Microsoft realized it needed to change to meet new customer and employee demands. It implemented changes using the PROPEL and ADKAR models, introducing new AI features and tools to enable remote work. This organizational change helped both employees and customers be more efficient and successful.
Running Header FORD2Unit 3.2 Assignment - Final P.docxjeffsrosalyn
- The document is a literature review analyzing articles on Continuous Quality Improvement (CQI) and how Ford can use this approach to enact organizational change.
- It summarizes 6 articles discussing components necessary for CQI, how to start a CQI project, managing change, focusing CQI on quality improvement, CQI phases, and the importance of feedback.
- The literature review finds the sources relevant to how Ford can implement CQI to improve quality, services, and help the company become the top American automaker.
PART 1Topic Selection ProjectOne of the publicly t.docxherbertwilson5999
PART 1
Topic Selection
Project
One of the publicly traded companies that have undergone considerable amount of organizational change in the United States is Apple‚ Inc. In period between the years 1993 and 1997 Apple‚ Inc. was in the verge of collapsing. This is because the company was generally struggling to finds its consistent source of profitable revenue. It generally tried and failed to markets its products that include TV appliances‚ CD players‚ digital cameras‚ etc.
The company‚ however‚ resolved for organizational change led by the CEO Steve Jobs. Upon his return as the CEO of the company‚ Jobs opted to focus its product base on the creation of several different beautiful consumer electronic products that were appealing to the preferences and tastes of the customers(Myers et al.‚ 2012) It also acquired several companies that dealt in digital production and video editing for which constitutes its consumer base. Some of the positive outcomes of this change include products such as iPod and iPhone that led to a tremendous increase in the company’s sales.
The second publicly traded company that has undergone some considerable amount of change is Wal-Mart. In 2010‚ Wal-Mart commenced organizational change that was meant for aligning the business with the three priorities of the company‚ which include returns‚ leverage‚ and growth. The main objective behind the organizational change was to ensure that more value is generally delivered to the company’s shareholders and consumers(Worley et al.‚ 2013)The changes were generally designed to see to it that every part of the company’s business would make the company more global‚ leveraging the company’s scale‚ and helping in ensuring that the company went loser to its customers. This project is therefore going to compare the organizational changes that havetaken place in Apple‚ Inc. and Wal-Mart Inc.
Reference
Myers, P., Hulks, S., & Wiggins, L. (2012). Organizational change: Perspectives on theory and practice. Oxford: Oxford University Press.
Worley, C. G., Porras, J., & Lawler, E. E. (2013). Built to change: How to achieve sustained organizational effectiveness. San Francisco, Calif: Jossey-Bass.
Running head:Part 3
Part 3 3
Part 3
Course
Lecturer
Institution
City, State
Date of submission
Apple Company has made several changes to help the success of the company since its start. This could best be achieved by ensuring that there are several beautiful electronic products and services to its stakeholders and customers. So any changes made had to improve the quality of products and provide the best electronic products and services
Apple Company had to make changes in its management structure‚ leadership‚ technology among other areas. And due to the dynamic needs of customers, Apple understands that change should always be impressed. The first change they made was an improvement of company’s products and services. Providing better product and improved services will attrac.
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
1) The document discusses how the pace and magnitude of change facing organizations has accelerated due to factors like evolving technology and data. This constant disruption has made managing change difficult.
2) It examines high-performing organizations called "Change Architects" that have found ways to effectively manage change while work continuously changes. These organizations empower change leaders, engage employees in change conversations, and create a culture that facilitates ongoing change.
3) The document predicts that over the next five years, the focus of change management will shift from traditional IT projects to more business-driven initiatives like enterprise transformation, business analytics, and social business. Successful organizations will integrate technologies and processes globally to meet changing customer demands.
The document discusses organizational change and the importance of change for organizations to adapt and succeed. It notes that change can alarm members of a system but is crucial for organizations. When implementing change, leaders may underestimate consequences, potentially resulting in failure. For change to succeed, especially in today's fast-paced business world, companies should educate employees to understand and support change. The document reviews literature on theories of organizational change from 1987 to 1999.
Running Head TYPE 2 to 3 WORDS OF YOUR TITLE HERE1TYPE JU.docxagnesdcarey33086
This document discusses several change stories from companies like Hewlett-Packard, McDonald's, and Kodak. It analyzes mistakes made in each change process, such as making major changes too quickly (HP) or failing to communicate changes effectively to employees (Kodak). The document recommends strategies that could have improved each change process, such as setting short-term goals (HP) or gathering employee feedback earlier (McDonald's). It also discusses frameworks for managing organizational change and evaluating the effectiveness of different change management strategies.
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docxalfred4lewis58146
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.
Compile a four page report to answer the following five questions..docxmaxinesmith73660
Compile a four page report to answer the following five questions. Any sources used, including your textbook, should be cited appropriately. Upload as one word document.
1. In a report to your client, discuss the current status of Chinese environmental programs: (air, rivers, groundwater, wastewater, drinking water, soils, solid wastes, regulations, and enforcement).
2. Your client is going to manufacture active pharmaceutical ingredients for the generic pharmaceutical markets. Using the 15 research areas, discuss in your report what you would expect the key changes to the Chinese environmental regulations to be that the U.S. company can anticipate when entering into force in the next five years. Project how this may impact Chinese suppliers and the manufacturing operations of the U.S. company that will be relocated to China.
3. Under research program number 13, it is clear that China plans to develop programs and regulatory requirements that will regulate the production and use of hazardous and toxic chemicals in commerce. Up to now, China has traditionally lagged behind other countries in the development of world class environmental programs. They watch western countries (U.S. and Europe) to learn from their experiences with the intent to pick out program elements that work and can be adapted to China. In your report, discuss what you see to be the benefits and penalties to Chinese environmental programs for taking this approach
– where does this approach help them, where does this approach hurt them?
4. The U.S. has an adversarial approach with industry to managing and enforcing their environmental programs. The U.S. uses a heavy hand when dealing with non-compliant industries and they are experts in the use of permits and fines to drive behavior and the structure of compliance programs of manufacturing operations. The Chinese have an enforcement division, but it is lightly used unless it aversely impacts reputation or the brand of China itself. For example, during the Olympics, some companies had to shut down their operations for two months without government compensation. The air was breathable, the haze was gone, and workers were not paid during the shutdown. In your report, discuss for your client how the Chinese enforcement strategy may impact his manufacturing operations. Include a discussion on how workers at the site will view EHS and the programs in place that are designed to protect workers and the environment from harm.
5. In conclusion, based on your assessment here of environmental factors, present in your report your recommendation. Should the U.S. company relocate to China or remain in the U.S.? State your top three reasons for making your recommendation.
Course Text:
Kutz, M. (2009).
Environmentally conscious materials handling. Hoboken, NJ: Wiley.
Amy Fjeld
HRM345-1404B-02
Building Effective Teams
Instructor: Jamie Boyd
Phase 4 Individual Project
IT in Amazon
1
Introduction
IT exp.
Running head: IMPETUS FOR CHANGE 1
IMPETUS FOR CHANGE 4
Communication and Change Concept at Disney Land Company
Jared Linscombe
MGT/426
November 29, 2017
Martin Pay
Communication and Change Concept at Disney Land Company
Many companies are now putting more weight on teaching the element of change in their organizational structure. Organizational change yields numerous benefits to organizations, for instance, the companies can be responsive to the dynamism that is exhibited in their working environments. However, despite the benefits that are reaped by embracing organizational change, research shows that most organizations are unable to incorporate this concept successfully. Many of the changes introduced in firms fail to perform their intended purposes (Gilley, 2009). The study also indicates that slightly more than half of these failure incidences are attributed to poorly managed communication mechanisms (Aiken et al. 2010). Effective communication gives all the stakeholders the required persuasions in need of implementing any change. Therefore, communication has been fronted as a vital tool that can be used in implementing organizational change. The Walt Disney Company is a globe-leading institution that is specialized in the provision of entertainment and information services. The company operates on a vast empire of providing entertainment services in all over the world. It has several distinct business segments in areas of theme parks, film studios, television networks among others. Given the diverse needs of the audience in different parts of the world, the company has been in the forefront of ensuring that the necessary changes are integrated whenever the need arises (Pelermo, 2014). Having an extensive insight into the company's organization structure, leadership, communication framework, and operations the paper will detail on the concept of change as manifested in the business.
Type of Change
Firstly, with the view of enhancing the effectiveness of the company’s management and operations, The Walt Disney Company introduced some changes in its organizational framework. The significant change experienced was an increase in the market coverage or the internationalization of the company’s entertainment services. The company faced an array of challenges in introducing this change in its operations and the scope of work. Initially, the firm only specialized in servicing its Films which are dominated by the American culture within the United States local markets. But the later, the administrative change which was dubbed ‘Disneyfication’ come to play. It was aimed at ensuring that the company was able to reach the international market. However, to oversee the success of this move, the company developed a modest system of ensuring that every stakeh ...
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Managing Internal Operations
Strategy execution involves the alignment of the company’s day-to-day operations with the
strategy or ensuring that internal elements of the organization are orchestrated in
harmonious pursuit of its strategy: “Alignment must include linking cultural practices,
strategies, tactics, organizational systems, structure, pay and incentive systems, building
layout, accounting systems, job design, and measurements systems—everything” (Watson,
2005).
This document provides an overview of managing change in the workplace. It discusses various forces that can drive the need for organizational change, including external factors like technology and internal factors like changes in management. It then outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. Alternative strategies for overcoming resistance to change are presented, such as the ADKAR model. Organization development is introduced as a way to create change through improved communication, employee development, and continuous improvement. Finally, examples are given of companies like PayPal, Google, Facebook, and Apple that succeeded by changing their business models when needed.
Business module innovation management and forecastingiWant tutor
This a two-part report carrying out an analysis of innovation development in Google Inc USA, and the evaluation of the forecasting method at Ford. In the innovation development and analysis, the creativity and innovation of the firm is analyzed along with the implications introduced by means of organization structure, culture, and change management. As with any impediments to processes, the innovation management of company would also have faced some challenges and these challenges are then discussed in context.
1
Running head: GM MODEL
5
GM MODEL
GM Model
Introduction
General motors have been described as a reluctant organization which was not ready to change for constant 11 years. The company was in understanding that it cars ignition systems were faulty, and something needed to change, but it did nothing on the issue. The greatest strength of general motors is their new CEO Mary Barra who has taken everything with the aim of changing the organization. The major weakness is the company inability to change even when the problems become so persistent and common to the company face. It culture shows detrimental signs of lack of coordination and cares among others.
Organizational behavioral model
The current organizational behavioral model that is used by general motors is the system model. In this case, too many processes are followed before any decision is made with the organization. Even though the company is utilizing this model, the whole system was founded on people who were not doing their work (Pinder, 2014). They had only one core role of only approving the cars without making further analysis. A car moves from one operation to another before it is released to the users. The system model used by the company shows better results when it comes to components such as making critical decisions, but in the case of GM, this was not happening. To change the organization structure, marry Barra first used the normative approach to return best practice. Second, she used the contingent approach to solve the stalemate in the company and configurative approach in the process of making alignment (Arvinen-Muondo, & Perkins, 2013).
Comparisons between models
System model and supportive model are used in the car industry. Under the two models, the process of decision-making process moves from one area to another before final approximant is done. The different between the two is that fact that supportive model is built with the need to support an individual operation such in car industry the production plant. It gives insight on the course of actions that should be taken in the development process (Pinder, 2014). The system approach is only concerned with how the decision is made within the organization. An external model is like the autocratic model which is centered on only one person making the decision that affects the whole organization.
Reason why organization uses different models
The main reasons that; leads to the different organization using different models in the organization setting is first is the complexity element. Some organization is too large, and thus their model must offer a better scope than in decision-making process. Second is the fact that most organization choice their model based on the value they want to achieve in the market and the structure they are operating within the business (Dess, et al 2014). Some structures such as the Department require more systematic model, and with this case, the use of supportive and system m ...
Individual Project I-3
1. Title
Technology Innovation Project
2. Introduction
Background of the Corporation
Largo Corporation is a major multinational conglomerate corporation which specializes in a wide array of products and services. These products and services include healthcare, finance, retail, government services, and many more. The annual revenue is about $750 million and it has about 1,000 employees. The parent company is located in Largo, Maryland and its subsidiaries are headquartered throughout the United States.
The mission of the corporation is to bring the best products and services to people and businesses throughout the world so they can then realize their full potential.
The corporate vision guides every aspect of their business to achieve sustainable, quality growth:
Productivity: Be a highly effective, lean and fast-moving organization.
People: Be a great place to work where people are inspired to achieve their maximum potential.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Responsible: Be a responsible citizen that makes a difference through ethical behavior.
Revenue: Maximize long-term return while being mindful of our overall responsibilities.
The company’s culture is reflected in their corporate values:
Leadership: Courage to shape a better future.
Collaboration: Leverage collective intelligence.
Accountability: Own up to your responsibility.
Passion: Committed to excellence.
Diversity: Provide new perspectives into our business.
Quality: We will want quality as part of our brand.
The corporation consists of the parent company and the following subsidiaries:
Healthcare – Suburban Independent Clinic, Inc. (medical services)
Finance – Largo Capital (financial services)
Retail – Rustic Americana (arts and crafts), Super-Mart (office products)
Government Services – Government Security Consultants (information security)
Automotive – New Breed (electric cars)
Systems Integration –
Solution
s Delivery, Inc. (communications)
Media Design – Largo Media (website and app design)
The organization is headed by CEO Tara Johnson who completed her Master’s degree at UMUC and eager to make worthwhile improvements to the corporation. She rose through the ranks of Largo Corporation starting with systems integration, then retail and her last position before becoming CEO was in finance.
The corporation is in a highly competitive environment so the CEO wants savvy employees at many levels to make wise judgments and take an aggressive approach and deliver results towards improving the bottom line yet maintaining corporate social responsibility.
Corporate Issues
Ms. Johnson is very concerned about the outlook of her company. Revenues recently declined and she felt that the organization needed a transformation for the company to do well over the long term. In thumbing through some readings she was inspired when she uncovered the following:
We live in a business world acceler.
Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docxtoltonkendal
Running head: STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with growing complexities in the industry and the market, uncertainties, workplace diversity, and highly volatile markets. The changes taking place in the market may affect the performance of their businesses as well as their competitiveness in the global market. As the business conditions continue to change rapidly, the leaders should be in a position to adjust accordingly and match this pace as a way of maintaining the performance of the organizations. As a global and creative organization, a firm should be able to nurture and develop such creative leaders who are capable of navigating the complexity of the market and maintain the firm's competitive advantage. As such, a leader of a creative organization should be in a position to establish the right direction, pace, and a meaningful work environment that supports the growth of individuals and the entire organization (Anderson et al, 2015). The leader should be able to facilitate the engagement of all the stakeholders and ensure that they assume responsibility in as much as they are held accountable for the performance of the firm. Also, one should lead effectively through maintenance of relationships, systems, and processes that facilitate the execution, focus, attainment, and maintenance of the desired results. This essay explores Apple Inc., as a creative organization that has been able to attain considerable success in the global market through effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the technology industry. Apple has successfully operated in the market through the application of creative and innovative strategies, which has enabled them to counter competitive pressures and attract customers from across the world. As a successful business organization, it is important to understand the value of creative leadership as well as innovation as a way to the attainment of greater competitiveness in the market. Apple Inc. is an appropriate example of the impact of effective leadership that is based on creativity and innovation can transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop and improve the quality of their products continuously, thus being able to serve the rapidly evolving needs of their global customers. Through effective creative leadership, by individuals such as Steve Jobs, Apple has been able to move to higher levels of performance and maintain this competitive advantage in the market by innovating and renovating their products to suit the market dynamics. Creative leadership is able to focus on the enhancement of cha ...
Transformational Change Management Plan
1
Transformational Change Management Plan
8
Transformational Change Management Plan
Tracey Urban
HRMT440-1402B-02
Instructor: Ericka Smith
June 16, 2014
Transformational change management plan
Introduction
Off shoring is a form of outsourcing where by some operations and activities of a company are carried out in another country with an aim off reducing labor expenses or to enter new markets among other benefits associated with it (Grossman, 2008). The overall basic effort is cutting on costs.
Off shoring of the production activities of the company affected many of the stakeholders. First, most of the employees were misplaced due to the lay-offs when the production facilities were moved to another country. Most of them were not able to secure other new jobs and this in turn affected the local economy of the domestic country. Off shoring also enabled the business to access new market areas with new clients. This is by bringing the products closer to the businesses target market and also boosting the brand of the business in the new territory. The clients were also affected by the plan. This is due to the ambiguity in the requirements of the clients and their deliverables due to off shoring.
The change was initiated by the loss of business to a competitor. The loss of business required a radical change in the business model of the company and the company planned for off shoring. The transformational change will enable the business to reposition itself in the market (Weerakkody, 2011).
The transformational change has been well accepted. This is because of the general acknowledgement that this process will allow the company to take advantage of the savings that will be associated with it. Off shoring will provide benefits such as lower costs of products and
services to the clients and this will offset the financial issues associated with the huge layoffs of the long term employees.
Transformational Plan Shell
1. Executive summary
Objectives
Change management recommendations
2. Integrated change management
Gather input
Develop strategy
Plan
Execute
Risks
3. Change management strategy and plan of activities
Approach and recommendations
Team structure
Interaction
Change network
Change agents
Change readiness survey
4. Stake holder high level analysis
External
Government
Employees
5. Appendices
A change is considered to be a transformational change if it alters the basic nature of a firm. These changes occur when there is need for a company to improve its performance, cut costs or turn around crisis thus it is a key source of competitive advantage for a company. Some of the organizational changes that are considered to be transformational changes are restructuring, reengineering and downsizing.
Firms cannot just keep what they have been doing because in a business environment, there is a stiff competition in the market and to be competitive and up-to0date with the current market, a f ...
Reply to MIGR 1Innovation is the process of bringing to bear a n.docxsodhi3
Reply to MIGR 1
Innovation is the process of bringing to bear a new idea to improving existing products, workflows, or processes. MIT professor Bill Aulet describes innovation as the product of multiplying invention with commercialization. He states an invention is not innovation by itself but must be used to create value for customers to qualify as innovation (Aulet, 2014). Mr Aulet describes five types of innovation: technology, process, business models, position, and other. Technology innovation is probably the easiest to imagine as we think of technology advances that we can apply to our everyday life. Process innovation includes changing the way we get things done to include changing the steps of instructions to streamline steps that can be accomplished at the same time. Business model innovation includes changing the way the company charges for items such as using a subscription based model or a pay as you go model. Positioning innovation involves decisions such as whether to be the low-cost option for consumers or to occupy a niche market. He titles the last category as “other” to keep room for innovations that will be so new they don’t currently have a name.
5 Tenets to leading successful innovation in business
- Collaborate with others to extract new ideas (Llopis, 2014)
- Champion change efforts from the top.
- View failure as gaining valuable results from experimentation
- Choose a lab vs. factory mindset
- Be willing to take risks.
Leadership at Heinz created a company-wide innovation effort. They decided to create a lab mindset that resulted in creating two to five new products a year (Heinz, n.d.). They allowed their specialists to take risk on these untested products and continue working on them. This effort brought to market several products that the company new consumers enjoyed but they might not like cooking themselves. The leadership focus on creating an innovative culture resulted in a significant number of new products championed by employees across the hierarchy.
Starbucks is another company that has seen success due to championing innovation. The company creates platforms for collaboration to bring ideas up to leadership (Trefis, 2016). Social media sites have given employees the opportunity to spitball ideas even if they seem ludicrous at the time. The companies’ leadership has realized that an idea might start of bad, after many employees have commented on the idea, it goes through an evolution and improves over time. The investment of the company leaders into creating an ecosystem of collaboration has resulted in profitable innovations and many new drinks being offered such as pumpkin spice latte’s that have been hugely successful.
Reply to TAWO 1
Innovation has become a permanent fixture for the business atmosphere over the past decades. Innovation is the process of introducing a new idea, method or invention that creates value ( ...
Apple's organizational structure has evolved over time from a flat structure led solely by Steve Jobs to a more complex, hierarchical structure. It is now composed of functional groups organized by area of expertise as well as product-based divisions. This multidivisional structure allows Apple to effectively manage its global operations and match its organizational design to its business strategy, vision, and goals. Key aspects that have contributed to Apple's success include having all employees understand their clearly defined roles, offering opportunities for career growth, and fostering a collaborative culture that encourages innovation.
We are a premier academic writing agency with industry partners in UK, Australia and Middle East and over 15 years of experience. We are looking to establish long-term relationships with industry partners and would love to discuss this opportunity further with you.
Thanks & Regards
visit our website.
www.onlineassignmenthelp.com.au
www.freeassignmenthelp.com
www.btechndassignment.cheapassignmenthelp.co.uk
www.cheapassignmenthelp.com
cheapassignmenthelp.co.uk - Top Assignment Help | Buy Online Assignment Writing Help Services UK|Assignment Help UK
Course Project: Managing Organizational Change
Objectives
|
Part 1: Topic Selection (Due Week 1)
|
Part 2: The Change Analysis - Images of Change (Due Week 2)
|
Part 3: Diagnosing the Change (Due Week 4)
|
Part 4: Communicating the Change (Due Week 6)
|
Part 5 – Annotated Bibliography (Due Week 7)
|
Final Exam
Objectives
Back to Top
This course project will help you utilize the concepts in this class, by doing a thorough analytical and in depth review and comparison of “change” in two companies. You will accomplish this project through
5 deliverables
in the course:
Proposing and having approved your project topic. (2 references) (Week 1)
Researching two publicly traded companies, and comparing and contrasting their methods of handling a significant change in their organizations. Analyze and write about images of change in those organizations. (4 new references) (Week 2)
Diagnosing the change in those companies and their barriers and resistors. (4 new references) (Week 4)
Analyzing and creating applications for a change project communication based on the change in one of your researched companies. (2 new references) (Week 6)
Utilize multiple references using online research, Keller Graduate School of Management’s live or online libraries, perhaps your public library for print resources, and any other primary or secondary research source you feel would be appropriate for this project. You will complete an annotated bibliography at the end of the term of strong references to support your findings. At least 12 total references used in the project. (All term – bibliography due Week 7).
Important Note!
Note! Keller Librarians are a wealth of information – and will help you find sources. Using the chat feature you can talk to them about what you need to find, and they will teach you how to use the library!
Do not use Wikipedia as a reference source.
If you find useful information from Wikipedia, triangulate your research and find other, more credible source(s) which provide the same (or better) information, and then utilize the information from that more credible source in your paper and reference page/bibliography.
Your project will have five separate parts, due throughout the term. It will incorporate the learning of the course as we go through – and hopefully will cement the process for you. At the end of the term, your final exam will contain 4 randomly selected Change Management questions based on YOUR Course Project companies and research findings as related to the course content, as well as other questions (multiple choice and essay) which are not specifically related to your project (but are related to Change Management course content!).
Thus, the initial “topic selection” where you pick the companies you will research throughout the term is critical for you to ensure you are interested enough in the material that it will keep you engaged throughout the term.
Here are some examples:
Example:
Both Ford and GM experienced seri.
in addition to these questions also answer the following;Answer .docxcharisellington63520
in addition to these questions also answer the following;
Answer the Stop and Consider question on page 319.
Differentiate neurologic and hormonal response to stress
Answer all questions in a Word Document and include the following:
Your name
Label each answer
Include references
Include In-text citations
Use APA Format
.
In an environment of compliancy laws, regulations, and standards, in.docxcharisellington63520
In an environment of compliancy laws, regulations, and standards, information technology (IT) departments in organizations must develop comprehensive organizational policies to support compliance. One specific area in which they must develop policies is the governance of fiduciary responsibility. Scenario: As changes occur in compliancy laws, regulations, and standards regularly, IT management of YieldMore has decided to evaluate the governance of fiduciary responsibility within the organization as it pertains to the IT department. Your team has been assigned the task of evaluating how the governance of fiduciary responsibility affects the organization’s risk. Tasks: You are asked to identify the relationship between fiduciary responsibility and organizational risk, and present this information to the IT management of YieldMore.
1. Identify key stakeholders, their roles and responsibilities, and the impact of fiduciary responsibility on each.
2. Determine the relationships among these stakeholders, the relationship between fiduciary responsibility, and organizational risk for each.
3. Distinguish the identified relationships as they relate to strategic, operational, and compliancy goals for the organization.
4. Develop an appropriate plan to govern fiduciary responsibility for the organization.
5. Prepare a report of your findings for IT management to review.
.
More Related Content
Similar to Running Head PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES .docx
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
1) The document discusses how the pace and magnitude of change facing organizations has accelerated due to factors like evolving technology and data. This constant disruption has made managing change difficult.
2) It examines high-performing organizations called "Change Architects" that have found ways to effectively manage change while work continuously changes. These organizations empower change leaders, engage employees in change conversations, and create a culture that facilitates ongoing change.
3) The document predicts that over the next five years, the focus of change management will shift from traditional IT projects to more business-driven initiatives like enterprise transformation, business analytics, and social business. Successful organizations will integrate technologies and processes globally to meet changing customer demands.
The document discusses organizational change and the importance of change for organizations to adapt and succeed. It notes that change can alarm members of a system but is crucial for organizations. When implementing change, leaders may underestimate consequences, potentially resulting in failure. For change to succeed, especially in today's fast-paced business world, companies should educate employees to understand and support change. The document reviews literature on theories of organizational change from 1987 to 1999.
Running Head TYPE 2 to 3 WORDS OF YOUR TITLE HERE1TYPE JU.docxagnesdcarey33086
This document discusses several change stories from companies like Hewlett-Packard, McDonald's, and Kodak. It analyzes mistakes made in each change process, such as making major changes too quickly (HP) or failing to communicate changes effectively to employees (Kodak). The document recommends strategies that could have improved each change process, such as setting short-term goals (HP) or gathering employee feedback earlier (McDonald's). It also discusses frameworks for managing organizational change and evaluating the effectiveness of different change management strategies.
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docxalfred4lewis58146
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.
Compile a four page report to answer the following five questions..docxmaxinesmith73660
Compile a four page report to answer the following five questions. Any sources used, including your textbook, should be cited appropriately. Upload as one word document.
1. In a report to your client, discuss the current status of Chinese environmental programs: (air, rivers, groundwater, wastewater, drinking water, soils, solid wastes, regulations, and enforcement).
2. Your client is going to manufacture active pharmaceutical ingredients for the generic pharmaceutical markets. Using the 15 research areas, discuss in your report what you would expect the key changes to the Chinese environmental regulations to be that the U.S. company can anticipate when entering into force in the next five years. Project how this may impact Chinese suppliers and the manufacturing operations of the U.S. company that will be relocated to China.
3. Under research program number 13, it is clear that China plans to develop programs and regulatory requirements that will regulate the production and use of hazardous and toxic chemicals in commerce. Up to now, China has traditionally lagged behind other countries in the development of world class environmental programs. They watch western countries (U.S. and Europe) to learn from their experiences with the intent to pick out program elements that work and can be adapted to China. In your report, discuss what you see to be the benefits and penalties to Chinese environmental programs for taking this approach
– where does this approach help them, where does this approach hurt them?
4. The U.S. has an adversarial approach with industry to managing and enforcing their environmental programs. The U.S. uses a heavy hand when dealing with non-compliant industries and they are experts in the use of permits and fines to drive behavior and the structure of compliance programs of manufacturing operations. The Chinese have an enforcement division, but it is lightly used unless it aversely impacts reputation or the brand of China itself. For example, during the Olympics, some companies had to shut down their operations for two months without government compensation. The air was breathable, the haze was gone, and workers were not paid during the shutdown. In your report, discuss for your client how the Chinese enforcement strategy may impact his manufacturing operations. Include a discussion on how workers at the site will view EHS and the programs in place that are designed to protect workers and the environment from harm.
5. In conclusion, based on your assessment here of environmental factors, present in your report your recommendation. Should the U.S. company relocate to China or remain in the U.S.? State your top three reasons for making your recommendation.
Course Text:
Kutz, M. (2009).
Environmentally conscious materials handling. Hoboken, NJ: Wiley.
Amy Fjeld
HRM345-1404B-02
Building Effective Teams
Instructor: Jamie Boyd
Phase 4 Individual Project
IT in Amazon
1
Introduction
IT exp.
Running head: IMPETUS FOR CHANGE 1
IMPETUS FOR CHANGE 4
Communication and Change Concept at Disney Land Company
Jared Linscombe
MGT/426
November 29, 2017
Martin Pay
Communication and Change Concept at Disney Land Company
Many companies are now putting more weight on teaching the element of change in their organizational structure. Organizational change yields numerous benefits to organizations, for instance, the companies can be responsive to the dynamism that is exhibited in their working environments. However, despite the benefits that are reaped by embracing organizational change, research shows that most organizations are unable to incorporate this concept successfully. Many of the changes introduced in firms fail to perform their intended purposes (Gilley, 2009). The study also indicates that slightly more than half of these failure incidences are attributed to poorly managed communication mechanisms (Aiken et al. 2010). Effective communication gives all the stakeholders the required persuasions in need of implementing any change. Therefore, communication has been fronted as a vital tool that can be used in implementing organizational change. The Walt Disney Company is a globe-leading institution that is specialized in the provision of entertainment and information services. The company operates on a vast empire of providing entertainment services in all over the world. It has several distinct business segments in areas of theme parks, film studios, television networks among others. Given the diverse needs of the audience in different parts of the world, the company has been in the forefront of ensuring that the necessary changes are integrated whenever the need arises (Pelermo, 2014). Having an extensive insight into the company's organization structure, leadership, communication framework, and operations the paper will detail on the concept of change as manifested in the business.
Type of Change
Firstly, with the view of enhancing the effectiveness of the company’s management and operations, The Walt Disney Company introduced some changes in its organizational framework. The significant change experienced was an increase in the market coverage or the internationalization of the company’s entertainment services. The company faced an array of challenges in introducing this change in its operations and the scope of work. Initially, the firm only specialized in servicing its Films which are dominated by the American culture within the United States local markets. But the later, the administrative change which was dubbed ‘Disneyfication’ come to play. It was aimed at ensuring that the company was able to reach the international market. However, to oversee the success of this move, the company developed a modest system of ensuring that every stakeh ...
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Managing Internal Operations
Strategy execution involves the alignment of the company’s day-to-day operations with the
strategy or ensuring that internal elements of the organization are orchestrated in
harmonious pursuit of its strategy: “Alignment must include linking cultural practices,
strategies, tactics, organizational systems, structure, pay and incentive systems, building
layout, accounting systems, job design, and measurements systems—everything” (Watson,
2005).
This document provides an overview of managing change in the workplace. It discusses various forces that can drive the need for organizational change, including external factors like technology and internal factors like changes in management. It then outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. Alternative strategies for overcoming resistance to change are presented, such as the ADKAR model. Organization development is introduced as a way to create change through improved communication, employee development, and continuous improvement. Finally, examples are given of companies like PayPal, Google, Facebook, and Apple that succeeded by changing their business models when needed.
Business module innovation management and forecastingiWant tutor
This a two-part report carrying out an analysis of innovation development in Google Inc USA, and the evaluation of the forecasting method at Ford. In the innovation development and analysis, the creativity and innovation of the firm is analyzed along with the implications introduced by means of organization structure, culture, and change management. As with any impediments to processes, the innovation management of company would also have faced some challenges and these challenges are then discussed in context.
1
Running head: GM MODEL
5
GM MODEL
GM Model
Introduction
General motors have been described as a reluctant organization which was not ready to change for constant 11 years. The company was in understanding that it cars ignition systems were faulty, and something needed to change, but it did nothing on the issue. The greatest strength of general motors is their new CEO Mary Barra who has taken everything with the aim of changing the organization. The major weakness is the company inability to change even when the problems become so persistent and common to the company face. It culture shows detrimental signs of lack of coordination and cares among others.
Organizational behavioral model
The current organizational behavioral model that is used by general motors is the system model. In this case, too many processes are followed before any decision is made with the organization. Even though the company is utilizing this model, the whole system was founded on people who were not doing their work (Pinder, 2014). They had only one core role of only approving the cars without making further analysis. A car moves from one operation to another before it is released to the users. The system model used by the company shows better results when it comes to components such as making critical decisions, but in the case of GM, this was not happening. To change the organization structure, marry Barra first used the normative approach to return best practice. Second, she used the contingent approach to solve the stalemate in the company and configurative approach in the process of making alignment (Arvinen-Muondo, & Perkins, 2013).
Comparisons between models
System model and supportive model are used in the car industry. Under the two models, the process of decision-making process moves from one area to another before final approximant is done. The different between the two is that fact that supportive model is built with the need to support an individual operation such in car industry the production plant. It gives insight on the course of actions that should be taken in the development process (Pinder, 2014). The system approach is only concerned with how the decision is made within the organization. An external model is like the autocratic model which is centered on only one person making the decision that affects the whole organization.
Reason why organization uses different models
The main reasons that; leads to the different organization using different models in the organization setting is first is the complexity element. Some organization is too large, and thus their model must offer a better scope than in decision-making process. Second is the fact that most organization choice their model based on the value they want to achieve in the market and the structure they are operating within the business (Dess, et al 2014). Some structures such as the Department require more systematic model, and with this case, the use of supportive and system m ...
Individual Project I-3
1. Title
Technology Innovation Project
2. Introduction
Background of the Corporation
Largo Corporation is a major multinational conglomerate corporation which specializes in a wide array of products and services. These products and services include healthcare, finance, retail, government services, and many more. The annual revenue is about $750 million and it has about 1,000 employees. The parent company is located in Largo, Maryland and its subsidiaries are headquartered throughout the United States.
The mission of the corporation is to bring the best products and services to people and businesses throughout the world so they can then realize their full potential.
The corporate vision guides every aspect of their business to achieve sustainable, quality growth:
Productivity: Be a highly effective, lean and fast-moving organization.
People: Be a great place to work where people are inspired to achieve their maximum potential.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Responsible: Be a responsible citizen that makes a difference through ethical behavior.
Revenue: Maximize long-term return while being mindful of our overall responsibilities.
The company’s culture is reflected in their corporate values:
Leadership: Courage to shape a better future.
Collaboration: Leverage collective intelligence.
Accountability: Own up to your responsibility.
Passion: Committed to excellence.
Diversity: Provide new perspectives into our business.
Quality: We will want quality as part of our brand.
The corporation consists of the parent company and the following subsidiaries:
Healthcare – Suburban Independent Clinic, Inc. (medical services)
Finance – Largo Capital (financial services)
Retail – Rustic Americana (arts and crafts), Super-Mart (office products)
Government Services – Government Security Consultants (information security)
Automotive – New Breed (electric cars)
Systems Integration –
Solution
s Delivery, Inc. (communications)
Media Design – Largo Media (website and app design)
The organization is headed by CEO Tara Johnson who completed her Master’s degree at UMUC and eager to make worthwhile improvements to the corporation. She rose through the ranks of Largo Corporation starting with systems integration, then retail and her last position before becoming CEO was in finance.
The corporation is in a highly competitive environment so the CEO wants savvy employees at many levels to make wise judgments and take an aggressive approach and deliver results towards improving the bottom line yet maintaining corporate social responsibility.
Corporate Issues
Ms. Johnson is very concerned about the outlook of her company. Revenues recently declined and she felt that the organization needed a transformation for the company to do well over the long term. In thumbing through some readings she was inspired when she uncovered the following:
We live in a business world acceler.
Running head STRATEGIC CHANGE GLOBAL CREATIVE ORGANIZATION 1S.docxtoltonkendal
Running head: STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 1
STRATEGIC CHANGE: GLOBAL CREATIVE ORGANIZATION 6
Daniel Ortiz
Strategic Change: Global Creative Organization
LDR 531
Farooq Khan
University of Phoenix
March 8, 2017
Strategic Change: Global Creative Organization
The leaders in most global organizations have to deal with growing complexities in the industry and the market, uncertainties, workplace diversity, and highly volatile markets. The changes taking place in the market may affect the performance of their businesses as well as their competitiveness in the global market. As the business conditions continue to change rapidly, the leaders should be in a position to adjust accordingly and match this pace as a way of maintaining the performance of the organizations. As a global and creative organization, a firm should be able to nurture and develop such creative leaders who are capable of navigating the complexity of the market and maintain the firm's competitive advantage. As such, a leader of a creative organization should be in a position to establish the right direction, pace, and a meaningful work environment that supports the growth of individuals and the entire organization (Anderson et al, 2015). The leader should be able to facilitate the engagement of all the stakeholders and ensure that they assume responsibility in as much as they are held accountable for the performance of the firm. Also, one should lead effectively through maintenance of relationships, systems, and processes that facilitate the execution, focus, attainment, and maintenance of the desired results. This essay explores Apple Inc., as a creative organization that has been able to attain considerable success in the global market through effective and creative leadership strategies.
Apple Inc. has grown to become a global leader in the technology industry. Apple has successfully operated in the market through the application of creative and innovative strategies, which has enabled them to counter competitive pressures and attract customers from across the world. As a successful business organization, it is important to understand the value of creative leadership as well as innovation as a way to the attainment of greater competitiveness in the market. Apple Inc. is an appropriate example of the impact of effective leadership that is based on creativity and innovation can transform the future of an organization (Anderson et al, 2015).
Over the years, creativity and enabled the company to develop and improve the quality of their products continuously, thus being able to serve the rapidly evolving needs of their global customers. Through effective creative leadership, by individuals such as Steve Jobs, Apple has been able to move to higher levels of performance and maintain this competitive advantage in the market by innovating and renovating their products to suit the market dynamics. Creative leadership is able to focus on the enhancement of cha ...
Transformational Change Management Plan
1
Transformational Change Management Plan
8
Transformational Change Management Plan
Tracey Urban
HRMT440-1402B-02
Instructor: Ericka Smith
June 16, 2014
Transformational change management plan
Introduction
Off shoring is a form of outsourcing where by some operations and activities of a company are carried out in another country with an aim off reducing labor expenses or to enter new markets among other benefits associated with it (Grossman, 2008). The overall basic effort is cutting on costs.
Off shoring of the production activities of the company affected many of the stakeholders. First, most of the employees were misplaced due to the lay-offs when the production facilities were moved to another country. Most of them were not able to secure other new jobs and this in turn affected the local economy of the domestic country. Off shoring also enabled the business to access new market areas with new clients. This is by bringing the products closer to the businesses target market and also boosting the brand of the business in the new territory. The clients were also affected by the plan. This is due to the ambiguity in the requirements of the clients and their deliverables due to off shoring.
The change was initiated by the loss of business to a competitor. The loss of business required a radical change in the business model of the company and the company planned for off shoring. The transformational change will enable the business to reposition itself in the market (Weerakkody, 2011).
The transformational change has been well accepted. This is because of the general acknowledgement that this process will allow the company to take advantage of the savings that will be associated with it. Off shoring will provide benefits such as lower costs of products and
services to the clients and this will offset the financial issues associated with the huge layoffs of the long term employees.
Transformational Plan Shell
1. Executive summary
Objectives
Change management recommendations
2. Integrated change management
Gather input
Develop strategy
Plan
Execute
Risks
3. Change management strategy and plan of activities
Approach and recommendations
Team structure
Interaction
Change network
Change agents
Change readiness survey
4. Stake holder high level analysis
External
Government
Employees
5. Appendices
A change is considered to be a transformational change if it alters the basic nature of a firm. These changes occur when there is need for a company to improve its performance, cut costs or turn around crisis thus it is a key source of competitive advantage for a company. Some of the organizational changes that are considered to be transformational changes are restructuring, reengineering and downsizing.
Firms cannot just keep what they have been doing because in a business environment, there is a stiff competition in the market and to be competitive and up-to0date with the current market, a f ...
Reply to MIGR 1Innovation is the process of bringing to bear a n.docxsodhi3
Reply to MIGR 1
Innovation is the process of bringing to bear a new idea to improving existing products, workflows, or processes. MIT professor Bill Aulet describes innovation as the product of multiplying invention with commercialization. He states an invention is not innovation by itself but must be used to create value for customers to qualify as innovation (Aulet, 2014). Mr Aulet describes five types of innovation: technology, process, business models, position, and other. Technology innovation is probably the easiest to imagine as we think of technology advances that we can apply to our everyday life. Process innovation includes changing the way we get things done to include changing the steps of instructions to streamline steps that can be accomplished at the same time. Business model innovation includes changing the way the company charges for items such as using a subscription based model or a pay as you go model. Positioning innovation involves decisions such as whether to be the low-cost option for consumers or to occupy a niche market. He titles the last category as “other” to keep room for innovations that will be so new they don’t currently have a name.
5 Tenets to leading successful innovation in business
- Collaborate with others to extract new ideas (Llopis, 2014)
- Champion change efforts from the top.
- View failure as gaining valuable results from experimentation
- Choose a lab vs. factory mindset
- Be willing to take risks.
Leadership at Heinz created a company-wide innovation effort. They decided to create a lab mindset that resulted in creating two to five new products a year (Heinz, n.d.). They allowed their specialists to take risk on these untested products and continue working on them. This effort brought to market several products that the company new consumers enjoyed but they might not like cooking themselves. The leadership focus on creating an innovative culture resulted in a significant number of new products championed by employees across the hierarchy.
Starbucks is another company that has seen success due to championing innovation. The company creates platforms for collaboration to bring ideas up to leadership (Trefis, 2016). Social media sites have given employees the opportunity to spitball ideas even if they seem ludicrous at the time. The companies’ leadership has realized that an idea might start of bad, after many employees have commented on the idea, it goes through an evolution and improves over time. The investment of the company leaders into creating an ecosystem of collaboration has resulted in profitable innovations and many new drinks being offered such as pumpkin spice latte’s that have been hugely successful.
Reply to TAWO 1
Innovation has become a permanent fixture for the business atmosphere over the past decades. Innovation is the process of introducing a new idea, method or invention that creates value ( ...
Apple's organizational structure has evolved over time from a flat structure led solely by Steve Jobs to a more complex, hierarchical structure. It is now composed of functional groups organized by area of expertise as well as product-based divisions. This multidivisional structure allows Apple to effectively manage its global operations and match its organizational design to its business strategy, vision, and goals. Key aspects that have contributed to Apple's success include having all employees understand their clearly defined roles, offering opportunities for career growth, and fostering a collaborative culture that encourages innovation.
We are a premier academic writing agency with industry partners in UK, Australia and Middle East and over 15 years of experience. We are looking to establish long-term relationships with industry partners and would love to discuss this opportunity further with you.
Thanks & Regards
visit our website.
www.onlineassignmenthelp.com.au
www.freeassignmenthelp.com
www.btechndassignment.cheapassignmenthelp.co.uk
www.cheapassignmenthelp.com
cheapassignmenthelp.co.uk - Top Assignment Help | Buy Online Assignment Writing Help Services UK|Assignment Help UK
Course Project: Managing Organizational Change
Objectives
|
Part 1: Topic Selection (Due Week 1)
|
Part 2: The Change Analysis - Images of Change (Due Week 2)
|
Part 3: Diagnosing the Change (Due Week 4)
|
Part 4: Communicating the Change (Due Week 6)
|
Part 5 – Annotated Bibliography (Due Week 7)
|
Final Exam
Objectives
Back to Top
This course project will help you utilize the concepts in this class, by doing a thorough analytical and in depth review and comparison of “change” in two companies. You will accomplish this project through
5 deliverables
in the course:
Proposing and having approved your project topic. (2 references) (Week 1)
Researching two publicly traded companies, and comparing and contrasting their methods of handling a significant change in their organizations. Analyze and write about images of change in those organizations. (4 new references) (Week 2)
Diagnosing the change in those companies and their barriers and resistors. (4 new references) (Week 4)
Analyzing and creating applications for a change project communication based on the change in one of your researched companies. (2 new references) (Week 6)
Utilize multiple references using online research, Keller Graduate School of Management’s live or online libraries, perhaps your public library for print resources, and any other primary or secondary research source you feel would be appropriate for this project. You will complete an annotated bibliography at the end of the term of strong references to support your findings. At least 12 total references used in the project. (All term – bibliography due Week 7).
Important Note!
Note! Keller Librarians are a wealth of information – and will help you find sources. Using the chat feature you can talk to them about what you need to find, and they will teach you how to use the library!
Do not use Wikipedia as a reference source.
If you find useful information from Wikipedia, triangulate your research and find other, more credible source(s) which provide the same (or better) information, and then utilize the information from that more credible source in your paper and reference page/bibliography.
Your project will have five separate parts, due throughout the term. It will incorporate the learning of the course as we go through – and hopefully will cement the process for you. At the end of the term, your final exam will contain 4 randomly selected Change Management questions based on YOUR Course Project companies and research findings as related to the course content, as well as other questions (multiple choice and essay) which are not specifically related to your project (but are related to Change Management course content!).
Thus, the initial “topic selection” where you pick the companies you will research throughout the term is critical for you to ensure you are interested enough in the material that it will keep you engaged throughout the term.
Here are some examples:
Example:
Both Ford and GM experienced seri.
Similar to Running Head PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES .docx (20)
in addition to these questions also answer the following;Answer .docxcharisellington63520
in addition to these questions also answer the following;
Answer the Stop and Consider question on page 319.
Differentiate neurologic and hormonal response to stress
Answer all questions in a Word Document and include the following:
Your name
Label each answer
Include references
Include In-text citations
Use APA Format
.
In an environment of compliancy laws, regulations, and standards, in.docxcharisellington63520
In an environment of compliancy laws, regulations, and standards, information technology (IT) departments in organizations must develop comprehensive organizational policies to support compliance. One specific area in which they must develop policies is the governance of fiduciary responsibility. Scenario: As changes occur in compliancy laws, regulations, and standards regularly, IT management of YieldMore has decided to evaluate the governance of fiduciary responsibility within the organization as it pertains to the IT department. Your team has been assigned the task of evaluating how the governance of fiduciary responsibility affects the organization’s risk. Tasks: You are asked to identify the relationship between fiduciary responsibility and organizational risk, and present this information to the IT management of YieldMore.
1. Identify key stakeholders, their roles and responsibilities, and the impact of fiduciary responsibility on each.
2. Determine the relationships among these stakeholders, the relationship between fiduciary responsibility, and organizational risk for each.
3. Distinguish the identified relationships as they relate to strategic, operational, and compliancy goals for the organization.
4. Develop an appropriate plan to govern fiduciary responsibility for the organization.
5. Prepare a report of your findings for IT management to review.
.
In American politics, people often compare their enemies to Hitler o.docxcharisellington63520
In American politics, people often compare their enemies to Hitler or to the Nazis. Many Democrats compared Trump to a "fascist," and Democrat Alexandria Ocasio-Cortez famously compared child detention facilities to "concentration camps." (Republicans claimed this was an unfair comparison and disrespectful to the real victims of the Holocaust.) On the other hand, Republicans often claim that their Democratic enemies are like Hitler, and often whine that "the Left" is persecuting them similar to how the Nazis persecuted the Jews ("cancel culture" is like the Holocaust, wearing a mask is like wearing a yellow star, etc.). Obviously these are exaggerated, bad comparisons, and are more about scoring political points than teaching history accurately.
But is it
always
wrong and disrespectful to draw comparisons or lessons from the Holocaust? Isn't it possible--while being respectful and acknowledging all the differences that make the Holocaust uniquely horrible--to try to draw lessons from it and prevent anything like it in the future? What comparisons or lessons for the present, if any, can we learn from the Holocaust?
Using specific evidence/examples/comparisons from the primary source you analyzed, please make a specific argument about a lesson or comparison
you might draw from the Holocaust. I'm not interested in your general/vague opinions about politics or Holocaust comparisons. I want you to carefully and respectfully (not politically) draw a lesson from something you learned in your document/film.
.
In addition to the thread, the student is required to reply to 2 oth.docxcharisellington63520
In addition to the thread, the student is required to reply to 2 other classmates’ threads. Each reply must be 300 words
American opinion has indeed shaped politic consequences, political interests, and policymaking. Even with little or no interest in policymaking and politics, the assumption of democracy gives the citizens the power to freely air out their issues and give their opinion in matters of political concern. Taking the war in Iraq, it posed a significant economic and political imbalance. However, support from the politicians was negligible. And because a majority of the Americans opposed the war in Iran, they voted for a Democratic congressional candidate. Their opinion played a great deal in making concrete policies in response to the war in Iraq.
Public opinion is a reflection of the citizens’ view on how the government responds to national politics. Political actions are driven by the citizen’s opinion (Erikson, & Tedin, 2015). It sheds light on the outcomes of specific policies and helps the political candidates identify the characters demanded of them by the citizens. Political scholars argued that the perception of old public opinions was changed because of ambiguity and inaccuracy (Dür, 2019). Modern theories came to identify public opinion as either latent or a broad expression. Latent opinions are formed on the spot, while broad expressions are opinions that had earlier been formed and remained stable (Cantril, 2015).
When convincing policymakers, it proves difficult, interest groups may indirectly influence public opinion. They can achieve this through the media, holding rallies, or handing out leaflets to the public (Dür, 2019). Because the citizens have little or no information on policymaking, they can easily be swayed by interest groups. Interest groups can, therefore, successfully source their support from public opinion or not.
Public opinion remains relevant in American politics. Journalists, politicians, and political scientists should focus on getting the public’s opinion on state affairs. In as much as views might differ or change, establishing a common ground will help in policymaking (Dür, 2019). For the war in Iraq, the Democratic gained power over the senate and House. This was greatly influenced by the failure of public support that shifted the pro-Democratic in 2006 and the 2008 elections. Because opinions are not fixed, establishing a connection between public views and political outcomes might be impossible.
References
Berry, J. M., & Wilcox, C. (2015).
The interest group society
. Routledge.
Cantril, H. (2015).
Gauging public opinion
. Princeton University Press.
Dür, A. (2019). How interest groups influence public opinion: Arguments matter more than the sources.
European journal of political research
,
58
(2), 514-535.
Erikson, R. S., & Tedin, K. L. (2015).
American public opinion: Its origins, content, and impact
. Routledge.
.
In addition to reading the Announcements, prepare for this d.docxcharisellington63520
In addition to reading the
Announcements
, prepare for this discussion by reading the
Required Resources
, the
Week Four Instructor Guidance
, and the scenario provided below. In particular, you should review the
Initial Referral to the Multidisciplinary Team form
found on p. 112-113 of your text, the
Child Study Team Referral Form
from week three, and
Part I
of the
Comprehensive Report
found in the
Instructor Guidance
for this week.
Scenario:
In addition to your role on the Child Study Team, you are also a member of the Multidisciplinary Evaluation Team (MDT). This team is preparing to meet because while the Tier Two Interventions have been helpful, Manuel is still struggling with his reading fluency and his writing, and is continuing to fall further behind. The MDT has received the signed and dated formal permission for referral from Manuel's parents and the school psychologist has conducted an academic achievement evaluation as described in your text. One of your roles as the special education inclusion teacher in your school is to translate the results of all the assessments in a way that is understandable to parents, the child, and to the regular education teacher. Another aspect of your role is to write the Initial Referral to the MDT such as the one described on p. 112 of the text. Finally, in your role as the special education inclusion teacher you are tasked with reviewing the results of all the assessments in order to to help the Manuel, his parents and his other teachers to understand the various strategies that are recommended based on his assessment outcomes.
You have reviewed the RTI data collected to date, including the informal observations of Mr, Franklin and Manuel's other teachers and samples of his classroom work, and have compared those data to
Part I of the Comprehensive Report
prepared by the school psychologist. That report is located in the Instructor Guidance for this week. The data paint a compelling and congruent picture of Manuel's current academic functioning. You are now ready to write an Initial Referral for Manuel so that his eligibility for special education services can be determined.
Initial Post:
Review the
Initial Referral to the Multi-Disciplinary Team form
on p. 112 and 113 of your text. Compare the information needed for that form with the
Child Study Team Referral Form
that you filled out last week for Manuel. Explain the different functions of the two documents and state how they are alike and how they are different. Then, explain how you plan to share the data on the Initial Referral to the Multi-Disciplinary Team form in a way that Manuel, his parents, and Mr. Franklin can understand. Be sure to include an explanation for why you are the one sharing this information with them. Include pertinent professional or personal real world examples to illustrate your points.
Text:
Pierangelo, R., & Giuliani, G. A. (2012).
Assessment in special education: A practical a.
In Act 4 during the trial scene, Bassanio says the following lin.docxcharisellington63520
In Act 4 during the trial scene, Bassanio says the following lines:
“Antonio, I am married to a wife
Which [who] is as dear to me as life itself;
But life itself, my wife, and all the world
Are not with me esteemed above your life.
I would lose all, ay sacrifice them all
Here to this devil [Shylock] to deliver [save] you.”
And Portia, who hears these lines (though Bassanio doesn’t know it), says,
“Your wife would give you little thanks for that
If she were [near]by to hear you make the offer.”
(Act 4, scene 1, 281-288
Is Antonio really more important to Bassanio than Portia? Explain why or why not. What do these lines tell us about the value of male friendship vs. marriage in this play? Would Portia be justified in rejecting Bassanio, since later in this scene he gives away the ring she gave him which he swore never to give up? (see Act 3, scene 2, lines 167-185) Your response should be about 200-250 words and should include specific references to lines in the play.
.
In a Word document, please respond to the following questions.docxcharisellington63520
In a Word document, please respond to the following questions:
How is the information discussed in the articles similar or different compared to what you have heard/learned about international/global communication? Especially compared to the chapters from our textbook
Business Writing Today.
Based on the information provided in the articles, what are some rules/conventions do people tend to follow when communicating across cultures and languages?
Which out of the four articles provoked a strong response in you? Did you agree and/or disagree with the author? Why?
.
In a Word document, create A Set of Instructions. (you will want.docxcharisellington63520
In a Word document, create
A Set of Instructions
. (you will want to save it twice—once as a .doc and once as a .pdf) Upload the .pdf document to the Unit 3 Dropbox. It should be single-spaced (as all technical docs are) with double spacing between sections. Think visually. Think simple steps. See the rubric.
.
In a two page response MLA format paperMaria Werner talks about .docxcharisellington63520
In a two page response MLA format paper
Maria Werner talks about the changes Perrault in his (17th century) version made to the much earlier original oral version of the tale written down by Delarue Paul Ed" The story of Grandmother" and the motivation behind the Grimms brothers(19th century) version of the tale. Compare and contrast these three versions of LRRH from the readings, explaining how the variations changes the focus not plot of each tale.
Readings
1. Charles Perrault: Little red riding hood(france)
2.Brothers Grimm: Little red cap(Germany)
3. Paul Delarue Ed: The story of grandmother(france)
.
In a paragraph (150 words minimum), please respond to the follow.docxcharisellington63520
In a paragraph (150 words minimum), please respond to the following questions:
Prior to reading the text, how would you have defined terrorism?
What is your understanding of terrorism now?
How would you account for the huge amount of terrorism in the 20th and 21st centuries?
What do you see as the ethically proper response to acts of terror?
.
In a paragraph form, discuss the belowThe client comes to t.docxcharisellington63520
In a paragraph form, discuss the below:
The client comes to the physician's office complaining of shortness of breath. He states he has a history of fluid in his lungs and he takes a "water pill" and a "bronchodilator" every day. Both legs are swollen. He also used inhaler cortisone when needed to ease his frequent difficult breathing. His blood pressure is 168/98 and his pulse is 144 beats per minute. Upon listening to his heart with a stethoscope, a third heart sound is noted and abnormal breath sounds. After complete blood work and radiological investigation, the patient is diagnosed with CHF and COPD.
Discuss all of this information with the physician using correct medical terminology.
.
In a minimum of 300 words in APA format.Through the advent o.docxcharisellington63520
In a minimum of 300 words in APA format.
Through the advent of social media, a thing known as "slactivism" has arisen. This is literally activism through social media and, despite such a negative label, researchers are finding that this actually works! Activism through the medium of social media is having a significant impact. This is just ONE example of many of not only a "mass behavior" but can also fit into all 4 categories of social movements. The individuals involved in this mass behavior/social behavior could easily be examined within the lens of the "contagion theory" as well as the "emergent-norm theory."
Go check out whatever form of Social Media/ Media you are most on, (facebook, instagram, tumblr, twitter, reddit, youtube etc. ) Look for an example of "slactivism" from people/influencers that you follow that is promoting a specific type of social movement. Discuss their post here by answering the following questions (if you feel comfortable you can post your example here as well but it is not required.)
1. Describe the post (or post it here), where did you find it, what do the contents involve?
2. Based on the readings from this chapter, what type of social movement are they promoting?
2. What theory of crowd behavior can be applied to this movement? Please expand
3. What Social movement theory can be applied to this movement? Please expand
4. At what stage in the social movement cycle would you place this movement?
.
In a paragraph form, post your initial response after reading th.docxcharisellington63520
In a paragraph form, post your initial response after reading the passage below:
The client comes to the physician's office complaining of shortness of breath. He states he has a history of fluid in his lungs and he takes a "water pill" and a "bronchodilator" every day. Both legs are swollen. He also used inhaler cortisone when needed to ease his frequent difficult breathing. His blood pressure is 168/98 and his pulse is 144 beats per minute. Upon listening to his heart with a stethoscope, a third heart sound is noted and abnormal breath sounds. After complete blood work and radiological investigation, the patient is diagnosed with CHF and COPD.
Discuss all of this information with the physician using correct medical terminology.
.
In a minimum 250-word paragraph, discuss at least one point the auth.docxcharisellington63520
In a minimum 250-word paragraph, discuss at least one point the author makes that stands out to you. Why did you find it interesting or strange? How does it compare to, connect to, and/or expand on your own experience and what you know about language and the world? Be specific. Explain. Use examples!
.
In a hostage crisis, is it ethical for a government to agree to gran.docxcharisellington63520
In a hostage crisis, is it ethical for a government to agree to grant a terrorist immunity if he releases the hostages, even though the government has every intention of capturing and prosecuting the terrorist once his hostages are released?
write an initial post (200-250 words) and one secondary post (minimum 100 words) (reply to the classmate's post, file attached)
For your initial post, you must have two academic peer-reviewed articles for references.
Discussion must include in-text citations and references in APA style formatting
Due 24 March 2021 by 1:00 PM ET
.
In a double-spaced 12 Font paper How did you immediately feel a.docxcharisellington63520
In a double-spaced 12 Font paper
How did you immediately feel after finishing the novel in relation to data security as a whole? Has your thought process changed regarding how you will share data? Do you value metadata more or less after reading this novel?
Do you feel that there should be more of an emphasis on personal privacy or public security? (Hint: you can use domestic threats to support your stance-whichever it may be.)
Considering the grand scheme of things, do you feel that what Edward Snowden did was wrong? Do you think he helped more people or put more people in danger?
Should the United States government continue to attempt to persecute Edward Snowden? If so, why? If not, why?
Do you think there could have been a better way for Edward Snowden to achieve the goal that he felt was necessary without inciting anger and fear from the United States government by being a whistleblower?
.
In a follow-up to your IoT discussion with management, you have .docxcharisellington63520
In a follow-up to your IoT discussion with management, you have been asked to document and describe Use Case examples of IoT Services and Applications, so they can see a clear application of the technology. After all, the goal of IoT is to ensure all company resources and technological objects can communicate, and documentation is always part of the process. In a report to your manager, describe the following topics:
An introduction to IoT technology and typical corporate devices being used within IoT
Examples of IoT services and applications describing the service, application, interface, and benefit to the organization. Please pick 3 of the following IoT Use Cases when informing management of this required information and the implementation of technology:
Predictive Maintenance (e.g., use of cameras, sensors and data analytics)
Smart Metering (e.g., internet device capable of measuring how a company consumes energy, gas or water)
Asset tracking (e.g., efficient location and monitoring of key assets)
Connected vehicles (e.g., automation of driving tasks)
Fleet Management (e.g., transportation efficiency and productivity)
Provide reference page with at least 3-5 references in APA format
4 to 5 pages
.
In a COVID-19 situation identify the guidelines for ethical use of t.docxcharisellington63520
In a COVID-19 situation identify the guidelines for ethical use of the computers and networks in any organisation.
Please discuss the NETIQUETTE technique and explain how it can help professionals to embrace ethical use of networks in the current pandemic situation. You need to use some cases in the discussion to add value to your discussion.
.
In a 750- to 1,250-word paper, evaluate the implications of Internet.docxcharisellington63520
In a 750- to 1,250-word paper, evaluate the implications of Internet use (including, but not limited to, basic web presence, online shopping, vendor unique portals, vendor specific portals, "IOT," social media, and/or VPN use) within a SMB, as well as data protection for intellectual property. Make sure to address third-party vendors, cloud technology, and technology trends.
.
In a 600 word count (EACH bullet point having 300 words each) di.docxcharisellington63520
In a 600 word count (EACH bullet point having 300 words each) discuss the following WITH no intro or conclusion needed… CITE AND REFERENCE WITH TWO PEER reVIEWS
· Discuss the diathesis-stress model as it pertains to schizophrenia.
· Explain the causal factors associated with the disorder.
(1) DQ word count 175
Please describe schizophrenia and dissociative identity disorder. How are the two disorders different? Do they have anything in common?
.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Running Head PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES .docx
1. Running Head: PART 1 – COMPARISON OF CHANGE IN
TWO COMPANIES 1
PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES
7
PART 1 – COMPARISON OF CHANGE IN TWO COMPANIES
Name:
Course:Managing Organizational Change
Date:9/15/13
Practitioners and writers like Lee Bolman, Terrence Deal,
Gareth Morgan, and Mary Jo Hatch claim that the images that
people hold of companies or organizations influence their
interpretations of what they think is going on, what they think it
has to happen and the way they think things ought to happen.
The images can be seen as metaphors or frames that people hold
in their minds. These images of change and of managing
influence the ideas of people and what people think
management of change is about. This paper discusses these
images of managing change in relation to two organozatins, the
Microsoft Company and Apple Company.
The facts from the week one proposal are that the drive for
change for Microsoft Company is the rising level of competition
that calls for a need to have differentiated and integrated
products. Information related to this is that the company has
been able to develop integrated devices such as Windows
phones and services like Bing. In order to have a range of
products, the company wishes to acquire the mobile device
sector of Nokia Corporation. On the side of the Apple company,
the drive for change is innovation and high tech pressures to be
in a position to maintain its high levels of technology. As a
result, the company has managed to produce efficient products
such as iPhone 5s, iOS 7, and other services (Luecke, 2003).
2. The changes in Microsoft Company are that it shifted from
manufacturing computer software to produce products and
services that meets the needs of consumers. This is through the
production of windows phones and services such as Bing. The
change had a positive impact to the company as it was in a
position to acquire more customers and increase its
profitability. In addition, the company gained growth ability
and complex situations faced by the company in its business
operations and accuracy in running the businesses that were
initially absent.
To Apple Inc. the changes helped it maintain its image as the
top ranked technology software innovator through producing
products that are more efficient. Through the change, the CEO
of the company held a legacy as one of the best managers. The
change also made the company acquire more customers and
therefore it was in a position to add more employees that
participated in the design of the products and marketing. The
change also influenced the key competitors to the company such
as Samsung as they had to change to counter the increased level
of competition from Apple Inc (Luecke, 2003).
The changes in the two companies are similar in terms of
innovation and growth drivers for change. In addition, both the
companies benefited from the change, as they were able to
attract more customers and improve their images. However, the
changes in the companies also differ in some way. Microsoft
Company embraced changes to show its innovative power and to
show to the markets that they were able to restore back
discipline in the decision making process. On the other hand,
the changes experienced by Apple Inc. were due to buffer
strategies as the company is always on the struggle to develop
new products and brands that would be helpful in keeping its
leadership position in innovation and product design (Burnes,
2009).
Change Image
3. Basis of Image
Application to Company #1
Application to Company #2
Pressures for Change
Differs from others how?
Unintended consequences from Image
Coach
Shaping parts of the organization to ensure a positive outcome
Moderation through the CEO
The CEO controls the process
Internal pressures
Pressure for change is what leads to entire restructuring of the
organization
The image of the company changes
4. Interpreter
Creating sense of the formulated strategies for change to
prevent digression
Matching the products to the main activities of the company
Testing of the new products and comparing them to the existing
ones.
Internal and external
Managers call on the staff to provide them with the information
on what is going on
The company is able to acquire information on its image from
the markets
Nurturer
Shapes the organization in a manner that the developed
strategies for change do not negatively affect the organization
Acquisition of part of Nokia mobile devices
5. Formulation of various ways to create the more sophisticated
products
Credibility pressure
The adaptive capacity of the organization the organization's
ability to respond to pressure
Realignment of the organization to adapt some pressures
The coaching image was crucial in ensuring that the
organization had a form of shaping in relation to the flow of
information relating to the required change through products.
The pressures in this image were therefore arising from within
the organization. Comparing the outcomes of the companies,
this image did not affect Apples Inc. but rather affected those of
Microsoft making it address the need of having a computer like
phones. The interpreter image was also due to the internal
pressures and its main aim is to ensure that the management
team concentrates on designing products and strategies that
ensures the attainment of the goal at hand (Burnes, 2009).
Through the coordination by the CEOs of the two companies,
this image led to positive outcomes as Microsoft were able to
produce new products and services while Apples Inc. came out
with improved products. It implies searching for relevant
information on consumer wants and expectations to ensure that
the products formulated addresses those needs. The nurture
image is an organizational image that aims at ensuring that
alteration in the functions of the company in efforts to address
change does not have negative consequences to the normal
functions of the organization. Microsoft’s normal operations
6. were not affected by this image because there was continuity in
the manufacture of its past designs. However, Apples Inc.
shifted all its operations to ensure improvement in the majority
of its products (Woodcock & Francis, 1992).
The nurture image facilitated the described change in each of
the companies because the CEOs of the two companies had to
research on the consequences of the changes to be able to
determine whether the entire organization changes permanently
or the change is only attributed to address the problem at hand.
The leaders of both the companies resembled the director image
the most because they are driven by the urge to leave a legacy.
As a result, they perform the function of ensuring that the
organizations changes while they are still in rule (Paton &
McCalman, 2007).
Works Cited:
Burnes, B. (2009). Managing change. Harlow: Financial Times
Prentice Hall.
Luecke, R. (2003). Managing change and transition. Boston:
Harvard Business School Press.
Paton, R., & McCalman, J. (2007). Change management: A
guide to effective implementation.
London: SAGE.
Woodcock, M., & Francis, D. (1992). 25 training activities for
creating and managing change.
Amherst, Mass: HRD Press in association with Gower.
Cupertino, C. (2012). Apple Announces Changes to Increase
Collaboration Across Hardware, Software & Services. Retrieved
August 5, 2013, from
http://www.apple.com/pr/library/2012/10/29Apple-Announces-
Changes-to-Increase-Collaboration-Across-Hardware-Software-
Services.html
7. Etherington, D. (2013). Apple’s New Product Strategy.
Retrieved August 5, 2013, from
http://techcrunch.com/2013/05/30/apples-new-product-strategy/
Vincent, J. (2013). 'Titanic' changes at Microsoft: Will CEO
Steve Ballmer create an ecosystem to rival Apple's? Retrieved
August 5, 2013, from http://www.independent.co.uk/life-
style/gadgets-and-tech/news/titanic-changes-at-microsoft-will-
ceo-steve-ballmer-create-an-ecosystem-to-rival-apples-
8671891.html
Chapter 5: Diagnosis for Change
Learning Objectives
On completion of this chapter you should be able to
• Understand the role of diagnostic models.
• Apply a range of diagnostic instruments relevant to various
aspects of the process of managing.
• Form a view on which instruments you find most
attractive/helpful.
This chapter introduces a range of diagnostic instruments that
can be applied to the management of change. Some are designed
to highlight a particular aspect of the change process (e.g., the
readiness of an organization for change), some deal with one
aspect of an organization (e.g., its strategy or its structure),
while others—“diagnostic models”—refer to the operation of
the organization as a whole.
How a diagnostic device is used also relates to what sort of
manager of change you are (in terms of the change manager
images discussed in Chapter 2). One option consistent with the
change manager as director is to use diagnostic tools to build up
8. your own knowledge base and confidence about what needs to
change by using models that specify relationships among
variables and pinpoint where change is needed when things are
not going well. This chapter provides a number of such models
that depict the connections between organizational variables
(through the use of boxes, lines, and arrows, etc.). These models
may be seen to engender a level of confidence about the desired
outputs that will be produced following change interventions
that focus on the identified variables and their interrelationships
(see, e.g., Nadler and Tushman's congruence model).
The change manager as navigator also will find the diagnostic
tools attractive; models are ways of “mapping” the environment
they describe. The change manager as caretaker will be less
convinced of the capacity of the diagnostic tools to support
radical change, but several of the tools (see, e.g., PESTEL and
scenario analysis) provide insights into the trends in the
external environment that they will have to take into account.
The change manager as coach will focus on the diagnostic tools
that highlight the goals being sought and the competencies
needed to attain them (see, e.g., Table 5.6, “Testing the Quality
of Your Strategy”), while the change manager as interpreter will
be attracted to the diagnostic tools that emphasize images,
framing, and cognitive maps (see, e.g., Table 5.3, “Diagnosis by
Image”). However, the nurturer with an interest in emergent
strategy may remain unconvinced as to the value of such
diagnostic tools.
The issue of who does the diagnosing is also of relevance in the
management of change. There are a range of views as to who is
most appropriate. This will become clearer after Chapters 7 and
8, which deal with different “schools of thought” on how
change should be managed. For example, in “change
management,” (see Chapter 8), the task of diagnosis is part of
senior management and/or consultants employed as subject
9. experts and advisers. In “organizational development,” (see
Chapter 7), consultants use diagnostic tools as part of their
focus on helping the client by managing process (more than
content). Organizational development and related approaches
stress the importance of those who are to be affected by the
change being involved in the diagnosis. The rationale is usually
that such involvement produces greater commitment to the
change process and, as a result, enhances prospects of success.
Those organizational development consultants who subscribe to
a future search approach (see Chapter 7) take a hard line on
this, explicitly rejecting pressure to be thrust into the role of
diagnostician.1
Directly connected to the “who diagnoses” is what Harrison
calls “the political implications of diagnosis.”2 Diagnosis may
be seen as “the thin edge of the wedge” for those fearing a
particular change. No matter how nonaligned and objective the
wielder of the diagnostic tools tries to be, it is almost
impossible to avoid the situation where some party will see the
“diagnostician” as firmly implicated in determining, or at least
legitimating, a course of action that is not their preferred
option.
Models: Why Bother?
This discussion of models is based on some fundamental
propositions:
• As managers—indeed as members of organizations in any
capacity—we carry around in our heads our own views as to
“how things work,” “what causes what,” and so forth, within
our organizations. In this sense, diagnosis exists whether or not
explicit diagnostic models are used.
• Although these views may not be explicitly stated, as implicit
models they still have a powerful capacity to guide how we
think about situations that we face in our organizations, how we
talk about those situations, and what we deem to be appropriate
10. courses of action.
• The apparent option of not using a model is not a real option;
the choice is whether we use one that is explicit (such as those
discussed in this section) or one that is implicit.
• While implicit models may provide valuable insights based on
accumulated experience, they do have limitations. First, they
are likely to be based on the limited experience of one or a few
individuals; thus, their generalizability may be uncertain.
Second, because they are implicit, it is difficult for other
individuals to be aware of the framework/assumptions within
which decisions are being made.
Burke identifies five ways in which organizational models can
be useful:3
1. By making the complexity of a situation where thousands of
different things are “going on” more manageable by reducing
that situation to a manageable number of categories.
2. By helping identify which aspects of an organization's
activities or properties are those most needing attention.
3. By highlighting the interconnectedness of various
organizational properties (e.g., strategy and structure).
4. By providing a common “language” with which to discuss
organizational characteristics.
5. By providing a guide to the sequence of actions to take in a
change situation. Whether or not a specific model can do this
depends on whether or not it includes differential weighting of
its various component factors, as does, for example, the Burke-
Litwin model.
A wide range of models is available. Several are described in
this chapter. No one model is “the truth”; each is simply a way
of “getting a handle on” the complex reality that is an
organization. The most important thing is to use (or even
develop) a model that works for the specific situation that an
organization confronts; that is, one that assists thought,
discussion, and action in regard to the issue(s) affecting the
organization. In some situations, this will involve identifying
11. the aspect of an organization that is most in need of remedial
action. In others, the model will assist in highlighting the
systemic (flow-on) effect of a change in one part of the
organization's operations.
Modeling Organizations
In this section, we provide a number of diagnostic models that
can be applied to the functioning of organizations. Typically,
these models seek to focus attention on one or more of the
determinants of organizational performance. Each model
represents the particular “angle”/nuance provided by its
designer/author. We have intentionally provided many models,
rather than focusing on just a few, in order to both (1) illustrate
the range of available models and (2) give you a broad range
from which to select that or those that best suit your
purposes/interests.
The Six-Box Organizational Model
Marvin Weisbord proposed one of the earliest diagnostic
models, one that he describes as the result of “my efforts to
combine bits of data, theories, research, and hunches into a
working tool that anyone can use.”5 His model is based on six
variables (see Figure 5.1):
1. Purposes: What business are we in?
2. Structure: How do we divide up the work?
3. Rewards: Do all tasks have incentives?
4. Helpful mechanisms: Have we adequate coordinating
technologies?
5. Relationships: How do we manage conflict among people?
With technologies?
6. Leadership: Does someone keep the boxes in balance?
FIGURE 5.1: The Six-Box Organizational Model
12. He presents his visual representation of the model as akin to a
radar screen: “Just as air controllers use radar to chart the
course of aircraft—height, speed, distance apart and weather—
those seeking to improve an organization must observe
relationships among the boxes and not focus on any particular
blip.”6 That is, while one variable might be identified as the
site requiring the greatest attention, the systemic effect of any
change must be noted.
The 7-S Framework
The 7-S Framework was developed by the McKinsey &
Company consultants Robert Waterman Jr., Tom Peters, and
Julien Phillips.7 It is based on the propositions that (1)
organizational effectiveness comes from the interaction of
multiple factors and (2) successful change requires attention to
the interconnectedness of the variables. They characterize the
factors into seven categories: structure, strategy, systems, style,
staff, skills, and superordi-nate goals (see Figure 5.2).
FIGURE 5.2: The 7-S Framework
Structure refers to the formal organizational design. Strategy
refers to “the company's chosen route to competitive success.”8
Systems are the various procedures in areas such as IT whereby
an organization operates on a day-to-day basis. Style is a
reference to patterns in the actions of managers and others in
the organization; that is, how they actually behave
(consultative? decisive?) when faced with the need to act. Staff
refers to the processes for development of the human resources
of the organization. Skills are described as the “crucial
attributes”—the “dominating capabilities”—in areas such as
customer service, quality control, and innovation that
differentiate it from its competitors.9 Superordinate goals refer
to the organization's “vision” (see Chapter 9).
13. Waterman, Peters, and Phillips stress that the visual
representation of the model is intended to emphasize the
interconnectedness of the variables. This aspect is central to
their intention, which is to emphasize that those factors “that
have been considered soft, informal, or beneath the purview of
top management interest [e.g., style] … can be at least as
important as strategy and structure in orchestrating major
change.”10 (See Table 5.1.)
The Star Model
Jay Galbraith argues that an organization is at its most effective
when what he labels “the five major components of organization
design” are in alignment.11 In this model, the five components
are strategy, structure, processes and lateral capability, reward
systems, and people practices (see Figure 5.3).
FIGURE 5.3: The Star Model
A preeminent role is given to strategy —“the cornerstone”—on
the grounds that “if the strategy is not clear, … there are no
criteria on which to base other design decisions.”12 Structure is
defined as the formal authority relationships and grouping of
activities as represented on an organization chart; processes and
lateral capability refer to the processes, either formal or
informal, that coordinate activities throughout the organization.
Reward systems seek to align individual actions to
organizational objectives, while people practices are the
combined human resource practices (e.g., selection,
development, performance management) of the organization.
Misalignment of any of these five factors is considered to
produce suboptimal performance (see Figure 5.4).
FIGURE 5.4: The Star Model: Effects of Misalignment
The Congruence Model
14. David Nadler and Michael Tushman have developed an open
systems model of organizations based on the proposition that
the effectiveness of an organization is determined by the
consistency (“congruence”) between the various elements that
comprise the organization (see Figure 5.5).13
FIGURE 5.5: Nadler and Tushman's Congruence Model
This model sees organizations as comprising four components:
task (the specific work activities that have to be carried out),
individuals (the knowledge, skills, needs, and expectations of
the people in the organization), formal organizational
arrangements (structure, processes, and methods), and informal
organization (implicit, unstated values, beliefs, and behaviors).
The model is based on the conceptualization of the organization
as a transformation process. At the “front end” of the process is
the context, comprised of the environment, resources, and
history. Environment refers to factors outside the organization
such as the economic, social, and technological conditions.
Resources are the assets, tangible and intangible, internal to the
organization. History refers to the organization's own history,
which leaves an imprint on how the organization currently
operates. Within this context, strategy is formulated. The
organization then becomes the means for the attainment of
strategy. The output of the transformation process is primarily
the performance of the organization, but this is mediated via the
performance of both groups and individuals.
Based on their experience using the congruence model in
organizational problem solving, Nadler and Tushman have
identified a process for this activity (see Table 5.2).
TABLE 5.2: Applying the Congruence Model to Organizational
Problem
15. The Burke-Litwin Model
The main contribution of the 12-factor model developed by
Warner Burke and George Litwin is that it differentiates
between those elements of the model that are seen as likely to
be the source of major (“transformational”) change and those
that are more likely to be the source of change that is
experienced as incremental (“transactional”). The four
transformational factors are external environment, mission and
strategy, leadership, and organizational culture. These are
intentionally located at the top of the diagram that represents
the model (see Figure 5.6).
FIGURE 5.6: The Burke-Litwin Model
The fundamental premise of the model is that planned change
should flow from the top of the diagram (environment) to the
bottom (performance).14 However, as indicated by the arrows,
the feedback loops go in both directions, indicating that internal
organizational factors can impact the environment and not just
be on the receiving end of a one-way environmental
determinism.
The Four-Frame Model
Lee Bolman and Terry Deal argue that managers benefit from
being able to analyze organizations from the perspective of four
different “frames” or “lenses,” each of which provides a
different “angle” on how organizations operate15 Without the
capacity to use multiple frames, managers may become locked
into their one favored way of seeing the world. Bolman and
Deal comment:
Organizations are filled with people who have their own
interpretations of what is and what should be happening. Each
16. version contains a glimmer of truth, but each is a product of the
prejudices and blind spots of its maker.16
The four frames discussed by Bolman and Deal are the
structural frame, the human resource frame, the political frame,
and the symbolic frame. The structural frame presents
organizations as akin to machines that are designed to
efficiently turn inputs into outputs. From this perspective, the
focus is on getting the correct formal design as one would find
on an organization chart and rules and procedures manuals. The
mantra for action is, “If there's a problem, restructure.”
The human resource frame directs attention to the relationship
between the organization and the people that comprise it. It is
based on the proposition that a good fit between the needs of
the organization and what people want out of work benefits both
parties, and the reverse (where fit is lacking, both suffer).
The political frame suggests that we see organizations as sites
where participants interact in pursuit of a range of objectives,
some in common, some that differ; some that complement, some
that conflict. One of the most important aspects of the political
frame is that it does not present “political” as necessarily
equating to “bad” or “underhand.” Even where superordinate
goals, such as the organization's mission, are shared, the means
whereby that mission is to be operationalized may be fiercely
contested between various individuals, each of whom may
sincerely believe that his or her action is in the best interests of
the organization.
The symbolic frame proposes that the essence of an
organization may lie not in its formal structure and processes
but in its culture—the realm of symbols, beliefs, values, rituals,
and meanings. In Bolman and Deal's terms, “what is most
important is not what happens but what it means.”17
Diagnosis by Image
17. In many change situations, the initial diagnosis is enhanced by
getting the perspective of various staff of the organization as to
the current (as-is) situation. However, even where people are
not intentionally “holding back,” they will often find it difficult
to encapsulate, in words, their sense of the current situation.
One technique that can often “cut through” this blockage—and
that builds on the body of work of Gareth Morgan on the
application of the notion of “images” to organizational
analysis18—is to ask people to describe their organization and
how it operates by providing an image in the form of either a
simile (“my organization is like a well-oiled machine”) or a
metaphor (“my organization is a dinosaur”) (see Table 5.3).
TABLE 5.3: Diagnosis by Image
Our experience using this approach shows that most people,
when requested, can very quickly and very succinctly produce
such an image. The images then become the focal point for
discussion. Indeed, they generate discussion because a natural
follow-on from the production of an image is that the producer
is asked to “flesh out” the image; that is, to describe in more
detail the situation that the image was intended to convey.
Component Analysis
The approaches to diagnosis described in the previous section
dealt with the organization as a whole in its relationship with
the context/environment in which it operates. The approaches to
diagnosis in this section deal with specific components within
these models. Particular attention is given to the strategic
context on the basis that this is a major—although, as noted in
Chapter 3, by no means exclusive—driver of change.
The PESTEL Framework19
18. PESTEL characterizes the organizational environment in terms
of six factors: political (e.g., the threat of terrorism), economic
(e.g., unemployment levels), social (e.g., demographic
changes), technological (e.g., development of new/substitute
products), environmental (e.g., antipollution policies), and legal
(e.g., antitrust law). Although this is a very broad-ranging
framework, it can be a useful starting point for an organization
that has not given much attention to the broad trends that might
impact on the future operation of the business. To be able to
assist in this role, it is important that the PESTEL framework
incorporate trends—with the extrapolation into the future that
this implies—rather than rigidly documenting the status quo.
Applied in this way, it can form the basis for coarse-grained
identification of necessary or desirable change initiatives.
Scenario Analysis
The pilots for major airlines routinely spend time in flight
simulators as part of their training. One of the advantages of
such simulators is that the pilots can be exposed to a range of
different situations from the routine to the unexpected. While
the pilots must become completely familiar with the former, as
they constitute the everyday reality with which they will have to
deal, the simulations extend to events that in all probability
they will not encounter even once throughout their career. The
rationale for exposure to the latter is clear enough: Although
they are highly unlikely to be encountered, the consequences
should they occur could be disastrous (literally) unless handled
correctly and speedily.
Scenario analysis offers the same opportunity in the context of
strategic change in organizations.20 It has received attention in
the business world primarily through its extensive use by Royal
Dutch Shell, who for over three decades have used it as a tool
for addressing their possible futures. A scenario is a description
19. of some future state based on a set of assumptions about what is
likely to happen in regard to a number of key factors believed to
be key drivers of that future state. Scenarios may be constructed
through the application of a specific methodology (see Table
5.4 and Exercise 5.1).21
Gap Analysis
Gap analysis is a very basic tool for reviewing an organization's
position. It is based on three questions:22
1. Where are we now?
2. Where do we want to get to?
3. How can we get there?
Although basic, these questions can be useful on a number of
levels. First, their very generality means that most managers
should be able to venture an opinion of some sort—at least in
regard to the first two questions—which is likely to serve as a
good basis for subsequent discussion.
Second, regardless of whether the responses indicate low or
high degree of consensus, this can be put to good use. High
consensus can generate two different courses of action. One
option is to act immediately to close the gap, either by revising
the objective or by taking the necessary action to meet the set
objective. A second option is to suspend taking action until a
direct challenge to the high consensus view can be arranged.
The rationale for the second option is that—as long as
immediate action to close the gap is not required—such a
challenge can lead to either reinforcement of the wisdom of the
preferred position or a timely revision of certain “taken-for-
granted” positions.
Low consensus provides the perfect platform for further
attention to the objectives and strategies of the organization on
the grounds that commitment to specific courses of action
should be based on a reasonably high degree of consensus on
20. the answers to at least the first two questions. Agreement on the
answer to the third question may be desirable, but it is not
necessary as long as there is commitment to support the formal
decision on the course of action to be taken.
The Elements of Strategy
Strategy is often conceived of as being at the heart of change in
that it is about the most basic of issues with which an
organization has to deal: what it is seeking to achieve and how
it intends to do so. Strategy and change intersect because both
strategies may change (“change of strategy”) and change may be
deemed necessary in order to realize a set strategy (“change for
strategy”).
Donald Hambrick and James Fredrickson have developed a
framework that characterizes the strategy of an organization in
terms of five elements that should be mutually reinforcing (see
Table 5.5). Any misalignment between elements identifies a
need for action/change.
TABLE 5.5: The Elements of Strategy
From this perspective, it is only after all five strategic
elements have been determined that it is possible to
appropriately assess the desirable characteristics of the various
organizational structures and systems that facilitate the
achievement of the strategy.23 However, before moving to this
stage, it is important to test the quality of the proposed strategy.
Hambrick and Fredrickson provide a list of “key evaluation
criteria” to do this (see Table 5.6).
The Strategic Inventory
Strategy is about the future—committing resources to various
activities based on “assumptions, premises and beliefs about an
21. organization's environment (society and its structure, the
market, the customer, and the competition), its mission, and the
core competencies needed to accomplish that mission.”24 These
assumptions, premises, and beliefs, often formed over time
through experience, become a “mental grid” through which new
information is sifted and interpreted. To the extent that this grid
comprises assumptions, and so forth, that are an accurate
reflection of the environment, it enhances the quality of
strategic decision making. However, where assumptions fail to
reflect accurately key elements of the business environment,
they can lead to the adoption of inappropriate strategies (see
Table 5.7), a phenomenon that has been labeled “strategic
drift.”25
TABLE 5.7: The Impact of Assumptions on Strategy: The Beech
Starship Story
Identifying the strategic assumptions of managers, and
validating their accuracy, can be a useful way of assessing
whether current strategy seems to be consistent with key
elements of the business environment. It also assists in
identifying whether the strategy of the organization may be a
priority focal point for change.
Picken and Dess have developed a “Strategic Inventory” as a
diagnostic tool for this purpose (see Table 5.8). Any given
application of this tool may, or may not, reveal consensus on
assumptions. Where consensus is found, the emphasis should
move to its independent validation. Where significant
divergence exists, attention should be directed to both
which/whose assumptions are currently enshrined in strategy
and which/whose assumptions can be independently validated.
TABLE 5.8: The Strategic Inventory
The Strategic Inventory involves a much more sophisticated
22. analysis than that provided by the ubiquitous SWOT analysis
(strengths, weaknesses, opportunities, threats). The danger with
SWOT analysis is that it very easily becomes a listing not of
strengths but “believed strengths,” not of weaknesses but
“believed weaknesses,” and so forth. That is, it captures
existing beliefs—the current orthodoxy—which sometimes are
precisely what need to be challenged if an organization is to
improve its performance.
Newsflash Exercise
Sometimes it is important to tackle the diagnostic issue by
getting the management of an organization to focus in very
specific terms on exactly what they are seeking to achieve. In
such a situation, some diagnostic models can be too abstract;
something that makes the issues very concrete achieves a
clearer outcome. The Newsflash exercise is designed to meet
this need (see Table 5.9).
TABLE 5.9: Newsflash
Cultural Web
Organizational culture appears as a component in several of the
diagnostic models covered in this chapter (see, e.g., the Burke-
Litwin model). There are also numerous typologies and tools
that provide a characterization of organizational culture,
including Robert Quinn's “competing values model”26 and the
Organizational Culture Inventory (OCI) developed by Robert
Cooke and Clayton Lafferty.27
Gerry Johnson describes the culture of an organization using the
concept of the “cultural web” (see Figure 5.7).
FIGURE 5.7: The Cultural Web
23. The web comprises seven elements:28
• The paradigm (the set of assumptions commonly held
throughout the organization in regard to basic elements of the
business such as what business we're in, how we compete, who
our competitors are, etc.).
• The rituals and routines (in regard to how organizational
members treat each other and, perhaps even more importantly,
associated beliefs as to what is right and proper and valued in
this regard).
• The stories told by organization members that, as a form of
oral history, communicate and reinforce core elements of the
culture.
• Symbols such as logos, office design, dress style, and
language use that convey aspects of the culture.
• Control systems, which, through what they measure and
reward, communicate what is valued by the organization.
• Power structures, which refer to the most influential
management groupings in the organization.
• Organizational structure, which refers to the nature of the
formal and informal differentiation and integration of tasks
within the organization.
The specific value of “mapping” the culture of an organization
is described by Gerry Johnson:29
1. Surfacing that which is taken for granted can be a useful way
of questioning what is normally rarely questioned. If no one
ever questions what is taken for granted then, inevitably, change
will be difficult.
2. By mapping aspects of organizational culture it may be
possible to see where barriers to change exist.
3. It may also be possible to see where there are linkages in the
aspects of organizational culture which are especially resistant
to change.
4. A map of organizational culture can also provide a basis for
examining the changes that need to occur to deliver a new
24. strategy.
5. This in turn can be used to consider whether such changes
can be managed. In this way practical ideas for implementing
strategic change can be developed.30
Structural Dilemmas
Many organizational change programs involve the organization's
structure either directly or indirectly. One reason for this is that
“getting the structure right” is a difficult challenge because
managers “confront enduring structural dilemmas, tough trade-
offs without easy answers.”31 Bolman and Deal identify six
such dilemmas.32
1. Differentiation versus integration. As organizations grow or
as tasks become more complex, there is value in specialization,
but with each act of differentiation comes the need at some
point to integrate the various parts into the coherent whole that
is the product or service experienced by the customer.
2. Gap versus overlap. If all necessary tasks are not assigned to
some position or department, key tasks may go undone to the
detriment of the whole organization. However, if a task is
assigned to more than one position or department, whether
specifically or by default through ambiguity in instructions, the
situation can easily become one where there is wasted effort
and/or conflict.
3. Underuse versus overload. If staff have too little work, they
are likely to be bored and/or get in the way in their efforts to
find something to do. If staff are overloaded with work, their
capacity to service fellow staff or customers/clients is impaired.
4. Lack of clarity versus lack of creativity. If the
responsibilities of a position are left too vague, it is easy for the
employee to undertake work that the employer did not intend or
wish to be done (and perhaps at the expense of organizational
performance). However, if job descriptions are very specific
and either rigidly enforced or rigidly followed, a major source
of organizational flexibility is lost and service is likely to
25. suffer.
5. Excessive autonomy versus excessive interdependence. A
high degree of autonomy can lead to a sense of isolation, but a
high level of interdependence can stifle quick reaction to market
opportunities.
6. Too loose versus too tight. Lack of accountability can lead to
control failures, but so can attempts at very close monitoring as
it may be demotivating and/or encourage people to find ways to
beat the system.
Table 5.10 provides a diagnostic instrument designed to address
these issues.
TABLE 5.10: Diagnosing Structural Dilemmas
The Boundaryless Organization
Ashkenas et al. have argued that organizations facing
increasingly competitive environments will have to make
significant shifts in key structural aspects if they wish
themselves to remain competitive.33 Specifically, they argue
that organizations need to take into account a “shifting
paradigm for organizational success” that positions speed,
flexibility, integration, and innovation as the “new success
factors.”34 Speed refers to speed in bringing products to market
and in changing strategies; flexibility refers to the use of ad hoc
teams and malleable job descriptions; integration refers to
greater collaboration between specialists; and innovation refers
to the encouragement of creativity.
The next step in their argument is that these new success factors
will only be achieved if organizations reduce four types of
organization boundary: vertical, horizontal, external, and
international. Vertical boundaries are the layers in the internal
vertical hierarchies of organizations; horizontal boundaries
exist between organizational units (e.g., departments); external
boundaries are those between the organization and the “outside
26. world” (e.g., customers and suppliers); and geographic
boundaries are those between different countries.
Table 5.11 provides a diagnostic instrument for testing the
current state of “boundary-lessness” of an organization across
all four boundaries, while Table 5.12 looks specifically at the
characteristics of an organization's vertical structure.
TABLE 5.11: How Boundaryless Is Your Organization?
TABLE 5.12: How Healthy Is Your Organization's Hierarchy?
Diagnosing Readiness to Change
Knowing what needs changing is only part of the story. The
degree of attention to the process of managing change is a
reflection of the fraught nature of the process. Change
initiatives often fail. In this regard, readiness for change is a
mediating variable between change management strategies and
the outcomes of those strategies (the desired outcome usually
being successful implementation). As a result, a prechange audit
of the readiness of an organization for change can provide an
indication of the likely outcome of a change initiative at a
particular point in time. It also may identify key areas where
further action could significantly enhance the prospects of
success. The instrument provided in Table 5.13 is an adapted
version of one designed by Andrea Sodano as published in
Fortune.35
TABLE 5.13: Readiness for Change
An alternative means for assessing change readiness, the
Support for Change instrument, designed by Rick Maurer,
focuses on eight factors: values and vision, history of change,
cooperation and trust, culture, resilience, rewards, respect and
face, and status quo (see Tables 5.14 and 5.15).3
27. TABLE 5.15: Working with the Support for Change
Questionnaire
Galbraith, Downey, and Kates provide a diagnostic tool for
change readiness but couch it in terms of an organization's
“reconfigurability” (see Table 5.16).37
TABLE 5.16: How Reconfigurable Is Your Organization?
Recent research by Holt et al. into the determinants of an
individual's readiness for organizational change has suggested
that the individual's beliefs in regard to four factors are central:
(1) their own capability to implement the proposed change, (2)
the appropriateness of the proposed change (for the given
circumstances), (3) senior management support for the change,
and (4) the personally beneficial nature of the change.38
Stakeholder Analysis
Stakeholder analysis focuses on one specific aspect of change
readiness: the position of key stakeholders in regard to the
proposed change. In the context of a planned change,
stakeholders are those individuals or groups, inside or outside
the organization, who have the capacity to influence, directly or
indirectly, the success or otherwise of the change. It is usually
helpful to add some reference to “interest in the issue” to the
definition to make it clear that bodies with the capacity to
influence such as the armed forces or police need not be
included.
Stakeholder analysis involves the following process:39
1. Identify stakeholders, who may comprise both groups with a
28. formal connection to the organization (e.g., owners, suppliers,
customers, employees) and other groups who can exert
influence over the organization.
2. Assess each stakeholder's capacity to influence the particular
change being proposed (e.g., rate as high, medium, low).
3. Check each stakeholder's “track record,” particularly in
regard to comparable issues.
4. Assess each stakeholder's interest in the particular change
being proposed (e.g., rate as high, medium, low).
5. On the basis of the above, identify the stakeholders most
likely to be interested and able to be influential in regard to the
change in question.
6. Try to find out what position, if any, each of these
stakeholders is taking on the change. Be cautious if only
attitudes, not actions, are reported. While attitudes are worth
knowing—and may alert the change team to a potential
problem—those expressing support may not “come through” if
the going gets tough, just as those expressing opposition may
“fall into line” if they believe that the change is going to
happen.
One approach involves plotting level of stakeholder interest
against stakeholder power (see Figure 5.8). In this model,
specific action is advocated based on the categorization of
specific stakeholders.
FIGURE 5.8: The Power-Interest Matrix
LEVEL OF INTEREST Low High Low A B Minimal effort
Keep informed C D Keep satisfied Key players POWER
Grundy suggests that the following questions be addressed:40
• Can new stakeholders be added to the situation to change the
balance?
• Can any oppositional stakeholders be encouraged to leave?
• Can the influence of pro-change stakeholders be increased?
• Can the influence of antagonistic stakeholders be decreased?
29. • Can the change be modified in a way that meets concerns
without undermining the change?
• If the stakeholder resistance is strong, should the proposal be
revisited?
Stakeholder analysis allows the change manager to be much
better informed as to the likely reception to the change among
key stakeholders and, on this basis, steps can be taken to try to
improve the prospects of the change initiative receiving a good
reception.
Force-Field Analysis
Force-field analysis is another model for looking at the factors
that can assist or hinder the implementation of change. The
forces pushing for change are driving forces; those working
against the change are restraining forces.
To do a force-field analysis:41
1. Define the problem. Get individuals to do this first, then
share these definitions. Write the problem in the center of the
main force-field arrow on a force-field figure (see Figure 5.9).
2. Determine the restraining forces and add them to the figure
(one arrow per force). Put all the restraining factors on one side
of the central stem. Indicate the relative strength of each factor
by using a consistent format (e.g., numbers, as in Figure 5.9, or
thickness of the arrow).
3. Repeat step 2, except this time for driving forces.
4. If the identity and strength of the restraining and driving
forces have been accurately assessed, this will clarify both the
likely outcome (will the change be able to be successfully
implemented?) and the sources of greatest restraint (useful to
know if on balance the change looks like it is not succeeding).
It also suggests change actions that can be taken such as
decreasing restraining forces and increasing or adding to the
driving forces. This enables disruption of the status quo,
30. resulting in change.
FIGURE 5.9: Force-Field Diagram
Conclusion
In this chapter we introduced a range of diagnostic instruments
that can contribute to the management of change by providing a
perspective on a range of organizational situations. Explicit
models of “how organizations work” provide a complement to
the implicit models that managers and others have in their
heads. No one model is “the truth,” but each offers its user the
opportunity to view the operation of an organization from a
particular perspective. It is up to those who use a diagnostic
tool to determine the value of the perspective and to make
decisions accordingly. As suggested at the start of this chapter,
this assessment will be influenced by the image(s) of managing
change that are adopted.
TABLE 5.17: Chapter Reflections for the Practicing Change
Manager
Case Study: Boeing 42
The long list of Boeing's woes seems to have reached its
pinnacle in late 2003 with the scandal surrounding the Pentagon
deal that alleged inappropriate behavior and the loss of
documents by Boeing officials. After his seven-year reign at the
head of the organization, December 2003 saw the eventual
resignation of Phil Condit. Many breathed a sigh of relief at the
news. The problems at Boeing were reportedly endless. From a
stock price that had decreased by 6.5 percent while the company
was under his leadership to increasing competitive pressures,
the future for Boeing was in doubt and changes were needed.
For many years Boeing graced American corporate news for
their prowess as the leading manufacturer of aircraft. However,
31. in 1994 Airbus—their main rival—booked more orders. This
shocked the management executives and began a series of
changes that were implemented to overcome the bureaucratic
structure, outdated technological systems, and unnecessary
processes in a company that had reportedly changed little since
World War II.
THE BEGINNING OF CHANGE AT BOEING
In 1997 market demand increased dramatically and Boeing
attempted to meet this surplus of orders by doubling their
production capabilities instantaneously. A manufacturing crisis
ensued and Boeing's reputation took a dramatic turn for the
worse when they were required to halt production of the 747
aircraft for 20 days. The company had “stubbed its toe,”
according to the then-president of the Commercial Airplane
Group, Ron Woodward, who was dismissed not long after the
crisis. The “win at all costs” approach that Boeing supposedly
had to its business dealings and a lack of communication within
the organization appeared to have been the source of this
problem.
After experiencing these manufacturing difficulties, an attempt
was made to revitalize Boeing's operations by streamlining
aircraft assembly and increasing the efficiency of the company.
This was to be done by focusing on production and costs, not on
“airy vision statements.”43 Their overall strategy was to update
their technology systems, downsize their operations, and
reestablish relationships with their suppliers—the only feasible
way costs could be cut.
Perhaps the first step in recognizing that the cycle of demand
for their products caused massive fluctuations in revenue each
year and the company needed more stability occurred when
Boeing acquired McDonnell Douglas in 1997 to increase its
defense contracts. This merger, however, brought with it
32. difficulties in the way of cultural synthesis. McDonnell Douglas
had a very strong culture that focused on their dealings with
government officials for defense contracts. Combined with
Boeing's family-orientated culture, the merger was not without
integration issues. The merger also had financial implications
when investors accused the organization of trickery in regard to
the merger with McDonnell Douglas and a payout of $92.5
million was made to shareholders.
WHEN TECHNOLOGY BECAME AN ISSUE
In 2001 Boeing adopted the principles of lean manufacturing
and aimed to rejuvenate their reputation by making their
production more efficient. The object of the project was to
implement an automated system of assembly lines. They also
hoped to coordinate and facilitate easier channels of
communication between Boeing staff and suppliers. They
implemented a Web-based procurement system that allowed
suppliers to monitor stock levels and replenish supplies when
they dipped below a predetermined minimum.
The process of automating the production line was a struggle
for Boeing. Information technology within the organization was
decentralized and over 400 systems were being used to meet the
needs of various departments. The lack of collaboration in
regard to product procurement meant that the same product
could be manufactured by Boeing for one aircraft but
subcontracted for another. Boeing had recently chosen to
implement a technological platform to regulate product life
cycles. This was hoped to cut costs and facilitate the more rapid
production of the 7E7. It would do this by standardizing the
“use of specifications, engineering rules, operational parameters
and simulation results across its extended enterprise.”44 It was
hoped that this new system would “improve collaboration,
innovation, product quality, time-to-market and return-on-
investment.”45
33. THE CULTURAL IMPLICATIONS OF DIVERSIFICATION
The decision was made to diversify from the traditional
commercial airline industry and the many acquisitions that were
made created integration issues for the company. The aim again
was to add more stability to the business by diversifying into
information services and the space industry—providing services
with elevated margins that would reflect on Boeing's bottom
line. Condit later admitted that entry into the space industry was
an erroneous move. According to the CEO of Airbus, Noel
Forgeard, the process of diversification was “extremely
demoralizing for Boeing employees,” but Boeing's vice
president of marketing, Randy Baseler, claimed that “what
affects morale right now is that we are in a down cycle.”46
Regardless of the reasoning behind it, Boeing's employee
morale was at a low and this issue needed to be addressed.
According to a BusinessWeek reporter, Boeing was in dire need
of “a strong board and a rejuvenated corporate culture based on
innovation and competitiveness, not crony capitalism.”47
Boeing's past had left its culture in pieces. After the merger
with McDonnell Douglas and many other organizations, the
decision was made in 2001 to move the headquarters of their
operations from their historical home in Seattle to Chicago. The
relocation was said to be the factor that most significantly
disturbed the culture of Boeing. The move was instigated to
provide a neutral location for the diversified Boeing. Having
acquired many different organizations, the past connections to
the Seattle site were to be severed. The strategic reason for this
move was to help refocus attention on international growth
prospects.
Harry Stonecipher, the past head of McDonnell Douglas who
had come in as the new chief operating officer of Boeing after
the company was acquired, was announced as the new CEO after
Condit's resignation. His first important decision was regarding
34. the new 7E7 planes, which would be Boeing's first new plane in
a decade. On December 16, 2003, Stonecipher announced that
Boeing was to go ahead with the production of the 7E7 jets.
Stonecipher promised to work closely with unions to see that
the low morale is reversed and that the planes are produced at a
quicker pace and for less money. Despite Stonecipher's best
efforts, critics are calling for an outside leader to come in and
take Boeing back to basics.
A researcher of a shareholding firm claimed that Boeing's
problems lay in the fact that they had “overpromised and
underdelivered.”48 The past has shown that Boeing's inability
to react to external pressures has increased their demise. The
future of the industry will now depend on the ability of either
Airbus or Boeing to predict the way the market will go. Boeing
has bet its future on the market developing a partiality for
smaller aircraft, like their new 7E7. Airbus, on the other hand,
projects that the airlines will purchase larger aircrafts in the
future.
Your Grid for Week 6 assignment[click and type your
name]Change Plan GridTopicFrequency or
timelineStakeholders/AudiencePurposeCommunicatorMessageA
uthorDelivery methodmeasure
DefinitionsTopic What is the topic of the communication? (A
"re" statement)FrequencyHow often will this message go out?
Regularly? Will there be updated versions? Once?AudienceWho
will get this message? Why?PurposeWhat is the goal of the
communication - what should it achieve?CommunicatorWho is
going to actually have their name/voice on this
communication?MessageWhat is the foundation of the message?
Key points listed.AuthorWho is going to write the
communication? (Use the name of the officer/change agent, for
example, the CIO, CFO, CEO or the "CA" (change agent), HR
Director, etc.) You don't actually write a person's
nameDeliveryHow will the message be delivered and why that
35. method? (i.e. email/phone conference/in person,
etc.)MeasureHow will you measure or determine if the message
successfully conveyed the information?
Sheet3