The Morgan Company Senior managers at The Morgan Company had.pdf

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The Morgan Company Senior managers at The Morgan Company had devel- oped a new and inspiring mission statementone that set a new direction for the company with ambitious strategic goals. Management continually emphasized the new strategy and asked employees what they needed to do to achieve the new goals. Although some employees didnt want to embrace the new strategic direction, most were excited to participate in and support the new strategy. The employees began to make suggestions for improving the organization and identifying the necessary changes. Many of their ideas pointed to a significant change in the culture of the organization. And that was when the wheels fell off. Employees were told to step back; management didnt want to make any radical changes. They were told that they could only change one or two items and then only to a very small degree. No money could be spent, and the actions of senior management implied that employees ideas really didnt matter. People became disillusioned and disgruntled. At least two people left every month for other positions during the last 18 months of the 24-month transformation process. The best people left since they had no voice and no ability to change a broken organization. Discussion Questions 1. How did management fail in its strategic planning? 2. What principles and ideas discussed in this chapter might have helped this organization succeed in meeting the new strategy?.

Education

2 Change Implementation Deyanira Diaz Southern New Hampshire University MBA 687 Dr. Rivero October 2, 2022 Change Implementation Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch. Key Stakeholders and their Significance Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization. Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged. Every s.

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Running head: ASSIGNMENT 3 1 ASSIGNMENT 3 6 Assignment 3 Managing Organizational Change Daniel Hernandez Strayer University HRM560-Managing Organizational Change Dr. Zakia R. Batchelor February 18, 2020 Managing Organizational Change The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below. Creating a sense of urgency Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case. Creating a coalition At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas. Vision for change Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...

Why Change Programs Don’t Produce Change

Efraín Suárez-Arce, M.Ed

1.Check all of the following tangible benefits of well-crafted visions that are primarily cognitive components: Underline all that apply A. Great profits and dividends b. Provide road maps, direction c. Enable sounds strategic planning d. Recruit talent- provide feeling of engagement e. Develop distinctive competencies f. Aspiration g. Inspiration 2. Which of the following statements explains why a vision is more critical to change than a mission statement? A. a mission statement focuses on what an organization is and does. A vision focuses on the possible future scenario a change can bring. B. a mission statement imagines a new future the change will bring. A vision is a dream that will never be real. c. a mission statement explains who we are now. A vision focuses on where we are going. 3. which of the statements below are Pendlebury’s three components of vision that are key to change management. Check all that apply. A. why the change is needed b. the mission of the organization c. the aim of the change d. a stringent plan and budget e. the change actions that will be taken 4. Match the approach for crafting a vision to when it is used. Tell 2. Co-create 3. Consult 4. Test 5. Sell Match each of the options above to the items below. Involvement is not seen as important Chief executive is attracted to the vision and wants others to adopt it Chief executive wants to see which aspects of the vision find support Chief executive needs to help develop the vision Chief executive wants to identify shared visions throughout the organization 5. To what extent do stakeholders influence a plan and subsequent implementation of organization restructuring that accommodates change? Stakeholders are incidental to the change process. Stakeholders are not decision makers and cannot influence the potential outcome of organizational restructuring. Stakeholders expertise in managing change is very limited, and should not be considered by change leaders in the planning of adaptable organizational structures. None of these 6. Barbara, a change manager, has good political skills. She has built a range of relationship across and outside the organization. These characteristics of Barbara are an example of ______________ dimension of political skills. Networking ability Apparent sincerity Interpersonal influence Social astuteness 7. Sam, a change manager, has many competencies. One particular strength is his ability to gather meaningful data through interviews, surveys, and observations. These characteristics of Sam are an example of the _______________ skill of a change manager. 8. An important CMI change manager competency includes personal responsibility, prioritizations and time management, resilience, flexibility, and emotional intelligence. This competency is best described as: Strategic thinking Self-management Coaching for change Scouting 9. W.

HBRs 10 Must Reads on Change Management The Hard Side of Change .docx

shericehewat

HBR's 10 Must Reads on Change Management: The Hard Side of Change Management The Hard Side of Change Management by Harold L. Sirkin, Perry Keenan, and Alan Jackson WHEN FRENCH NOVELIST JEAN-BAPTISTE Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same. Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative from his or her viewpoint and, based on personal experience, focuses on different success factors. The experts, too, offer different perspectives. A recent search on Amazon.com for books on “change and management” turned up 6,153 titles, each with a distinct take on the topic. Those ideas have a lot to offer, but taken together, they force companies to tackle many priorities simultaneously, which spreads resources and skills thin. Moreover, executives use different approaches in different parts of the organization, which compounds the turmoil that usually accompanies change. In recent years, many change management gurus have focused on soft issues, such as culture, leadership, and motivation. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. Soft factors don’t directly influence the outcomes of many change programs. For instance, visionary leadership is often vital for transformation projects, but not always. The same can be said about communication with employees. Moreover, it isn’t easy to change attitudes or relationships; they’re deeply ingrained in organizations and people. And although changes in, say, culture or motivation levels can be indirectly gauged through surveys and interviews, it’s tough to get reliable data on soft factors. What’s missing, we believe, is a focus on the not-so-fashionable aspects of change management: the hard factors. These factors bear three distinct characteristics. First, companies are able to measure them in direct or indirect ways. Second, companies can easily communicate their impor ...

Strategic Change Management

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20 Management ServicesSummer 2012 Change Management Effective Change Management: The Simple Truth I n a previous life I remember walking into my new boss's office for my induction talk - it was my first day of my first people management job and I was full of excitement and anticipation. Then he sat me down and said: "Your job is to get the unwilling to do the impossible for the ungrateful." I nearly turned around and walked back out the door! If we put our hands on our hearts how many of us would admit that change management sometimes feels like this? A recent change management study by Towers Watson surveyed over 600 organisations that have recently gone through significant change and unearthed the practices that are at the heart of effective change management. They are simple truths and can make the difference between success and failure in many cases, but evidence suggests that they are often forgotten when in the midst of a challenging change project. It is a fact that change is a constant reality for any organisation looking to survive and thrive in these turbulent and uncertain times. When you boil it up, change is about doing things differently or doing different things. Whether you have to change, help others change or define what the change is, we all have a vested interest in getting it right. Our recently published research shines a light on what those organisations that are effective at change management have in common when it comes to managing change. So bearing this in mind, the first issue to put to bed is what do we mean here when we say 'effective change management'? In a nutshell, if change programmes achieve their stated goals on time and within budget and deliver sustainable benefit then that would fit most people's definition. We used this definition to classify organisations that are really good at change management and then looked at what they did well in comparison with their peers. Significantly and perhaps not surprisingly, we also found that those businesses that plan and execute change well are also the ones that are outperforming their peers when it comes to bottom line performance. Companies highly effective at both communication and other change management activities are 2.5 times as likely to outperform their peers that are not highly effective in either area. So considering the prevalence of change - and the effect of change management on bottom-line performance - there are plenty of reasons to take a hard look at how those organisations are approaching change management and to learn the lessons. From our research we found that the following are self-evidently true Effective change management is a little bit art and a little bit science. The best change practitioners balance rational, data driven approaches with a deep understanding of emotional drivers. It's about understanding the unique needs of the business and its people and then applying insight and the right tools to deliver the change. It is.

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