Consulting Proposal : Leading Organizational Change

Implementing immunizations into the clinics can be challenging for the facility and the staff. There are several methods that have been implemented to monitor the methods used by the staff to give the immunizations to the patients in the clinics. There have been several obstacles and challenges that the staff and leaders have faced. As with any changes that take place in patient care within an organization methods must be set up to monitor those changes. Changes promote challenges not just to staff leaders but the organization as a whole. Communication with any changes can be challenging for

In the mid-nineties, Seagram’s core market, the spirits and wine business, had stalled. At the

Question 1: What are the challenges faced by Right when the downsizing effort no longer is a popular human resource strategy?

The understanding of the goal to be envisioned at Seagram moving forward is to become, remain, and develop an outside reputation as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). The vision must effectively be passed to the 200 senior managers to make it a shared goal to be given and embraced company wide. The hope is that the top managed beverage company will be efficient and customer-centered, recognizing employees, while not micro-managing. The old model, based on decades old vision, needs to be replaced with a quasi-tried vision that has helped Seagram remain as one of the top, well-known companies. The new vision has seen success and is moving the company alongvtowards being the top managed beverage company. There are yet and still steps that will provide some right now actions that may help Seagram reach this goal of being the top managed company in the near future.

The environment of an individual including culture of the company, management style, level of stress at work, etc…are also very important factors.

Firstly, the model should be one that the OD practitioner thoroughly understands and is at ease with

Seagram has enjoyed a long history of success from its inception in 1924 with a single distillery in Canada to a world-wise company. During this timeframe, global recognition has afforded Seagram the opportunity to grow to 14,000 employees as well as creatively diversify in a manner than many companies could not imagine. Unique purchases of oil companies as well as what some might argue to be more logical partnerships like fruit juices such as Dole Food Company, Inc. created continued accomplishments that would shore up the company and create a secure future. In addition calculated investments with DuPont, MCA Inc., which includes Universal Studios and them parks as well as electric companies build an impressive portfolio for Seagram as well. We know that highly diversified organizations are more successful, “firms whose business units are highly related to each other, such as in a focused company, are outperformed by those whose business units are moderately unrelated to each other” (Graham, 2012, p.14). Although this argument makes little sense, Seagram has, for years, experienced the benefits of being highly diversified.

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

This final paper, will demonstrate the skills and learning I have acquired from the Organizational Consultancy and Assessment course. In addition to bring together knowledge obtain from the Foundations of Leadership class. The courses of Organizational Consultancy and Assessment and Foundations of Leadership should present clarification that as a student that I will be capable providing support in the areas of in the areas of organizational leadership, conflicts, communication, ethics, and employee motivation and team management. Furthermore, if required I should be competent enough to explain and describe the importance of each organizational area, identify the data and information you would use to assess each area, and describe the consulting strategy that would be most effective in addressing each area.

The change plan prepared for the business provides significant information regarding the current situation in internal environment. The information provided is based on analysis of internal elements necessary in formulating an overall organizational culture. The desired performance and culture is also defined in terms of its tangible elements. A detailed plan includes the necessary steps for an organization to carry forward its change objectives including the handling of transition. The process adopted for change management should include a clear purpose for change as well as a strategy for implementing the desired change.

December 1993: Charlotte Beers assesses the progresses made by the company after she became CEO: she realizes that clients love the Brand Stewardship concept, but most employees, below executive levels, have not embraced the newly created Vison. The problem I will focus in this document is the following: the majority of employees did not embrace the new Vison. I will analyze why this is a key problem, why it is happening and I will propose steps to accomplish more acceptance.

I confirm I have read the University regulations on plagiarism, and that this assignment is my own work.

The work of Bloodgood and Morrow (2003) argues that strategic change is best viewed as a multidimensional phenomenon that consists of various degrees of environmental structure and internal conscious awareness." (Bloodgood and Morrow, 2003) Organizational change does not involve acquisition of new resources only but also involves the reconfiguration of the resources with already existing resources. As well, organizational change is not just business as usual but involves reconfiguration of existing resources. Therefore, it can be understood that there are newly acquired and existing resources that the organization must address in implementation of change. Knowledge can divided into two types, tacit and explicit. It is reported that many organizational activities "involve varying degrees of both tacit and explicit knowledge." (Bloodgood and Morrow, 2003) Tacit knowledge is described as knowledge that "cannot be codified and expressed to others." (Bloodgood and Morrow, 2003) Explicit knowledge is described as knowledge that can be codified and expressed to others. It is reported that the strategy of implementing Total Quality Management across the organization is more dependent on explicit rather than tacit knowledge. (Bloodgood and Morrow, 2003, paraphrased) Prior to organizational change a force-field analysis which is described as an analysis that is "deceptively simple and can be used to help plan and manage organizational change."

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

Goggin and Mitchell (2010) states that “Comparing the various definitions of innovation, it can be seen that there are several common elements what is changed (such as product or process changes); how much is changed (whether it is completely new or only perceived as such); the source of the change (sometimes technology); the influence of the change (for example, its social or commercial value)”