Creating Change Through An Organization Essay

The candidate will demonstrate the skills and knowledge required to develop a change management strategy.

It was once said that the only constant is change which is true. This change can be a major change or a subtle one, either way change is still constant.

it is supported by case studies that the linkage between inability of identifying of retail environmental changes and Zahra’s new rescue plan for David Jones failed because after the new rescue plan of Zahra, net profit and share price continued to decrease. Moreover, the case study said that ‘it may be a good five years before strategy can be assessed properly’ (Waddell Waddell, Cummings & Worley 2014).

Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.

Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31.

Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus on Lippitt’s change theory is on the change agent rather than the change itself.

To organize and prioritize the current and future projects in the pipeline in a way that fits into the PMB budget of $5B, and ensures projects that increase sales, growth, and stockholder value are of top priority, whereas projects that are not beneficial are either put on hold or discarded.

Health care organizations that choose to convert to an electronic medical record system (EMR) have several advantages; most important it increases patient safety, efficiency, cost-effectiveness and security. Accepting such a transition also presents with its share of challenges like preparing for the required significant time obligation and resources that will make the transition a successful one. Leadership and management must create an atmosphere that will get the buy-in of all stakeholders. Providing information about the process and what methods will be best to make the conversion to an EMR system is an important aspect of the implementation

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

Organizational issues are often the most difficult part of managing projects. Taking the time to analyze an organization can help identify, understand, and solve potential problems. All organizations consist of four different frames: structural, human resources, political, and symbolic. Each of these frames describes a particular way of looking at organizations and how they function. For example, it can be used to identify the project stakeholders to help meet their needs and expectations or simply can be used to decide which college to attend.

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

An organization’s capability to learn and convey that learning into action quickly, is the supreme competitive advantage. The learning organization is the structure that eases the realization of such competitive advantage, it empowers employees, it deepens and enhances the customer experience and cooperation with main business partners and eventually improves business performance. Organizational learning is considered as the suitable process to develop knowledge resources and capabilities/core competencies (human capital, social capital and organizational capital) that engender ongoing values; which in turn yield persistence superior performance; which lead to sustainable competitive advantage within the context of the strategic management.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

A need for growth in any organization to stay a viable entity must occur. Organizational change is inevitable. Just like anything in life, markets and cultures change which require constant attention and preparation. In order to be successful in any market, an organization has to be able transform itself to the needs for the market. CrysTel is no stranger to change. CrysTel is a telecommunication company with over 2500 employees and a gross income of approximately $200 million a year. Products included in there list of services include data cables, wireless solutions, and network development. The product profile is data cables, wireless solutions and network development. Because of the nature of

In the realm of organizational change and development there is a standard model that is considered among most organizational development professionals to be the basic format for planned changed known as the General Model of planned Change. Essentially what organizational development professionals are dealing with is almost exclusively centered around planned change. That same type of planned change was present within the Sunflower Incorporated Company which started their planned change initiative in early 1989. The technology that the company was looking to change was the financial reporting system in order to have a new system that is able to compare sales, cost, and profit margins on a regional basis. The company decided to open a new position that was specifically targeted at maximizing the performance of the companies financial goals and they hired a new pricing manager by the name of Agnes Albanese who was in charge of conducting the internal price management initiative. While her ideas were perceived positively among the internal executive groups as a whole there was some pushback on the new pricing format.