Describe Two Models for Change. Include Appropriate Examples in Your Answer. Identify the Necessary Steps for Planning the Implementation Process for Each of the Models

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

2. Amir Bonakdar, T. W. (2013). Transformative Influence of Business Processes on the Business Model: Classifying the State of the Practice in the Software Industry. Hawaii: Hawaii International Conference on System Sciences.

A business process combines manual and automated tasks that ultimately add measurable value to a product or service. A model for business model diagram of these manual and automated processes is a picture of the business process works as is or should work in the future to be. To develop an effective application that optimally supports the business process. Business process analysis identifies bottlenecks in efficiencies disconnects and other problem areas. Developers need solution functional and non-functional requirements to develop or modifying application. A good business process implementation will increase the visibility of the company’s activities making it easy to monitor and control the critical business processes of the company. It provides management with an increased ability to identify bottlenecks, make improvements that needed and reassigned resources to meet customer demand. It also provides an increased to identify further areas of optimization that will provide customer satisfaction or lower transaction

It is sometimes a good idea to use a small pilot or group of people to get feedback of the potential plan that may affect them. This trial can give insight to any problems that may occur and help bring light to different strategies to make the proper changes as well as provide a learning experience not just for the manager but for the people involved. This process is to figure out the best possible method of change, and is not used to decide whether the project will be started.

Collaborating with highly trained professionals at “Mindtree Limited”, I have applied myself in Application Integration and Business Process Management (BPM) practices to optimize processes for effective human interaction with enterprise applications. Reshaping my technical skill-set with enhanced focus on business aspects, I was hand-picked by “International Business Machine” (IBM). As part of this firm, I implemented the nuances of Service Oriented Architecture (SOA), BPM principles and modelled integration layer solutions to give hassle free access to the central storehouse of information. Additionally, our team designed inventive solutions to automate various manual operations, in-turn reducing significant overheads for a Canada based Telecom client.

| This model has steps of how organization’s change. There are three steps 1) exploration, 2) planning, 3) action, and 4) integration. The exploration is how organization verify the need for change and acquire the necessary resources (such as expertise) to make the change. Planning involves the decision makers and technical experts and the plan is signed off by the manager. Action is completed by feedback and the replanning. The integration aligns the change with other areas in

Business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises. The purpose of BPR is to make all business processes the best-in-class. Michael Hammer and James Champy published their best-selling book, reengineering the Corporation, where the authors promoted the idea of radically redesigning the enterprise by wiping the slate clean. New information technology, including the ability for people throughout the supply chain to communicate in real time and the ability for controls and monitoring to be instituted throughout the supply chain, is often a driver of process reengineering within the organization. By reengineering workflows with better quality controls within the production process, companies can more easily uncover issues within the supply chain at their source. Through breaking down the processes of the business and organizing around outcomes, companies can uncover and remove inefficiencies in their processes. In the insurance industry, claims typically took 31 days to

In the process of using models and theories of change review I have identify five different models or theories of change. Discuss the validity and utility of these models. Therefore in the development of my project I have come up with three models and two theories which will help me develop my project. The American Airlines project will use them because they are most valid to the development of the project and fit in. The process consultation model lets the client's involvement can help to break down potential

These are a list of the nine models that I will compare for our organizational change. The Lewin, three-step model, Bullock and Batten, planned change, Kotter, eight steps, Beckhard and Harris, change formula, Nadler and Tushman, congruence model, William Bridges, managing the transition, Carnall, change management model, Senge, systemic model, and the Stacey and Shaw, complex responsive processes. Along with discussing the models, I will

A plan, a desire, and a decision. Which one comes first and how can you align these three aspects to make the change in your life that you need? There are several aspects of change that must be defined before you can figure out which direction you need to go. First, change can enter your life in two ways. You can initiate change or change will be initiated for you. Either way, you need to anticipate and plan for change. It is the "How to plan for change?" where most people make poor decisions. If you are going to initiate change, it is highly recommended that you have a plan. Having a plan is nothing more than laying out the groundwork of strategic goal setting. The planning process is actually quite simple. You can use the following model

The traditional change model consists of three steps: unfreezing, that is, recognizing the need for change because of some event or threat, the actual change actions and refreezing, that is, incorporating new ways of operating, and thinking into the everyday operations of the organization. Apply this model to the situation at the Coca-Cola Company at the point when the lawsuit was served in 1999.

As the new CIO of Volkswagen of America (VWoA), Dr. Uwe Matulovic brings an impressive resume that includes ample experience in aligning business process management (BPM), business process re-engineering (BPR) and the insights necessary to create the Business Process Technology Organization (BPTO). As the IT projects within VWoA have lacked governance and are facing a severe budget shortfall of $150M, Dr. Matulovic has a formidable challenge. He must first align all existing IT projects to strategic initiatives, which is the essence of effective IT governance (Huang, Zmud, Price, 2010) and then he must define processes to stabilize these strategies yet ensure integration still occurs at the process and system level (Korac-Kakabadse, Kakabadse, 2001). All of these factors need to be taken into account as VWoA is evaluating up to 22 new models with will have an exponential, nearly chaotic impact on their existing IT systems and their ability to respond. Further, the VWoA business has continued to suffer from a lack of unified focus of IT spending to overall strategic initiatives. This lack of governance has created a process of defining IT priorities more defined by the persuasive ability of managers, their ability to build compelling Return on Investment (ROI) arguments, and

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Business must endlessly update their systems to keep up with the changes that occurs with their business process. Business processes are continually trying to find many ways to accomplish new and shifting goals for the business. New or shifting goals, such as changing the responsible for a current business process, or combining more than one responsible into one can be difficult and needs a clear understanding of multi-tiered systems and the business processes itself. The absence of connection among requirement and employment can lead to problems in recognizing the suitable program which must be changed to further increase the worthiness of a system in response to the new goals. Unfortunately, these changes can lead to errors and can make take longer than expected.

1.1 What is the Business Process Re-engineering IMT..........................................................2 1.2 Objectives of BPR..........................................................................................................8 1.3 Methodology of a BPR project