Kerrie Case

In her article “Gendered Racial Violence and Spatialized Justice,” Sherene H. Razack explores the murder of Pamela George; the way that her murderers’ sentences were lessened because of a variety of factors pertaining to Ms. George’s life; and the fact that the murderers were young, white, and middle-class men.

Personal barriers can be overcome by social interactions with coworkers and management showing support for the change. Dissemination of the learning information, through handouts, emails, and verbally to raise awareness and increase familiarity with the plan is essential (Fischer, Lange, Klose, Greiner & Kraemer 2016). Providing the staff with the training to accomplish the strategy, can help in removing some of the personal barriers. An increase in communication and management visibility before, during and after implementation can overcome or reduce

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

Michelle knight is a 34 year old Caucasian women who was born April 1981, later on moving to Cleveland Ohio where she was raised (Knight, 2015). Growing up she recalls not having a good relationship with her mother, she remembers “a chaotic childhood marked by neglect and abuse” (Connors, 2014). In school she was bullied and eventually sexually assaulted “By a group of males “resulting in her dropping out of school and later finding out her had become pregnant as a result of the assault (DURANTE, ROBSON & WARREN, 2013). Soon after she gave birth to a baby boy she named joey, when joey was around two years old he was taken to the hospital and treated for a broken leg, Michelle stated that her mother’s boyfriend

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Kerrie Peterson works for a Fortune 500 company named Access. She is currently a General Manager (GM), over the corporate leading business unit. Each GM was asked to cut back their operating cost and Kerrie agreed to set her goal to 15 percent, during a quarterly financial review planning session. She was confident about meeting the 15 percent goal, but the challenge was getting her senior manager on board with the ideal. Kerrie called a meeting for her senior management team, to inform them of the changes. Kerrie stressed the fact that by their department being the largest department they must join this effort, in order to meet the goal for the greater good of the company, (Lester & Parnell, 2007, Case E). As general manager, Kerrie

Michelle knight is a 34 year old Caucasian women who was born April 1981, later on moving to Cleveland Ohio where she was raised (Knight, 2015). Growing up she recalls not having a good relationship with her mother, she remembers “a chaotic childhood marked by neglect and abuse” (Connors, 2014). In school she was bullied and eventually sexually assaulted “By a group of males “resulting in her dropping out of school and later finding out her had become pregnant as a result of the assault (DURANTE, ROBSON & WARREN, 2013). Soon after she gave birth to a baby boy she named joey, when joey was around two years old he was taken to the hospital and treated for a broken leg, Michelle stated that her mother’s boyfriend purposely did it while under the influence of drugs. (Anderson, 2013).Child protective services was called and joey was temporarily taken out of Michelle’s custody until further notice (Anderson, 2013).

Michelle knight is a 34 year old Caucasian women who was born April 1981, later on moving to Cleveland Ohio where she was raised (Knight, 2015). Growing up she recalls not having a good relationship with her mother, she remembers “a chaotic childhood marked by neglect and abuse” (Connors, 2014). In school she was bullied and eventually sexually assaulted “By a group of males “resulting in her dropping out of school and later finding out her had become pregnant as a result of the assault (DURANTE, ROBSON & WARREN, 2013). Soon after she gave birth to a baby boy she named joey, when joey was around two years old he was taken to the hospital and treated for a broken leg, Michelle stated that her mother’s boyfriend purposely did it while under the influence of drugs. (Anderson, 2013).Child protective services was called and joey was temporarily taken out of Michelle’s custody until further notice (Anderson, 2013).

41). A systematic approach should be used when implementing a strategic change. The first step of the process would be redesigning how the initiative is currently being administered. The process should include how employees can contribute to cost control and outline the desired performance outcomes. Employees would be coached by their direct supervisor and fellow team members to achieve the preset goals. Supervisors can assess current employees to gage their current performance and encourage improvement. In addition, leadership should recruit future employees based desired skills and replace those not meeting or not willing to align to the new desired behaviors. The final strategic step would be having system in place to measure the behaviors and reward them accordingly. The systematic framework will require strong leadership skills to ensure its

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

The authors were successful on this step by creating a valuable and diverse team that complimented each other, which was a necessity to ensure they had mixed points of views and opinions. Next, the team must create the approach they are going to take, and to be sure each team member has a clear understanding of the benefits for the future of everyone involved. This step was evident by the group meetings. Fourth, it is imperative for the team to demonstrate impeccable communication skills and the ability to influence others to comprehend the significance of the change (Kotter and Rathgeber 2006).

At one point or another, everyone has been placed in a group of people and assigned a task that needed to be accomplished. Many of these groups are simply that, a group. The task that many fail to see as the number one objective of the group is to foster a teamwork by actually transforming the group to a cohesive team. The idea sounds fairly simple and transparent, "If everyone works together, we have a team!" This could not be farther from the truth. Teamwork is not merely the ability to work together to get from point A to B. The Overhead Reduction Task Force is a case that exhibits this strong need to build a team in order to be the most effective in achieving goals. The group that has been

For most, resistance to change inevitable, for some it is their personality and others it is fear of the unknown. Organizational structure may change through downsizing, outsourcing, acquisitions, or mergers. In this paper, I will be examining resistance to change during a merger and how to manage this type of stressful and many times unclear change in an organization. There are three key strategies for managing resistance to change; communication, participation, and empathy and support. Throughout this paper I will discuss the three strategies above as well as some other contributing factors to change in an organization.

* In fifth step, I try to remove all obstacles to change and encourage to team member for taking risk to achieve stated vision of change