Organization Profile Sustaining Change At Pearson Acquired Embanet Compass Knowledge Group

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

The rapid technological development, an ever increasing knowledge workforce and the shifting of accepted work practices is making change an ever present feature of organizational life (Burnes, 2004). While many organizations appreciate the need for change, as many as 70% of the change programmes do not achieve their intended outcomes (Balogun and Hope Hailey, 2004). Change is an extremely complex process that can have both negative and positive outcomes and it is important that the change process is conducted as efficiently and effectively as possible. A number of authors stress that the reasons behind the failure of change initiatives can be found in resistance to change. Resistance causes costs and delays in the change process (Ansoff, 1990) that are difficult to anticipate (Lorenzo, 2000) but must be mindfully kept into consideration. The second most prevalent problem behind successfully managing change is the lack of inclusion and appropriate communication which often leads to fear and anxiety among the employees. Another reason why these initiatives fail is the lack of motivation leading to major attrition in the human capital. The certification program is designed with a view to address these issues and ensure a smooth transition

“Employees [often] attach themselves to their organization via duties, co-workers, and work routines, and the application of personal skills, performance, and career goals (Yoon, K., & Kim, C., 2015, p. 5). Thus, when a mergers and acquisition occurs, employees may experience significant stress or anxiety. These feeling are often further exacerbated by a fear of cultural conflicts, a fear of organizational restructuring, a fear that they will be less valuable or inferior in the newly formed organization (Yoon, K., & Kim, C., 2015, p. 6).

We all recognize that change comes at a cost and that at each crossroad we have the opportunity to determine which road to follow. We can accept challenges, making them work to our benefit, or we can resist progress.

Choosing the right leadership, not only for the merger integrations, but also for the new combined company is important in terms of vision, mission, culture, and expectations. A leader should focus on the larger design of the new corporation. A leader has to resist the temptation to take the easy way out. It is not pleasant to deliver bad news or to be a naysayer, but it is necessary at times. It is also important for a leader to promote and ensure good morale. This starts with treating people with respect and listening to their opinions, rather than telling them what to do. “Leaders set the tone for the culture and for how relationships are going to unfold in the combined organization” (DiGeorgio, 2003, p.260).

In this webinar video, Andrea Simon, CEO of SAMC discusses the steps needed to build an innovated healthcare culture system. Mrs. Simons discusses five steps to change the cultural organization. First step is diagnose culture, second step is engage your team , third step is craft and create your new story to make desirable from undesirable, fourth step is change your structure, symbols and support, and fifth step is celebrate wins regardless of how small or big they are. She also discussed types of innovations; sustaining innovations and disruptive innovations. Many people don’t respond to change well, and it can be challenging to accept at times. Change is good and it can open new doors for better solutions to problems that haven’t been

Part three of the book “Beyond the Wall of Resistance” has two chapters and the title of part three is, “Narrowing the Gap the Next Time”. The first nine chapters of this book gave information on planning and implementing successful change. The final two chapters expand the information on change as it relates to hiring, monitoring the work of consultants, and selecting people to lead within the organization. Chapter ten, entitled “Expanding Your Ability to Apply What You’ve Learned”, gives a range of ways to apply the Cycle of Change and the three levels of support and resistance.

Leading by example is the most effective way to produce results. The middle managers in most companies are more approachable than top management; therefore it is imperative that middle managers are on board with the new vision of the company and display this in a positive way. While the merger is occurring it is essential to build a team atmosphere, full of open communication, honesty, and teamwork. Each employee from both companies should feel as though their positions is important, and their cooperation is essential to the success of the forming company. Once the merger is complete, it is all about the new culture, staying visible, approachable, and communicating information early and often (Bolton & Lewis, 1998). Aside from ensuring employees are blending well, it is important to focus on patient care. There will be changes implemented at every phase of the merger, but it is important not let misunderstandings, or issues within the staff affect the quality of care given to the patients.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Implementing Organizational Change: Theory into Practice, Third Edition, by Bert Spector. Published by Prentice Hall. Copyright © 2013 by Pearson Education Inc.

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

Annelise Larson is a passionate Organization Development (OD) professional who obtained her Master of Business Administration degree from Saint Thomas University in 2011 (A. Larson, personal communication, October 8, 2014). She has been employed by Tennant Company, a global manufacturer of industrial and commercial

When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.

integrating the different cultures. It will come as no surprise the communication style at each of the organizations need to be clearly identified. The two groups coming together could have very different styles of communicating to not only staff but customers as well. One organization may use electronic communication means as the main way they communicate within the organization. Maybe most of the communication is done via email instead of direct conversation. Where another company may prefer having direct communication face to face or via the telephone. As you can see, this could create a significant challenge for both organizations because as they merge they will become frustrated or could even misinterpret an email whereas the staff that is meeting face to face may feel neglected or ignored because they are not having direct interactions. Identifying the different types of communications and establishing a standard format that meets the needs of the employees without comprising the effectiveness of the message must be one of the first steps when integrating multiple cultures.