The Air Force Change Management

The situation in today 's Army is clearly much different from what existed years ago. Many changes have occurred, moving the Army 's EO program from a strictly educational and training initiative to a multifaceted management program with clear goals and objectives. These goals and objectives are also an integral part of human relations and are nurtured and developed through a professional military education system.

1. 1.1 1.2 1.3 2. 2.1 2.2 2.3 2.4 2.5 3. 3.1 3.2 3.2.1 3.2.2 3.2.3 3.2.4 4. 4.1 Change Management Introduction Reasons for Change Origins of Change Management Concepts of Change Management Lewin´s Change Theory Chin & Benne´s “Effecting Changes in Human System” Bullock and Batten’s Phases of Planned Change Beckhard and Harris change formula 7-S Model The Change Process Initiating a Top-Down Change Initiating a Bottom-Up Change Responsibility for managing change Change management process Dealing with

As the years past the Army began a new era of movements and adjustments that affected many units and the 12th Combat Aviation Brigade was one of the first units to be effected by the Army’s Aviation restructuring. The Army’s Aviation Restructuring Initiative (ARI) was proposed in October 2013, by “the Army Chief of Staff” (Tan, 2015 Para. 1). Ultimately, the ARI was projected to remove more than 10,000 positions “by eliminating active-component and reserve-component units from the Army’s force structure” (Tan 2015 Para. 1). Before the restructuration of the 12th CAB, there was “a mix of three assault and support battalions in Katterbach, and two smaller units in Stuttgart” (Gould, 2015 Para 1). The ARI also meant that many units would “be

Through knowledge of force development programs and education and training initiatives from working in the Force Development Division, I have provided many employees of different grade levels with pertinent information on how to develop a personal plan for career growth within the DoD AF and take advantage of resources available to them. As a lifelong proponent of education and learning who tutored K5 – HS age for fourteen years, I have a strong appreciation for good education, motivating and mentoring. This includes not only providing instruction when needed but enabling others to succeed in their personal and professional goals by providing resources and introductions to friends who are part of my network for visibility and other resources

Most changes come from higher up and I feel whatever it entails, our unit takes it in stride. I think our leadership has the right skills and talents to communicate the change in the organization when it comes to new goals and objectives; however, there always seems to be a disconnect when the flight chiefs do not relay the message or just send out a quick email. Our leadership knows this, so he constantly holds weekly staff meetings and walks around using face-to-face communication. Also, our unit has multi-cultural working employees, therefore the commander must also be mindful of his audience and how to talk about making those changes.

Ngozi Oguejiofo has been writing on a freelance basis since 2009 and most of her writings are focused on health. She is currently a registered nurse. She is interested in teaching, and writes articles focused on student nurses for various online publications.

Riordan Manufacturing has two different types of power structures. The first power structure is the formal power structure. This structure is clearly seen through the organizational chart. The chart shows legitimate power from the CEO down. The informal power is also seen through the organizational chart, and it is expert power. This divides the departments into groups that let that group show the strengths they are good at. These structures will influence employee behavior because they will have to work between departments and with others to achieve the task they have or goals they are trying to reach.

Riordan Manufacturing is a formal power structure that also uses an organizational structure; the president is also the Chief Executive Officer (CEO). In this company there needs to be improvement to the departments. There is an informal structure for management and data recording, as the employees are the recorders of the data and other information like maintenance issues. An organizational chart will be of much help at Riordan, this will help employees get motivated and help train and learn policies more quickly. This structure will also help keep the departments more organized. The resistance of the changes will make some uncomfortable, and even bring on the fears of the unknown but with the

Change cannot be happening overnight, the management had set up the strategic objectives within a reasonable planning period. Holding frequent and effective meetings with the team to ensure the transparency of ideas and that is also helping to recognise the weakness. In spite of the fact that persuasion is the

Internal forces for change include things like declining effectiveness, crises (e.g., strikes, resignations, or major accidents), changes in employee expectations, and changes in the work climate.

Companies and organizations are changing continually to be more efficient in what they do. Change is not always readily accepted. Many people like to stay where they are and become comfortable with their current position. Business writers and managers have stated that unless organizations continue to change, they will become stale and inefficient. There have been many change management initiatives such as Total Quality Management, Six Sigma, and the Japanese Kaizen. Although these initiatives carry different names and slightly different processes, they all have a few elements in common. The most important elements for successful change management, as emphasized by the course text Human Resources Management in Canada and John P. Kotter's

Organizational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. 1 (Nickols, 2004) Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. 2 In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can

New consultants are hired to help Riordan Manufacturing in creating a processing for monitoring client’s information that would involve all workers to utilize the same client’s administration process. In part one of this project the consultants would require evaluation of the organization’s intranet site and verification of information. This process would help them in creating an improved administration plan which would consist of many components. For example, proposal of a plan to help execute changes during the upcoming year and clarification of the evaluation processes while ensuring the modification plan is completed. In the second part of this project, the consultants will make a reference to a communication tactic for the proposed

XYZ, Inc. is a high-end retail chain that sells luxury watches, jewelry, and hand bags. The company plans to open its first international store in Shanghai, China, which will act as a stepping stone for its further planned expansion in Brazil, Russia, India & China (BRIC Countries). This project would lead to a short-term change in the organization.

The change means the alteration of status quo or making things different. It may refer to any alteration which occurs in the overall work environment of an organization. When an organizational system is disturbed by some internal or external force, the change may occur. The change is modification of the structure or process of a system, that may be good or even bad. It disturbs the existing equilibrium or