The Change Management Plan Outlined

Implementing immunizations into the clinics can be challenging for the facility and the staff. There are several methods that have been implemented to monitor the methods used by the staff to give the immunizations to the patients in the clinics. There have been several obstacles and challenges that the staff and leaders have faced. As with any changes that take place in patient care within an organization methods must be set up to monitor those changes. Changes promote challenges not just to staff leaders but the organization as a whole. Communication with any changes can be challenging for

The long term goal for Seagram is to refocus and create values to reflect the company in a bright but effective way. The in depth understanding is there and active , but it’s a concern to the company to re-evaluate each step in moving forward. Seagram beverage company succumb to challenges and it is important to each individual to implement the right change. “ The new processes required numerous changes in how people behaved and interacted with each other-indeed, a new culture” (Jick & Peiperl, 2011, p.257). A new culture is the goal and change is needed to help individuals to reach each milestone, moving

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

Dr. Lindsey medical group achieves regulatory compliance, automated information access and a user-friendly work environment by converting records from paper to an electronic format.

With our main research question we aim at exploring the importance of effective change management and the characteristics of a successful change management program in a hospital. The main research question can be formulated as: To what extend is change management necessary and how can it most efficiently be implemented in a hospital?

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

In today’s rapidly-moving and dynamic business environment, change has played an integral part within an organisation with the crucial importance of embracing it for competitiveness. The theme of the essay revolves around the organisational change incorporated within a specific organisation. The London Borough of Camden (LBC) case will be focused on an intensive discussion on the aspects of planned and strategic approaches associated with the incremental organisational change. The first part will critically review significant internal factors of change from the perspective of people issues in association with Lewin’s (1947) and Kotter’s (1995) approaches. Also, there will be various elements from other additional theories

In this individual assignment, reading material including the different ways companies innovate, re-energize a mature organization, and change corporate culture provide the basis for analyzing British Airways’ (BA) transformation and the difficulties encountered in making an organizational change. Identification of critical factors leading to British Airways successful transformation as well as steps, sequence, and risks taken to transform the organization and personal assessment is provided for this case study.

As your organizational change consultant, I plan to take your company from its current state of steadily declining sales and market holdings, to becoming one of the fastest growing and most sustainable beverage companies in the world. This will not be an easy transition, but this evolution is a necessary aspect of business in today’s rapidly expanding global market (Weick, 1999).

The change plan prepared for the business provides significant information regarding the current situation in internal environment. The information provided is based on analysis of internal elements necessary in formulating an overall organizational culture. The desired performance and culture is also defined in terms of its tangible elements. A detailed plan includes the necessary steps for an organization to carry forward its change objectives including the handling of transition. The process adopted for change management should include a clear purpose for change as well as a strategy for implementing the desired change.

In the reading “Re-energizing the Mature Organization”, the authors provide several stages that organizations can approach in order to achieved success in organizational change. The case of British Airways, can be related to this article because the company went through the changing challenges that allowed the organization to overcome the idea of failure. BA understood that in order to increase sales and remain competitive, they had to develop new strategies and concepts that would re-energize the company. Mr. Colin Marshall, Chief Executive of British Airways, took the responsibility to grow and re-stablish the costumer services department. As a leader, he provided tools that allowed employees to connect with

Following this, the vision must also be communicated through multiple channels, in so constantly communicating the planned changes. Fourthly the employees need to feel empowered. This can be achieved through the reduction of organisational politics and structures, which inhibit the possibility for change. Once this is achieved, it will help the organisation experience support for change and provide motivation. The seventh step is rewarding those who engaged positively with the planned change within the organisation. Finally, links between change, leadership and performance of the organisation should be considered (Palmer, 2006). In light of Kotter’s ‘8 steps’ theory (1995), the Bridges Transitional Models argues that ‘change will not be successful if transition doesn’t occur’ (Bridges, 1995). Furthermore Bridges (1995) states transition is defined as “the ending of something”, thus the first phase of this theory. The following phase is the ‘neutral zone’. The ‘neutral zone’ is a state of confusion between the ‘old and the new’. It is during this phase that people are not ready to welcome, or not confortable with change. It is due to this state that change might be jeopardized if the organisation decides to cease, planned change. However, if the ‘neutral zone’ is completed successfully, many opportunities for creative transformation can be presented. The final phase

Change is a common thing that happens all around us on a daily basis sometimes even without us noticing. It can range from family level to international levels, likewise in time frame it can happen on a daily basis, a monthly, yearly or even a decade. In the words of Senior & Fleming (6) Change can be simply defined as process of moving from one state to another. It is this transition that creates distress to the people due to fear of the unknown. We can not stop change but rather we can only manage it. So then what is change management?

With reference to the ‘Eight Step Framework for organizational transformation’ mentioned by John P. Kotter in the HBR article titled ‘Leading Change : Why Transformation Efforts Fail’, we can analyze the problem faced in the transformation of Roaring Dragon Hotel into eight parts as follows:

This section aims to determine the nature of change the Courthouse hotel is faced with. There two main types of change: incremental and transformational change. Academics argue that an organisation