The Change Management Simulation Reflection

As CEO and founder of Spectrum Sunglass Company, I want to bring a change in the company that can make the company and its products more environmentally sustainable. To do that, I need to convince 20 managers at Spectrum to adopt my initiative in 96 weeks. And I used 85 weeks to reach that goal. Here’s what I did.

The purpose of this paper is to compare the sustainability practices of two companies in the same industry. The two companies chosen for comparison are The Hershey Company and Coca-Cola Enterprises, both of which are in the consumer staples industry. These two corporations are ranked sixth and eighth, respectively, on the Newsweek Top Green Companies in the U.S 2015. They have taken pride in creating sustainable product designs, having environmentally sustainable processes and supply chain management.

I decided to do my research at Lowe’s Home and Improvement. Lowe’s Home and Improvement is a hardware store that sales everything from your basic household appliances to minor cleaning supplies. Lowe’s believes that in order to maintain great customer service they feel that they must follow these simple rules: Provide customers with environmentally-responsible products, packaging and services at everyday low prices, educate and engage employees, customers and others on the importance of conserving resources, reducing waste and recycling, review and communicate progress made toward achieving established goals and objectives, and to engage on public policy issues related to sustainability. In this report I will discuss how I observed two

I also conducted pilot project the following week, I want to see the marketing condition of the new sunglass product, to find its drawbacks and relative developing ways.

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.

FP International is a privately held company with 550 employees worldwide and over $100 million in annual sales in 2005. FP International manufactures packing products such as bubble, air cushions, Kraft paper cushioning and ready-to-use products, polyethylene foam, loose fill made of 100% recycled polystyrene or cornstarch and Kraft/bubble mailers (About FP International, 2007). Arthur Graham is the founder and president of FP. Graham started the company in 1967; it was called Free-Flow Packaging International at the time, which later was changed to FP international.

Companies in every sector have already made great strides in complying with and anticipating environmental and social regulations. They have learned operational best practices in eco-efficiency – the process cost reductions that come from conserving energy, eliminating waste and improving material throughput – in some case saving billions of dollars as DuPont and 3M are purported to have done. But relatively few have focused on top-line (gross revenues) growth based on product or brand differentiation. Even fewer have used stakeholder value creation as a way to drive new markets and business context change.

In the literature review an existing research on change management in healthcare to support identification prioty for affecting change in Canadian healthcares. The main aim was to support mien son Centre center for Business Research in health care change management for healthcare policy workshop that is being done through funding from Canadian Institute of health Research Planning Grant. The workshop main goal is the interaction between queen Faculty of health sciences and school of policy studies that acquires knowledge all challenges facing health care system. In key sector stakeholders that are meant to develop vision for partner oriented research on health care policy reform. The research consists of review of literature in change management health care and business. The search terms include change management health care, change health and it can be managed and change management health.

1. Kinicki, A., & Kreitner, R. (2004). Organizational behavior, 6ed. New York: The McGraw-Hill Companies.

Both surveys determined that the participants had a better and a common understanding the definition and value for change management.

“Provocations Nightclub” (aka Provocations) is on the precipice of transforming itself from an upscale nightclub to a high-end adult entertainment establishment. This report has been compiled in order to directly communicate appropriate strategies for the upcoming transformation of Provocations. The change management plan outlined will address the strategies, skills and structure (Carter, 2008) within the organisation and who will be affected; planning processes within the organisational development model; organisational culture (Mouton, Just & Gabrielsen, 2012), training and development as an exercise in team-building success and sustainability (Tatarusanu & Onea, 2013; Linnenluecke & Griffiths, 2010); and responses to

Organizational change management is the outline for managing the change management strategy. It also helps with the corporate processes for structural and cultural changes of Blue Cross Blue Shield. Change management helps our organization realize why the change was essential so that we can accept all changes and goals to move forward. Change in our organization is good for all of the employees since it will help them gain new skills and competencies and this in fact is an organizational goal of the company. The first step for our change management strategy is creating urgency. For this change to occur, the whole establishment needs to be on board and really wants it. Developing a sense of urgency around the need for change can trigger the initial motivation to get things moving. Without motivation, individuals will not help and the efforts for the change will not go anywhere (Kotter, 1995, p. 60). Managing change across the board if it is not done correctly can be damaging. The second step is to convince our employees that change is necessary. This frequently takes strong management and noticeable support from important people within our organization. Dealing with change is not enough one will have to lead everyone in this process. Once shaped our change partnership or coalition needs to work together as team and continue to build urgency round the need for change. Our goal is to be successful. It requires that our organization gets all of the knowledge it can so

Soon after my departure from Unicef, I started working with a consulting firm that was having difficulties with their human resource outsourcing and recruitment department as it was losing clients and revenues for 3 consecutive years. I was tasked with evaluating, proposing and implementing changes that would result in a restructured department and greater synergy in order to render the department solvable. The challenge in itself was quite valuable and I was grateful for the opportunity. I had never implemented changes within an organization before however I had participated in organizational change and had always understood the reasons and had never resisted the changes. I came into the organization with a positive attitude and with a bit of naivety, excited with the idea of digging into the issues and changing things around. At the time I was not yet introduced to the different change management models that would have provided a better understanding of the logic behind employee resistance to change. Consequently I believe that the board and I were ill equipped to understand and process employee reactions. Thinking back, Elizabeth Kubler-Ross’s Five Stages of Grief and Loss would have been a great tool to have as it perfectly depicted the challenges we had encountered.

As organization evolve, changes are inevitable. At CSAA insurance group, change is necessary to support selling, marketing and management strategies (Hallenbeck, 2015). The leadership team at CSAA has identified an opportunity to refine how sales production is tracked by their sales agents. Implementing new processes to support fiscal responsibility is important as it will serve as a foundation for successful goal achievement for the organization (Hallenbeck, 2015). This document will provide details of the change needed to track sales production, outline the change management model and discuss plans if resistance is given by team members.

A company going green in today's corporate environment finds a lot of support. The level of tolerance for environmentally insensitive corporations is much lower than it has been in the past. For these