Xacc/280 Week 9 Powerpoint

Although cash might only have a small dollar amount on the balance sheet, there are many reasons that an auditor might spend a lot of time auditing the cash account:

•Process Division expenses and receipts accurately and in a timely manner. Responsible for division day to day operations, ordering, deposits, recaps, correspondence, IT (computers, phones, printers, etc.), organization, and other tasks as needed. Negotiate reductions in expenses for office and event needs.

In addition, there seems to be some connectivity issues with the backbone of the network. One of the biggest complaints included not being able to use Voice over IP. Therefore, a more suitable media that will increase their network speeds needs to be put into place. A final issue that needs to be addressed is the possibility of adding class room computers to the network. A cost effective, yet scalable solution is substantial.

The attitude extruded by Kathy Kudler and participation she exhibits will trickle down the chain of command to middle management and lower level staff. When direction is given the managers it is important for them to enforce and innovate a new way to ensure that their employees are aware and onboard with the goal and the direction of the organizations. It is usually not the best idea to present the information on the employees suddenly, so providing advance notice and scheduled training schedule to fully implement new programs will make the roll out easier for everyone, customers and staff alike.

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

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.

Other factors to be watchful for are the time line and costs of the change, and how employee development will be carried out. Will there be a need for on-the-job training, or are formal classes going to have to be conducted?

The aim of this report is to provide a critical analysis of the concept of change in the business industry. The concept of change can be tracked back to Lewin’s Model of Change therefore the intitial introduction of this report focuses on the relevance of the Model of Change and its importance to giving precedence to other relevant change management theories and how Kurt Lewin’s work on heavioral science and planned change during World War II gave rrise to prominence of experimental leadership and planned change processes which also in turn launched a new generation of research that lead to group dynamics and how change programs are implemented into an organisation (Burnes, 2004). This is important because today’s basic elements or factors

In the 3-step model for successful organizational change, Kurt Lewin argues that successful change in organizations follows 3 steps:

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

A diagnosis to this problem would be the fact that people almost always resist to change. The resistance to change at the City of Troutdale is a normal reaction. Organizational change is an ongoing topic in organizational behavior. As each manager wants to make the organization a better place because everyone is a part of it, organizational change is important to organizational development. Organizational change is the process of employees making relatively permanent alterations in their behavior as a function of their experiences and learning over time. Experiencing and learning make change possible. With change and experience, the quality of organizational lives can improve. Organizational learning and change are anchored in the knowledge and application of the central topics of organizational theories, such as leadership, motivation, teamwork, creating exciting and supportive work environments, and the effective use of power and influence. In this section, the theory of Kurt Lewin will be reviewed in order to clarify the process of organizational change.

In developing an organization and preparing for the changes necessary a reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps: