(1) In your own words, briefly explain the 10 step strategy change cycle.
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Bryson's 10 step strategy change cycle from the textbook (Chapter 2) and 8 managerial tips for organizational changes from the article by Fernandez & Rainey. With these in mind, please answer the below.
(1) In your own words, briefly explain the 10 step strategy change cycle.
(2) Explain what you think is the most critical step for an organization to successfully and strategically change (Be sure to have a direct textbook reference when answering this question).
(3) Again, in your own words, briefly explain the 8 factors Fernandez and Rainey highlighted in their article.
(4) What factor(s) did Fernandez and Rainey not think of? (Any recommendation is welcome)
Textbook and Article:
Managing Successful Organizational Change in the Public Sector
Author(s): Sergio Fernandez and Hal G. Rainey
Source: Public Administration Review, Mar. - Apr., 2006, Vol. 66, No. 2 (Mar. - Apr.,
2006), pp. 168-176
Published by: Wiley on behalf of the American Society for Public Administration
Stable URL: https://www.jstor.org/stable/3542671
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th Edition), John Wiley & Sons. ISBN: 9781119071600.
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briefly explain the 8 factors Fernandez and Rainey highlighted in their article.
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- Bryson's 10 step strategy change cycle from the textbook (Chapter 2) and 8 managerial tips for organizational changes from the article by Fernandez & Rainey. With these in mind, please answer the below. (2) Explain what you think is the most critical step for an organization to successfully and strategically change (Be sure to have a direct textbook reference when answering this question). Textbook and Article: Managing Successful Organizational Change in the Public Sector Author(s): Sergio Fernandez and Hal G. Rainey Source: Public Administration Review, Mar. - Apr., 2006, Vol. 66, No. 2 (Mar. - Apr., 2006), pp. 168-176 Published by: Wiley on behalf of the American Society for Public Administration Stable URL: https://www.jstor.org/stable/3542671 Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and…1. As you’ve listened to Chip and his team describe the initial stages of the change process at Levi’s, what impresses you most—what key lessons, principles, and practices would you want to take with you—from how Chip and his team approached C and H, conceptualize and hear?2. What do you think are some of the most common and serious missteps that leaders might make during the conceptualize and hear stages of change? Your answera) Imagine you are the manager of a new company and you want to stimulate innovation. Argue which type of leadership “model” is preferable in the management of innovative processes. Which type of challenges is this type of leaderships supposed to address?. b) Now imagine that you are the manager of a national champion company. Which are the two main factors, say dimensions, you need to take into account in the definition of our own company strategy and behaviour?c) Let instead assume you are a policy maker. Which type of “scenario” would you prefer to create in order to stimulate as many new business opportunities as possible out of the initial support provided to a national champion firm?
- Part Two: Is Tim Cook the right leader to replace Jobs? Jobs was demanding, creative, and controlling; Cook is not. Should Tim Cook try to emulate Jobs or should he run Apple using a different leadership style? Should Cook focus more on managing or leading Apple? Part Three: Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former CEO?Which statement is true about the changing nature of management? A. Managers realize that high-quality customer service is essential to organizational success in today's competitive environment and that employees are an important part of that equation. B. Few managers have to develop strategies that address the "green movement" because it has fallen out of favor with most customers. C. Managers realize that human nature thrives on familiarity, and people fear change and innovation. D. Managers recognize that manufacturing is increasing in the United States as service industries are declining, so improvements in technology are necessary. E. Managers have found that most customers prefer customer service centers that are located in foreign countries.Often times, establishing or shifting a strategic direction comes with change, and possible resistance to it. The strategic levers of change are critical for strategic leaders to facilitate this change while maintaining overall strategic direction, employee motivation and goal attainment. Which of the below are NOT an example of the levers of change? a. Put People at the Center of Things b. Emphasise person-culture fit in addition to person-job-fit c. Penalizes members who do not take initiative d. Link individual performance with organizational performance
- Part of the leadership task in mobilizing organizational energy behind the drive for good strategy execution entails nurturing a results-oriented work climate, where performance standards are high and a spirit of achievement is pervasive. Discuss the leadership actions and responsibilities of strategic leadership that the CEO, Erik Venter at Comair could utilise to successfully lead the effort in strategy execution.Discuss and differentiate between “disruptive change," and "incremental change?" In what unique ways does each of them affect an organization? Provide an example. PLEASE USE Bateman, T. S., Snell, S., & Konopaske, R. (2021). Management: Leading & collaborating in a competitive world. In Management: Leading & collaborating in a competitive world. New York, NY: McGraw-Hill Education.XYZ Corporation, a well-established player in the manufacturing industry, embarked on a journey of management transformation in response to a rapidly changing business landscape. Facing increased competition, fluctuating market demands, and the need for innovation, the company recognized the necessity of adapting its management practices. Under the leadership of their new CEO, Sarah Roberts, XYZ Corporation underwent a comprehensive management overhaul. This transformation included embracing agile methodologies, implementing data-driven decision-making processes, and fostering a culture of continuous learning and adaptation. The results of this initiative were significant, as the company saw improved productivity, faster time-to-market, and increased employe engagement. Question: What were the key challenges and obstacles faced by XYZ Corporation during their management transformation, and how did they address them to achieve positive outcomes?
- Bryan wants to increase the salaries of his factory line employees but upper management is resistant to the idea. In order to build support for his plan, he informally talks to some friends he knows at competing companies, as well as people at industry professional organizations, learning that the average salary in the industry is quite a bit higher than at their company. He includes this fact in his next round of discussions with upper management. This example best illustrates which of the following? A. Transformational leadership used to inspire change B. Using benchmarking to argue that change is needed C. Using focus groups to assess climate for change D. Informally talking to different stakeholders to build support for changeAll questions in the assessment relate to the prescribed case studies as per the assessment brief - Downfall: The Case Against Boeing (2022) and KPMG. Q.1.9. Explain your own understanding of what leadership should and should not entail by referring to KPMG. (Note: Remember to define leadership as part of your discussion.As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…