...Successful Change Strategy In today’s market, organizations need to be flexible and capable of adapting to change quickly. The biggest challenge a company will probably face during change is resistance. The leaders of the company need to weigh the factors that will allow for a successful change strategy. In the case of Synergetic Solutions, Inc., a change is beginning to happen. The transition from a computer trading organization to networking design ‘hothouse’ needs an effective change strategy that will limit resistance so that is none months the company will be running smoothly and successfully. Factors Synergetic will face many factors as the changes occur. A large portion of those factors will be due to the employees and their resistance to change. The employees will resist the change of habits; lack of job security, and of course, fear of the unknown that can cause the employees to overlooks information. Other factors that need observed include the productivity and absenteeism that may be affected by the changes. These factors can be addressed by creating a strategy that will limit the resistance to change. Change Models There are many different approaches to successfully managing change. Two of those approaches are based on the change models of Lewin and Organizational development. Lewin’s change model is a three-step process consisting of unfreezing, movement, and refreezing. If Synergetic were to follow Lewin’s three-step model the first step would include offering...
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...I. Statement of Problem Area Nature of Change In early 2012 I joined the talent management department of my company. After going through my initial training and understanding my goals for the next few years, I began to evaluate the effectiveness of our performance management strategy. Performance management is critical to the long-term sustainability of any organization. As a talent management consultant, it is my responsibility to evaluate our performance management strategy and make appropriate recommendations. My company recently celebrated 75 years and we spent several months, meeting with department heads, business leaders, employees and other key stakeholders to understand the current state of our processes and what we could do enhance our human capital strategies for the next 75 years. These meetings were eye opening in that we identified several gaps in how we were managing the growth and development of our employees. As result, we identified that we needed to explore the possibility of adopting an informal performance management process. The focus of this new process would challenge our managers to act as coaches engaging in ongoing discussions about their employees’ development. Issues Every year we conduct an employee engagement survey. For any corporation, the results of these surveys often are the catalyst for institutional change. For us, we saw there was a significant disconnect between the performance expectations we had of our employees...
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...CHAPTER ONE INTRODUCTION Every individual has a unique way of evaluating objects, persons or events in their social world. We normally respond to others ideas, issues, and the entire social environment in a favourable or unfavourable manner. Social psychologists therefore refer to attitude as the predisposition to behave in a consistent evaluative manner towards others, groups, objects etc. Attitude is defined as the individual’s evaluation of any aspect of his/her social world (Olson & Maio, 2003). It refers to the general and relatively enduring evaluations people have of other people, object or ideas (Petty, Wheeler, & Tormala, 2003). According to Dillard (1993), there are several varying conceptualizations of attitude in social research. At different points in it history, the concept of attitude has been linked to emotional, cognitive and behavioural processes (Brecker & Wiggins, 1989). Therefore, the definition of attitude should consist of cognitive, affective and behavioural components (Rokeach, 1968, Ajzen, 2005). According to Thurstone’s definition of attitude, it is referred to an affect for or against a psychological object (Ajzen, 2005). Ajzen and Fishbein (1975), defined attitude as a learned predisposition to respond in a consistently favourable or unfavourable manner with respect to a given object. Petty and Cacioppo is of the view that attitudes are general and enduring positive or negative feelings about some person...
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...Abstract Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the change effort. This paper will present a case study of Minnesota Biolabs, a company that supplied rabbits to the producers of injectable devices and their move from injectable rabbits to Sepsis Detection Test (SDT). Instead of conducting tests in live rabbits, SDT used blood extracted from horseshoe crabs for the tests. After extraction, the crabs were returned to the ocean where they were able to regenerate lost blood. Organizational Change Companies large and small spend millions of dollars each year in order to make change initiatives a success, yet the results are frequently dismal. Changes fail to achieve their objectives, and leaders are left wondering what went wrong. Managers blame change-phobic employees, and employees say leaders didn't manage the change effectively. If you're responsible for driving change, you find all the finger-pointing frustrating and, frankly, unhelpful. If only you could pinpoint where the failure originates, perhaps you could head it off at the pass. Changes in the environment create new requirements for success in the marketplace as customers demand new services...
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...Organizational Change in Modern Corporations – Success Strategies and Failures Alphonso Varnado University of Saint Francis Abstract Drastic change can be hard for any organization. Even the most powerful leader must realize that it takes the cooperation of others to implement drastic change. This paper looks at effective strategies for drastic change in organizational culture and examines case studies where this has worked and where it has failed. Keywords: Organizational Culture, Change Management Organizational Change in Modern Corporations – Success Strategies and Failures What is Change Management anyway? “The management of change and development within a business or similar organization”. In other words, it is the systematic approach to dealing with change, both from the perspective of an organization and on the individual level. General Principles of Organizational Change Management It is the leader’s responsibility to manage change. Employees are only responsible for doing their best. Leaders must provide the necessary tools for employees to execute the change they desire. Change should not be enforced on the people (Kotter, 2008). Whenever people are forced to do things without engagement, there will be problems? Workshops can ease this burden and develop a collective understanding to the new polices approach, and its effect on their lives and work. Surveys are another way to minimize distrust amongst staff. The employee’s direct supervisors must facilitate...
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...Case Study – Ethics are moral principles or beliefs about what is right or wrong and guide individuals in their dealings with other, within groups (stakeholders), and provide a basis for deciding whether a particular decision or behavior is right or proper. Go online to this site and report on one case of corporate fraud the government reported. Then write at least 350 words on the case and the ethics violations you see took place within the company you chose: http://www.irs.gov/uac/Compliance-&-Enforcement-News On their website, The Washington Ethical Society (2013) defines ethics as “the elements essential to human well-being and proposes principles to be used as guidelines for generating an ethical culture”. They go on to say that “ethics also refers to the specific values, standards, rules, and agreements people adopt for conducting their lives”. Jones (2013) explains that ethics are “moral principles, values and beliefs that people use to analyze or interpret a situation and then decide what is the ‘right’ or appropriate way to behave” (p. 44). The case chosen for this assignment deals directly with violations of ethics as defined above in addition to violations of tax laws and regulations. The case is regarding KPMG and their tax shelter schemes they created to help their clients avoid paying taxes (IR-2005-83, 2013). In the case against KPMG, the IRS found that principles at KPMG had “concocted tax shelter transactions and targeted them to wealthy individuals...
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...DIRECTORATE STRATEGY TO CHANGE CULTURE SCHOOL PARTNERSHIPS FOUNDATION LEARNING TIER ADDITIONAL LEARNING SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise...
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...CHANGE AGENT STRATEGIES Rocky 2ND JOURNAL Conflict resolution was the theme of the lecture presented by Monica, our lecturer. A very interesting picture was shown at the beginning of the class. Two men yelling, screaming .They were not able to communicate because one did not have ears and the other one did not have a mouth. So it was not possible to resolve any problem. Raghavi told her how her roommates were angry at her because they organised a party in the evening and were having fun while the couple were sleeping. Sometimes, conflict may be a mutual problem, which may be best resolved through discussion and negotiation rather than through aggression. After communication the roommates managed to solve their conflict. If we are involved in the conflict, most of the time we are presenting our perception of the problem. If we use active listening skills to ensure we hear and understand other’s positions and perceptions, then we can find a solution to the conflict. From experience I can say that in times of conflict, we have to make sure that when we talk, we must use an adult assertive approach rather than a submissive or aggressive style. In times of conflict we have to gather information as much as we can We must try to get to the underlying interests, needs, and concerns of the other. We must ask for the other person’s viewpoint and confirm that we respect his or her opinion and need his or her cooperation to solve the problem. We must try to understand...
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...gotten the approval for an IPO and want to head full force for it. Unfortunately, this is an all new theory for all of them as they knew the general course of action but need a change strategy and an end vision. With strong individuals such as, Don Ruiz CEO, Michelle Houghton CFO, Teri Robertson CTO and Greg Thoman, Gene One has the brainpower to flourish. They will not flourish, conversely, if there is no participative influenced strategy to pull everyone together and forward. Without this the strong willed individuals will continue to counteract each other and Gene One will stay at an impasse. With this counteractive mentality, there will be no cushion of security for every individual within the company to rely on. With no cushion of security Gene One employees will not give a team based effort and the organization itself will fall apart. Gene One will face many obstacles and likely fail unless they create and employ an organizational change. This organizational change should consist of leadership changes, teams and organizational culture. Leadership changes will outline the style and duties of each leader within the organization. This is the best time to educate the leaders on the Sarbanes-Oxley Act and how it directly affects the CEO, CFO and Board of directors.The second most important change will have to be that of the restructuring...
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...Strategies to reduce resistance to change 1. Using Lewin’s Change Model, successful unfreezing can set the stage for change to take place. <INSERT CONTEXT: why is the change needed?> By understanding the need to change, employees become dissatisfied with current practices, hence motivated to change. The organization must always create the motivation to change. This creates favourable predisposition towards change, reducing resistance. 2. From Kotter’s six strategies to overcome resistance to change, education and communication can be utilised. Educating by rationalising the change creates successful unfreezing. <INSERT CONTEXT: why staff is resisting?> Clear communication using accurate information creates accurate perceptions of change outcomes, reducing fear of unknown among employees. Employees must be well informed of the need to change and the rationale behind the changes. 3. From Full Range Leadership Model, transformational leadership can be utilised. Change leaders can create inspirational motivation by establishing attractive vision to attract commitment and create meaning for employees <INSERT CONTEXT: what is the aim of the change?>. This transforms employees to pursue organisational goals and hence adapt themselves to the changes when they see them as contributing to organisational goals. Moreover, research show this style of leadership is able to implement change smoothly. 4. Using Systems Model of Change, change leaders can come...
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...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...Gene One Change Strategy Jeffrey Gaspard LDR/531 February 10, 2010 Dr. Albert Smothers Gene One Change Strategy Every company has a strategic plan whether well defined or organized or not. Gene One has decided to change it strategic plan and focus on becoming and seek an IPO (University of Phoenix, Gene One Scenario, 2010). Through these efforts many questions and roadblocks may arise. Gene One has decided to make an aggressive attempt to confront these challenges to help ensure their goals are meet. Anytime a company changes directions it is imperative that they look at all aspects that the particular change activities may cause. To effectively meet the needs of satisfying the change activities that may arrive, a company must have a change strategy in place. Success, oftentimes is not an easy process. What Must Change Individuals throughout a company that manage change activities, are known as change agents (Robbins, Judge, 2007). Change agents are responsible for carrying out the strategies put in place to effectively handle change. Change agents are not always members of management. Don Ruiz, CEO of Gene One has looked to his team to help create a direction in which the change agents of Gene One, including him and his team, will proceed. As a result, Don has held a meeting to let anyone who has suggestions or concerns about the company new plan the opportunity to speak. He and his team will then act on these concerns or suggestions so that all will be on...
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...Running head: FAILURE ANALYSIS AND CHANGE STRATEGY 1 Failure Analysis and Change Strategy LDR-531 January 2014 FAILURE ANALYSIS AND CHANGE STRATEGY 2 Failure Analysis and Change Strategy In today’s business market, for a business to succeed, they have to be open to change, be flexible, be technologically savvy, and be able to re-invent themselves to reflect what is happening in the market at the time. “Over the past decade, policy makers and the public have become progressively more concerned as success in information markets has led to a concentration of market power that allows a few firms to dominate what is increasingly seen as a commodity essential to modern life,” (Wright, 2009). The success of the economy is dependent upon the success of businesses. When a company fails, the economy will be affected by the loss of sales, consumer purchases, income, and spending cuts due to the loss of jobs. When a household has more income, spending increases; but when the income decreases for whatever reason, they will tighten the reins on spending which will results in fewer sales. This paper will analyze some of the things that have led different companies to fail and to succeed, and then how they try to apply the lessons learned to avoid repeating the events and strategies that led to failure. Part 1: Failed Business Analysis – Borders Books Business Failure Analysis Former Executive of Borders, Andi Lobdell (2012) states, “As a former executive of Borders...
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...Starbucks Change in Strategy By Brandon L. Chow Dr. Darryl Mitry National University School of Business & Information Management October 22, 2008 Executive Summary The following report and presentation is an inside look at Starbucks Corporation’s strategy and how it is currently affecting their sales and the long-term results. This will be accomplished by exploring four concepts of strategic business, the process for crafting a strategy, components of a macro-environment, five forces of competition and a SWOT Analysis. Analyzing the information and making recommendations based on the information gathered will show how Starbucks should keep or change their strategic plans. Focusing on principle concepts will systematically uncover what Starbucks has done well in the past, what current areas could be improved, and if the new changes ultimately weaken Starbuck’s market share in the long term or strengthen them. OVERVIEW Starbucks Corporation: Starbucks is constantly reinventing their stores to keep and attract customers. With coffee houses popping up in every nook and cranny, Starbucks has to be fresh and innovative. New technology that allows coffee customers to download the music playing in Starbucks stores to their iPhones is just the start of a wave of options for impulse purchases. Starbucks has roasters and brands of specialty coffee operating in North America, Latin...
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...The Change Agent’s Strategy by Alex Bennet Surviving and thriving in a multifaceted world requires a multifaceted change strategy. Paraphrasing Ashby’s (1964) law of requisite variety, there must be more variety in the change strategy than in the system you are trying to change. So how do we change a complex organization to meet the challenges of this new world of exploding information, increasing uncertainty, and ever-increasing complexity? While there is certainly no simple answer---since change is situation and time-dependent---the change process for an organization moving toward becoming an intelligent complex adaptive system must engage every individual in the firm as well as external partners. Since organizational networks of people and knowledge have become more and more interconnected and more and more complex as the world has become more global, the larger an organization the more a self-organizing change strategy must come into play. An ICAS change strategy sets out to achieve what we call a connectedness of choices. This means that decisions made at all levels of the organization, while different, are clearly based not only on a clear direction for the future, but made in a cohesive fashion based on an understanding of both why that direction is desirable and the role that individual decisions play with respect to immediate objectives and their support of the shared vision. At the top level, a continuous increase of knowledge and sharing...
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