...as they have the urgency factor that drives them. Both stakeholder groups require ongoing communication as awareness helps reduce fear and panic. Similarly, dominant stakeholders, also need to be communicated with constantly because of the power they possess in stepping up when necessary in their respective agencies and organizations. With 8 in 10 Internet users using the Internet to obtain information (Fox & Duggan, 2013) and Twitter gaining almost equal popularity in media coverage during the 2009 H1N1 outbreak (Kostkova, 2012), it is evident that users alike are relying more on the Internet for information. Singapore can hence make use of the media, both traditional and social media, to publish information on Ebola, keeping stakeholders informed which can help keep their fear at bay. Similar...
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...Understanding the Process of Change is a Key to Successfully Transformed Organization Japeth Jacob Massey school of Engineering 26 April 2010 Abstract Process of change is the key. Change can be brought about only and if we understand the process of change. This paper presents the major obstacle to change and the major failure leader often overlook. Change takes time and cost money. The objective of the paper is to discuss the failure of ineffective transformation and clarifying the process for change to save guide leaders to successfully implement effective transformation. Keywords: Five Ps, Resistance, Vision, Strategy, tactics and People INTRODUCTION Today change is universal. Change is essential in both public and private sector organization to be competitive in today’s turbulent environment. Often leaders failed to successfully transform their organizations in achieving their business goals. In fact, most of the leaders fails to understand the type of resistance involve, therefore ending up wasting a lot time in inappropriate measure of trying to solve the problem. Further more we often miss some of the significant part of the transformation process in which our change efforts turns to be not that effective as we expect to. In order to successfully bring transformation we need to sail out to all the three islands of change 1. RESISTANCE TO CHANGE Change is dealing more with the behaviors. As often when trying to get people out of their comfort zones it’s...
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...A Comprehensive Discussion on the Similarities of Change as Discussed in The Heart of Change and Organizational Behavior and Management Webster University Introduction A famous Greek philosopher, Heraclitus, once said, “Change is the only constant.” That can be said of business too. “Business as usual” is no longer the world of the eight to five workday, Monday through Friday with the safety net of cornering the market place in the selected region. As Thomas Friedman’s bestselling book “The World is Flat” states due to globalization and advances in technology, “the world is on a level playing field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (The World Is Flat ). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich...
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...Learn and Course Correct II. Create Organizational Vision, Commitment, and Capability VIII. Celebrate and Integrate the New State III. Assess the Situation to Determine Design Requirements VII. Implement the Change IV. Design the Desired State VI. Plan and Organize for Implementation V. Analyze the Impacts 3 The Change Leader’s Roadmap as a Fullstream Process TM 4 The Change Leader’s Roadmap Hear the Wake-up Call I. Prepare to Lead the Change TM IX. Learn and Course Correct II. Create Organizational Vision, Commitment, and Capability VIII. Celebrate and Integrate the New State III. Assess the Situation to Determine Design Requirements VII. Implement the Change IV. Design the Desired State VI. Plan and Organize for Implementation V. Analyze the Impacts 5 UPSTREAM CHANGE Phase I: Prepare to Lead the Change Phase II: Create Organizational Vision, Commitment, and Capability Phase III: Assess the Situation to Determine Design Requirements 6 PHASE I: PREPARE TO LEAD THE CHANGE CHAPTER 1 START UP, STAFF, AND CREATE YOUR CASE FOR CHANGE 7 Organisation Change • It happens when a group of people recognizes that there is a reason to alter how organisation and its people operate. 8 Objective of Phase I: Upstream Change • Clarifying change leadership role • Status of the change effort, and staffing the effort of the right people. • Creating a clear case for change • Assessing organisation readiness...
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...John P. Kotter has developed a process of eight stages that initiate change in order to guide organizations through the change process. I will attempt to discuss the stages and show a correlation to topics discussed in organizational behavior and whether or not the topics support or contradict the processes. Stage 1 is Increase Urgency. Every organization has experienced some level of success, but with each success earned, there has also been failure. When formulating a company’s own process for success, becoming stagnant in an ever-changing climate becomes an issue. There's no pressing factor or pressures to get employees or their leaders excited about upcoming changes. Kotter proposed that in order to start implementing change, there must be a sense of urgency available. Establishing a sense of urgency is crucial to gaining much needed cooperation between employees and their leaders (Kotter, p. 36). While establishing a sense of urgency, Kotter noted that complacency is a key factor in determining how well it will be received (Kotter, p. 36). We learn that in order to decrease the sources of complacency, John Kotter suggested creating an atmosphere of crisis to allow a financial loss, eliminate...
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...Pacific Brands 1. How has the organization performed in its implementation of the strategy? Customer perspective: Low performance No detail about customer satisfaction, repeat business, market share, product loyalty in case fact. However, sales in cornerstone brand Bonds fell, Kmart replaced Bond with its home-brand might indicates the decreasing of customer loyalty. Troubled footwear, outwear & sport business Internal process perspective: low to medium performance Profit margin and EBITA improved strongly indicate that the focus on simplify business operation and cost saving has delivered results. This is despite Pacific Brands exposed the impact of rising costs for cotton, Chinese labour and freight in the weak sales retail environment. Dividend reinstated in the 1st half year of 2011 also indicates ROE has improved. Learning and growth perspective: low to medium performance Downsize from 900 labels, 350-odd brands & 8000 staff to less than 100 brands; cut down 1800 jobs with 1200 made redundant in manufacturing Recruited talent top management team to ensure strategy capacities are developed to achieve future strategy goals. Strong market focus to ensure future sustainability and growth Financial perspective: low performance Debt level has been reduced, dividend has been restated, profit margin & EBITA have improved 30.1% to $104.5m 3-year restructuring program is on track to deliver net cost savings of $150m. However, sales decreased...
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...I-Carlos Ghosn’s Management Style Carlos Ghosn, clearly an extraordinary man with an impressive list of accomplishments already under his belt at a relatively young age. But what is it exactly about his management style that makes him stand-out from other leaders, why is it that so much attention has been showered onto him? In the first part of this report that is exactly what we will try to uncover. Ghosn truly does have a unique management style, one that is perfectly suited to today’s global economic reality. In our view the following management practices are the ones that have been integral to the success of not only Ghosn’s turnaround of Nissan but also in his previous accomplishments at Michelin and Renault: Adaptability What really strikes you as you read and learn more and more about Ghosn is that he truly does not have any preconceptions or stereotypes. Whether he is facing a new and unknown country and culture or a situation within a company, Ghosn’s approach is what he calls “a clean sheet of paper.” What Ghosn has been able to do so well is transcend what Peter M. Senge describes as “Mental Models” in his article The Fifth Discipline: The Art & Practice of the Learning Organization. As we have seen in the Senge’s article whenever you limit yourself to your Mental Models you reduce you ability to react effectively to changes in the environment. Senge uses the example of oil companies unable to effectively deal with changes in market conditions...
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...have been proven time and time again. The book Leading Change looks at an eight stage process for implementing successful transformations in today’s firms as well as the eight errors that are common to change efforts. The ideas and methods in this book should be considered a roadmap to successful change for any manager or leader in today’s modern organizations. Leading Change is broken up into three parts. Part one begins by discussing the potential downside of change and the eight errors commonly made during transformation efforts and their consequences. He then goes into detail on the economic and social forces that drive the need for major change in today’s organizations. This is also where Kotter introduces his eight step process for creating change. In Part two Kotter goes into great detail about his eight step process for successful change highlighting what to focus on and avoid at each step of the process. Part three looks at the implications for the 21st century, he goes into detail about the organization of the future and talks about sustaining that success through leadership and lifelong learning. “The Change Problem and its Solution”. Kotter starts off in chapter 1 by highlighting the eight most common mistakes or errors that prevent successful change efforts. He does note that there are a few organizations that have been successful and positioned themselves for a...
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...HRM 560 – Managing Organizational Change June 1, 2013 A.Describe the organization in terms of industry size and history. The organization is Potter’s Peanuts. It is a family-owned business that has been operating nationally for 35 years. The company is in the food industry and has over 280,000 employees nationwide. Headquartered in the United States, the company has recently acquired two smaller processing and manufacturing facilities in Europe. Potter’s Peanuts is becoming increasingly aware of the rise in international competition, and is looking to maintain its market share domestically, while building it globally. B. Describe how the HR program/policy/process/procedure/initiative that has been proposed should be changed. Leadership, with major input from the HR staff, is aware that attracting and retaining the best and brightest in the agricultural and food processing arena is crucial to maintaining national and international competitive market share advantage. With that vision in mind, the leadership knows that it will have to be strategic in ensuring that all its HR initiatives are equitable, consistent, continuous, and mainstream. Potter’s Peanuts has been noted for its success in the marketplace, its values and vision, its diversity and inclusion efforts, but more publicly for its notable efforts in the training and development arena. The company believes strongly in training and development, as illustrated by the continuous and consistent launch of said...
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...Team B - Business Failure Analysis Jeffery Rhymes, Terri Zubrod, Abel Dominguez, Eric Paniagua, Su Rodriguez LDR/531 January 11, 2015 Professor David Warren Introduction The mission statement for Redbox and Blockbuster both have focused on providing customer satisfaction with media entertainment that includes movies and games. In the years prior to the inception of Redbox in 2002, Blockbuster offered customers a value price entertainment experience, combining the broad product depth of a specialty retailer with local neighborhood convenience (Poggi, 2010). Blockbuster Inc. was a global business with 8,000 stores and offered movie and game rentals for home use by consumers (Poggi, 2010). Since 1992, Outerwall LLC had looking for ways to provide value, convenience and simplicity to consumers and retailers with the kiosk brands best known, Coinstar a leader in money services and Redbox, the best value in home entertainment. Outerwall LLC has a network of more than 66,000 kiosks and will be re-imagining new retail solutions to fit everyday consumer needs for the present and the future (Outerwall.com, 2015). Blockbuster – Success and Failure Blockbuster’s vision Statement: "At Blockbuster, diversity means valuing differences. It's a corporate value that must be continually developed, embraced and incorporated into the way we do business" (Poggi, 2010). Blockbuster was a video rental store that started in Dallas, Texas the first store was opened in October, 1985 and the...
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...Review and Recommendations– Amalgamation of Rural Ambulance Victoria (RAV Case Study Organisational Development & Change Word count 3144 (including references) Review and Recommendations– Amalgamation of Rural Ambulance Victoria (RAV) Organisations facing global pressures and rapidly evolving technology have become key drivers in decisions relating to organisational change. Pressure to remain competitive in a global market has resulted in demand and increases in strategic change initiatives across within organisations. These demands are not limited to private, profit orientated organisations. Government entities are also faced with environmental challenges that create a necessity to adapt through various change management initiatives. Generally more bureaucratic and less malleable than private organisations, change projects are likely to require greater planning and focus to ensure success. Facing some of these difficulties, Rural Ambulance Victoria (RAV) underwent a restructure in 1999 in order to amalgamate six existing rural services into a single provider. Restructuring health care providers is not uncommon in current times as they aim to adopt a patient focused care model through integrating processes, technology, facilities, organisational design and employees (Clarke and Lee 1994). Experts have attempted to provide guidance and sequence to organisational design in healthcare (see Decker et al, 2001; Henderson & Williams 1991)...
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...MediSys Corp: The IntensCare Product Development Team Donnellon, A & Margolis, JD 2009, Harvard Business Publishing, no. 4059. Andrew Kuszczakowski Contents Question 1 Creation of Executive Committee Product Development Process Different Decision Making Process Question 2 Product Delivery and Modular Design Points of Conflict Resolution Strategy Regulatory Compliance Points of Conflict Resolution Strategy Question 3 Personal Goal Organisational Goals Influence Tactics Question 4 Team versus Group Analysis Team Development Tactics References Appendix A – Decision Making Style: Formation of Executive Committee Appendix B – Decision Making Style: Implementation of Cross-Functional Teams Appendix C – Conflict Map: Product Launch Date Appendix D – Conflict Map: Modular Design Issue Appendix E – Conflict Map: Regulatory Compliance Appendix F – Merz’s Organisational & Professional Goals Appendix G – MediSys Corporation: IntensCare Structure Question 1 Art Beaumont joined MediSys Corp in January 2008. Within weeks he introduced a series of changes. What were those changes and how did he go about making them? If you were Art Beaumont what would you have done under the circumstances? Support your opinions with appropriate evidence. Beaumont identified areas in the corporation that he believed required changes in order for MediSys Corporation to continue to grow its business. He identified a lack of strategic focus within the corporation...
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...IMPLEMENTING ORGANIZATIONAL CHANGE AT PLANET AIR TRAVEL Introduction Organizational change is occurring every day and everywhere; it is a natural process that is essential for organizational development. Change occurs when companies transit from their current state to their desired future state. Change is imperative in today’s chaotic business environment due to constant in customer expectations, unpredictable economy, the emergence of new market and technological advancements. Internal and external drivers of change have an impact on the nature of organizational changes; therefore, in order to secure Planet Air Travel (PAT) future there was a need to undergo reactive and transformational changes along with emergent changes. However, employees react differently to change due to their perception of the change. At PAT employees will have various reactions throughout the change process, which is explained using Carnell (2003) coping cycle.Successful implementation of change is not an easy task, therefore; Kotter’s(1995 in Hayes 2010) eight-step model is a useful framework for successfully executing and implementing PAT vision. Organization Context Organization context is considered as "the ecology of the organization," which, consist of activities that occuroutside an organization's boundaries as well as those that are unique to the organization (Hahn, 2010). It is determined both bythe internal and external environment. The internal context at PAT is the internal environment...
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...coaching sessions, RDA was able to help the leadership separate personal issues, and codify practices through formal policies to allow the leadership group to focus on business issues without personal complications. At the end of RDA's engagement, the client was well-positioned to begin developing a transition plan. Bob, founder, CEO, and owner of a 20-year-old, closely-held business, hoped to groom his 30-year-old son, Jack to take over the business in the next five years. The firm was currently co-run by Betty, the COO and Operations Manager. She was a longtime employee of the firm, and also had been Bob's life partner for most of that time. Both Jack and the firm were at a critical juncture, if Jack and the firm did not make a mutual commitment to each other in the next year or so, Jack would likely pursue alternative career options, closing a window of opportunity. And yet Jack was not privy to many of the decisions and financials underlying the company information that would allow him to make an objective decision about his future role in the firm and no plan existed to manage the transition. Jack and Bob's personal relationship had grown estranged, and both prone to intense emotional responses to work and personal issues. In addition, Betty felt that Jack did not accord her appropriate respect in her role as COO, and was therefore concerned about her professional future as COO under Jack's leadership; she was also anxious that any transition be smooth to enable her continued...
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...Jabed Alam w1537441 Seminar Teacher: Kamala Balu In your opinion which two motivation theories would be most usefully integrated into a model of motivation for an organisation looking to motivate and retain new graduates early in their careers. You must clearly justify the choice of theories chosen for this occupational group. Today this essay will be analysing and expressing two motivational theories. The theories will be concluded and conducted in the thesis of retaining and maintaining new graduates within their early stages of the working environment. The organisation that has been chosen to be based upon within this essay is Zara, the clothing company. After interpreting the essay question I have decided that the two controversial theories I will be assessing is Maslow’s theory that is constructed upon the hierarchy of needs as well as Fredrick Taylor and the application of scientific management and the motivational influence of money. I will be engaging and implementing my own opinion as to why I feel these theories are justifiable for the chosen occupational group, along with providing key research, highlighting benefits and drawbacks of these theories. Initially my essay will begin with the theory hypothesised by the man known as Abraham Maslow. I will briefly describe the main factors that are included within Maslow’s theory. Maslow refers to a pyramid of hierarchy that shows the basics needs that a worker requires in order to successfully be motivated....
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