...Organizational Change Plan: Part III September 16, 2013 HCS/587 Professor Georgetta Baptist Organizational Change Plan: Part III The AIDS Resource Center of Wisconsin (ARCW) is currently attempting to implement an extensive change by establishing a new needle exchange program within Duluth, Minnesota. It has become apparent that the prevalence and incidence of Hepatitis C and HIV cases are steadily increasing, resulting in a strong need for a prevention facility such as this. Consequently, ARCW management must assess the overall readiness for change within the organization. By utilizing internal and external resources, identifying significant roles within this change process, providing various means of monitoring the implementation of this plan, and encouraging effective communication techniques, the change process will flow smoothly. After the change has been successfully executed, management must determine the effectiveness of the change post-implementation. In order to accomplish this, identifying and understanding outcome measurement strategies is essential. Most importantly, outcome strategies related to quality, cost, and satisfaction can give management clear insight into how far they’ve come and how far they have yet to go. Determining Effectiveness of Change after Implementation It is vital that the effectiveness of the new needle exchange program be determined after its implementation. Management should have established clear goals and objectives prior...
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...Organizational Change Plan: Part III September 16, 2013 HCS/587 Professor Georgetta Baptist Organizational Change Plan: Part III The AIDS Resource Center of Wisconsin (ARCW) is currently attempting to implement an extensive change by establishing a new needle exchange program within Duluth, Minnesota. It has become apparent that the prevalence and incidence of Hepatitis C and HIV cases are steadily increasing, resulting in a strong need for a prevention facility such as this. Consequently, ARCW management must assess the overall readiness for change within the organization. By utilizing internal and external resources, identifying significant roles within this change process, providing various means of monitoring the implementation of this plan, and encouraging effective communication techniques, the change process will flow smoothly. After the change has been successfully executed, management must determine the effectiveness of the change post-implementation. In order to accomplish this, identifying and understanding outcome measurement strategies is essential. Most importantly, outcome strategies related to quality, cost, and satisfaction can give management clear insight into how far they’ve come and how far they have yet to go. Determining Effectiveness of Change after Implementation It is vital that the effectiveness of the new needle exchange program be determined after its implementation. Management should have established clear goals...
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...entThe Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage +1 (703) 558-4445 • (877) 766-3337 An ESI International White Paper www.esi-intl.com Table of Contents Abstract .................................................................................................................................. 3 Introduction .......................................................................................................................... 4 Why Change?......................................................................................................................... 5 The Elements of Change ..................................................................................................... 5 The Change Management Life Cycle ............................................................................... 7 Phase 1: Identify the Change ............................................................................................. 8 Phase 2: Engage the People .............................................................................................10 Phase 3: Implement the Change ..................................................................................... 12 Conclusion ...........................................................................................................................14 References ......................................................................................................................
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...February 05, 2013 Strategy from the Outside In: Profiting from Customer Value Write-Up - Part II I. Introduction In Strategy from the Outside In: Profiting from Customer Value, George S. Day and Christine Moorman use research to determine business strategies that separate successful from unsuccessful firms. This write-up shall have a section, titled § II. Brief Summary, which outlines each chapter in Chapters 7 through 13, including the conclusion. This write-up shall also have a section, titled III. Application, which shall apply the material from § II. Brief Summary to a firm (hereinafter "Firm A") with which I worked as a business consultant. Firm A is a multi-national holding company that specializes in acquiring, supporting, and growing its subsidiary companies through accelerated organic growth as well as through acquisitions and/or strategic joint ventures and divestitures. II. Brief Summary Chapter 7. The Third Imperative: Capitalize on the Customer as an Asset For a firm, the profitability of the customer asset - the sum of the discounted long-term profits associated with the customer's purchases and referrals - is based on three principles. First, that a firm must distinguish between behavioral loyalty – the frequency of customer purchases from a firm when a need arises – and attitudinal loyalty – an attachment to the firm and/or its specific products or services. Second, that a firm must manage customers to engage in behaviors that directly...
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...Human Resource Planning ^ Brian J. Smith, John W. Boroski, and George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document...
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...STRATEGIC MANAGEMENT What is strategic management? Strategic management can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc. Top of Category What is strategic planning? Strategic planning is a management tool, period. As with any management tool, it is used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. (Adapted from Bryson's Strategic Planning in Public and Nonprofit Organizations). A word by word dissection of this definition provides the key elements that underlie the meaning and success of a strategic planning process: The process is strategic because it involves preparing the best way to respond to the circumstances of the organization's environment, whether or not its circumstances are known in advance; nonprofits often must respond to dynamic and even hostile environments. Being strategic, then, means being clearr bout the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment. The process is about planning...
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...Innovation Blending strategy and creative exploration to discover future business opportunities ______________________________ by Derrick Palmer & Soren Kaplan Managing Principals, InnovationPoint LLC © InnovationPoint LLC www.innovation-point.com Page 1 A Framework for Strategic Innovation Authors Soren Kaplan is the author of Leapfrogging and a Managing Principal at InnovationPoint, where he works with organizations including Visa, Colgate-Palmolive, Medtronic, Disney, Philips, PepsiCo, and numerous other global firms. Soren previously led the internal strategy and innovation group at Hewlett-Packard (HP) during the roaring 1990’s in Silicon Valley and was a co-founder of iCohere, one of the first web collaboration platforms for online learning and communities of practice. He is an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands. He holds Master’s and Ph.D. degrees in Organizational Psychology and resides in the San Francisco Bay Area with his wife, two daughters, and hypo-allergenic cat. Learn more about his book Leapfrogging by visiting www.leapfrogging.com. Derrick Palmer consults on strategic innovation with global, Fortune 1000 and medium-sized businesses. His areas of focus include corporate strategy, consumer-inspired new product innovation, designing best-in-class innovation processes, and strategic innovation training. With 25 years of line management and consulting...
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...Assignment Three Talent Management Strategy Strayer University Talent Management – HRM 532 Dr. Mary D. Tranquillo February 17, 2013 Formulate a talent management strategy to encompass the entire talent requirements of the organization. My organization is Common Grounds Coffeehouses. Common Grounds are specialty coffeehouses that support the community by offering a place to gather while enjoying specialty brews in a neighborhood setting that facilitates social networking in a friendly and safe environment. Common Grounds seek satisfied customers and committed productive employees. Common Grounds have an organizational structure of internal orientation/differentiation strategy. Common Grounds operations look to develop its own talent and keep that talent within the organization for extended periods of time (internal) while offering a valuable product and service that surpasses competitors (differentiation). Talent management can be used to gain and maintain a competitive edge. According to Silzer and Dowell (2010), having a formidable talent base will lead to increased financial success. Common Grounds look to develop a formidable talent base by having a talent management strategy that focuses on recruiting, selection, placement, onboarding, rewards/training development and retention. Each component of the talent management strategy will help the organization achieve its mission, vision and goals. Recruiting is important because it sets the stage for the talent pool that...
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...International Journal of Management and Innovation Volume 1 Issue 1 (2009) Living with Organizational Politics: An Exploration of Employee’s Behavior Rajib Lochan Dhar, Symbiosis International University, India Abstract Though organizational politics has been perceived as a threat; negatively influencing levels of staff retention and work productivity, hardly any studies have focused on the employee’s attitude towards the perceived players and the survival strategies in such an environment in the Indian setting. This study aims to explore the employee’s perception of organizational politics, the phase that they go through while working and the ways they adopt to cope up with it, in a sample of 26 employees working in three different automobile manufacturing companies. Qualitative methods have been used in order to understand the feelings and experiences of employees while working in a politically influenced environment. Analysis of the data was done through phenomenological principles. Findings of this study led to the emergence of four major themes namely perceived threat, attitude towards the players, Coping Strategies and intentions to leave. This study has tried to bring out the emotional circumstances that employees go through while working in a politically influenced environment. Key words: Organization, politics, employees, perception and intention Introduction There is a bit of Machiavelli in every one of us. An environment where everyone agrees with each other is a rare...
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...Framework for Quality Management Name: Shaun Amirthalingam 0705668 Matthew Peh Voon Yang 0805185 Boo Tong Kwong 0805183 Table of Content Title | Page Number | 1.0 Introduction | 3 | 2.0 Learning Organisation2.1 Inspiration and Motivation2.2 Empowerment2.3 Accumulating and Sharing Internal Knowledge2.4 Gathering and Integrating External Information2.5 Enabling Creativity | 4-5 | 3.0 European Foundation of Quality Management3.1 The Good of EFQM3.2 EFQM Developing Organisation Learning3.3 Limitation of Organisation Learning | 6-13 | 4.0 Conclusion | 14 | Referencing and Bibliography | 15-18 | Researching on Contribution of Organisation Learning that Develop Organisation Excellence by Using the European Framework for Quality Management 1.0 Introduction It is a huge change that has accelerated over the past few decades in the economy. During the 20th century, organisations always focused at traditional factors for production on tangible resources such as equipment, land and money. Almost every organization was seeking for ways to reduce the cost and boost the sales to survive in the market. Quoted from Frederick W. Taylor, “the principal object of scientific management should be to secure the...
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...case focuses on organizational transformation in an accounting firm in South Africa. It describes how the impact of both globalization and the transformation that the country had undergone since the advent of democracy in 1994 steered StratAFin Inc. towards a process of building a new identity. The firm’s senior management realized the need for transformation based on the many new challenges in the changing environment. Change was experienced at many levels within the organization: from the construction of a new building as a symbol of change, to corporatizing and growing the firm, changing the management structure, investing heavily in technology and human capital development, focusing on continuous improvement, and driving major diversity transformation. The case offers insights into the many drivers that had to be considered in the process, how the organization had to manage resistance to change and the need for flexibility during the process, and the importance of measurement of the many dimensions of the transformation process. The case concludes with the challenge of how the firm’s leadership could ensure that the continuing transformation maintained its momentum. Learning Objective: The objective of the case discussion is to encourage students to better understand the many components of organization transformation and how different inputs (general environment and industry analysis), coupled with the various internal strategic orientation components (strategy, technology,...
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...J. of the Acad. Mark. Sci. (2012) 40:102–119 DOI 10.1007/s11747-011-0279-9 Marketing and business performance Neil A. Morgan Received: 28 July 2011 / Accepted: 1 August 2011 / Published online: 20 August 2011 # Academy of Marketing Science 2011 Abstract Academics and managers have struggled for many years to understand and delineate the role of marketing in explaining business performance differences between firms. Most of the theory base for any such attempts has to be informed by strategic management theory, since the primary question that strategic management seeks to answer is why some firms outperform others over time. This paper synthesizes three major streams of thought in strategic management with the empirical and theoretical literature on strategic marketing to develop an integrative theory-based conceptual framework linking marketing with firms’ business performance. Keywords Marketing strategy . Marketing resources . Marketing capabilities . Positional advantage . Competitors . Market performance . Financial performance Introduction The role of marketing in explaining firms’ business performance has received significant attention throughout the history of the marketing discipline. The need to link marketing with business performance has become more Acknowledgements Doug Vorhies contributed to much of the thinking represented in this paper—a version of which we set out to write together more than a decade ago but never got time to...
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...Organizational Development and Planned Changed Lashawnda Norris Everest University Online MAN 5285 Organizational Development and Change Dr. Jimmie Flores Organizational Development and Planned Change Organizational development is a set of planned-change techniques or interventions designed to improve organization effectiveness and employee well-being (Balzac, 2011). According to Worren, et al. (1999) stated: “change management is clearly broader than OD in that it includes a wide range of intervention strategies that may enhance human performance directly or indirectly, including process consultation, work restructuring, strategic HRM planning, and the design or development of information technology (IT) solutions (e.g., user interface design) A crucial feature of change management is that it is seen as only one component of a larger organizational change effort, the other components being strategy, business processes, and technology”. In many organizations, organizational development is primarily concerned with managing change in such a way that knowledge and skills are transferred to build the organization’s ability to achieve goals and solve problems (Cummings, et al., 2009). Worren & Ruddle (1999) states: “Organizational development places specific emphasis on the human resources and organizational culture functions. Talent must be attracted, retained and shepherded in order to achieve long-term success in an information economy. Companies...
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...CREATING ORGANIZATIONAL VALUE AND HIGH PERFORMANCE THROUGH INTEGRATED SUSTAINABILITY PROGRAMS AND BUSINESS INTELLIGENCE---A STUDY OF ACCENTURE As companies grapple with the current economic situation, many are recognizing that this particular downturn in the business cycle is different from those that preceded it. Indeed, today’s business context—characterized by rapidly intensifying globalization that has substantially increased the complexity, risk and uncertainty of doing business—has only served to exacerbate the challenge of managing through a difficult economy. Many of today's biggest challenges come down to the different kind of decision making required to be successful. Organizations seeking high performance must make faster and bolder decisions. Companies must think both the positive and negative consequences of decisions made in this fast-paced environment. The systematic study of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth...
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...Organizational behavior is the field of study that investigates how organizational structures affect behavior within organizations. It studies the impact individuals, groups, and structures have on human behavior within organizations. It is an interdisciplinary field that includes sociology, psychology, communication, and management. Those who apply organizational behavior to their business usually start by simply studying employees. They may look at their overall attitudes and habits to determine what may need to change. Some concrete details they may gather include facts about productivity, turnover rates and absenteeism, all of which can tell a lot about employee attitudes. Once they collect some observations, they can satisfy one of the goals of organizational behavior, which is to explain the attitude of employees. The field of organizational behavior has a number of commonly agreed upon goals. Chief among these are effectively predicting, explaining and managing behavior that occurs in organizations. Some of these include describing systematically how people behave under a variety of conditions, understanding why people behave as they do, controlling and developing human activity at work and predicting future employees’ behaviors. The study of Organizational Behavior has proved beneficial in many ways. Some of these benefits include enhancing organizational and individual effectiveness, skill development, personal growth such...
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