Managing Change Paper III Steptoe & Johnson, LLP (Steptoe) made the decision that there was a need for change within the company. The revenues within the company were of great concern and the partners felt the issue needed to be dealt with immediately. Steptoe failed to create a shared vision within the company that leads to a difficult change over. Steptoe needed to create a sense of urgency and separate the past issues to make the changeover successful. The leadership needed to take responsibility
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Interview on Implementing Change 1 Interview on Implementing Change Harold Nyanjom MGMT 520 PA 2014 Spring 02 PS3 Managing Org Change & Conflict April 20, 2014 Instructor Name: Dr. Whitney Stevens Southwestern College Professional Studies Interview on Implementing Change 2 Abstract This paper is based on this student’s (Harold) interview with a Christian Pastor (Rev. Kenneth Owuor) and analyses change initiatives in pastoral ministries by examining how religious
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Top Ten Reasons People Resist Change: 1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL Making a change requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you. But you have no proof. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those
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Managing Change in Organizations Assignment MANAGING CHANGE IN ORGANIZATIONS Case Study of Procter and Gamble (P&G) Introduction The world of business is facing different changes in the environment which create opportunities and threats. As a result, businesses make changes in different processes that are related to work place more abruptly and often compare before. This is because these changes can influence the speed and quality of the performance of companies including:acquisitions
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Management of Change Why is the concept of a learning organisation so important to the future of Healthworks Limited? Organizations have recognized the commercial significance of organizational learning and the concept of the ‘learning organization’ has been a vital orienting point in this. Writers have required to identify model, or ideal forms, ‘which real organizations could attempt to emulate’ (Easterby-Smith and Araujo 1999: 2). In this sense the learning organization is an ideal, ‘towards
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Managing Organizational Change A comparative and critical analysis of the articles “The work of leadership” by Ronald A. Heifetz and Donald L. Laurie and “Leading change: Why transformation efforts fail” by John P. Kotter Introduction Organizations operate in an increasingly complex and dynamic environment, where change occurs continuously. The automotive industry, the health care and biotech industry, financial services, telecommunication and media companies, commodities manufacturers and internet
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Organizational Change in the Insurance Company The organizational change which will be discussed in this paper involves a large insurance company who wants to increase market share from the sale of their cutting edge variable annuity product. The outside sales force, known as wholesalers have set territories throughout the United States. Current studies have determined that many of the existing leads, who are Financial Advisors, are not being contacted and so therefore potential new business
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Healthcare Pharmacies must deal with completion form larger chains and other stores that sell similar products, employee competence over appearance and appeal of the store itself. The issues that Melissa, daughter of William Smith faces a multitude of changes including but not limited to: stores being cluttered, stock is being unorganized, employees becoming complacent, and customer’s services being lack luster. Melissa observes this same kind of problems and situations in all levels of the business.
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5. LEADERSHIP CHALLENGES TO CHANGE Upon completion of this chapter you will be able to • Relate carefully to the soft issues that affect individuals who are faced with change • Suggest and evaluate methods to overcome the high resistance to change • Steer and identify methods for working with teams on change initiatives. 5.1 INDIVIDUAL RESPONSES TO CHANGE During times of significant change to organizations in strategies and structures, employees can experience high levels
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may adapt to the new culture considering the changes would not bring adequate and prominent changes since at times it becomes difficult to transmute in such organizations. A leader determined to change the culture has to be confident in his abilities and new management style and needs to make sure if its pertinent and easily adaptable. As per the survey cited in Carr et al. (1996) around 10% of the organizations were successful to confine the new management approach in the institution and the percentage
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