1. 1. Overview/ Introduction: The core feature of the case study is a transformational change during a consolidation of two hospitals. Both hospitals face challenges stemming from the complexity of the merge that involves different leadership styles, systems, policies, ingrained cultures and employees’ beliefs, and it bears financial constraints. Diversity and complexity impact upon two main dimensions: (a) behavioral (motivation, retention, employee relations, cultural integration) and
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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
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Leading Change at TATA Motors Established in 1954, TATA Motors Limited is India's largest integrated automobile company, with consolidated revenues of 20 billion USD in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's largest bus manufacturer. TATA Motors in 2005 was ranked among
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"Leading Change – Carlos Ghosn at Michelin, Renault, and Nissan Motors" case is an example of how one person was able to turn around three different companies from the brink of failure, and implement change through effective leadership. Carlos Ghosn exemplified strong leadership through three interrelated notions, one, affecting the behaviors of others, two, mobilizing employees to encourage commitment, and three, by mobilizing adaptive behaviors. His success can be attributed through the five core
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(Leigh, 2007). Also, this paper will describe the power structures and politics at Good Sport. Additionally, this paper will identify specific strategies to leading change and managing resistance to change. Finally, paper will discuss the leadership style that will be the most productive for Good Sport in order to ensure the success of change, and lead the company well into the 21st Century. Good Sport is a fitness equipment manufacturer that was founded by ex-basketball star, Jason Poole 15 years
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the factory will shut down and your final cash position will be determined. Starting at 5 PM on Wednesday, February 27, the simulation will begin The game will end at 9 PM on Sunday, March 3. PLEASE DO NOT WAIT UNTIL THE FINAL SECONDS TO MAKE YOUR CHANGES. SOMETIMES THEY TAKE A FEW MINUTES TO BE PROCESSED. Written Assignment: Analysis of Game 2 of Littlefield Technologies Simulation Due March 14, 8:30 am in eDropbox Your group is going to be evaluated in part on your success in the game and in part
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programs. A number of barriers prevent nurses from being able to respond effectively to rapidly changing health care settings and an evolving health care system. These barriers need to be overcome to ensure that nurses are well- positioned to lead change and advance health. In 2008, The Robert Wood Johnson Foundation (RWJF) and the IOM launched a two-year initiative to respond to the need to assess and transform the nursing profession. The IOM appointed the Committee on the RWJF Initiative on the
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Change Initiative Final Project Leading and Managing Through Organizational Change Submitted by: Paul Gagnon 1 Table of Contents Executive Summary ...................................................................................................................... 3 Overview ...................................................................................................................................... 3 Understanding Change .......................................
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and Norton (1996) indicated, the art of defining the KPIs rests in the performance drivers (leading indicators) that enable the outcome KPIs (lagging indicators) to be achieved. Leading indicators are useful to have as they give the time to influence the outcomes KPI (Eckerson, 2005). There is a third type of KPI that can be selected which is the diagnostic indicator. The diagnostic indicators are not leading or lagging indicators; they measure the health of the operations just like measuring the human
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different 2. Two time of measures There are two types of measure: end of process measure known as lagging indicator and in-process measures known as leading indicator. But both of them have weaknesses. Lagging information are not useful because they reflect situation but action can only be taken after the fact which includes costs. Leading information are difficult to quantify and the results might not be send to the concerned person. 3. Difficulties for an index An index is difficult
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