...2: Ellen Zane – Leading Change at Tufts / NEMC Purchase here http://homeworkonestop.com/HSA%20599/hsa-599-assignment-2-ellen-zane-leading-change-at-tufts-nemc Product Description Read the “Ellen Zane – Leading Change at Tufts / NEMC” case. Write a 4-6 page paper in which you: 1. Describe the health care environment in Massachusetts. 2. Describe what was happening within Tufts / NEMC in the 1990s. 3. Describe what is wrong with Tufts / NEMC by 2002 and 2003. 4. Describe the four (4) actions Zane took in her first six (6) months. Your assignment must: • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. The specific course learning outcomes associated with this assignment are: • Differentiate between strategic management, strategic thinking, strategic planning, and managing strategic momentum. • Use technology and information resources to research issues in the strategic management of health care organizations. • Write clearly and concisely about management of health care organizations using proper writing mechanics. HSA 599 Assignment 2: Ellen Zane – Leading Change at Tufts / NEMC ...
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...effective managing and leading has been discussing for long. Being a good manager or leader in contemporary organizations is no longer just about establishing control over their subordinates, indeed successful managers and leaders are required to equip themselves with a diversity of skills and competences. This paper will be focusing on managing skills and competences from a personal point of view. First of all, some commonly cited skills and competencies that are essential for successful managing and leading in organizations will be identified and explained briefly. Secondly, one skill will be nominated as ‘the strength’ of mine. Thirdly, another skill, which is considered as ‘the complementary behavior’, will be nominated as well. Both nominated skills will be discussed in detail and analyses are conducted based on relevant personality, working experiences, previous learning in management theories as well as some typical self-assessment exercises. Key Managing and Leading Skills in Organizations In recent years, managing and leading organizations to compete against competitors and establish sustainable advantages is no longer an easy target to achieve. With the rapid changing world, the traditional way of controlling employees in order to meet objective is losing its effectiveness. Organizations are taking significant transformations in terms of managing styles. In fact, there is a wide range of managing and leading skills that could shape the way organizations are running...
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...the world continues to change and the magnitude, speed, influence, as well as the unpredictability of change, are greater than ever before in today’s society (Burnes, 2009; Cameron and Green, 2015). To keep up with the rapidly changing world and enable the organizations to survive in the competitive market, undertaking the change and managing the change across the organizations has become a crucial topic (Kumavat, 2012). Organizational leaders play an important role in managing the change, and they are encouraged to lead rather than manage (Cameron and Green, 2015). Although there are many definitions of leadership, it is possible to describe leadership as ‘a process whereby an individual influences a group of individuals to achieve a common goal’ (Northouse, 2013). It is leaders’ responsibility to identify the need for change, to plan carefully, and to lead others to implement the change in organizations. Numerous approaches and models have already been developed, attempting to help manage change effectively. The aim of this essay is to assess the three approaches of leading change in organizations: the planned approach, Organization Development and the emergent approach. It begins with an understanding and evaluation of these three approaches. By comparing these approaches, there will be potential to get some implications for implementing the change in organizations. Evaluation of the Three Approaches The Planned Approach Planned change was first put forward by...
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...Running Head: CHANGE MANAGEMENT Proposed Change Program for AVIVA [Name of the Writer] [Name of the Institution] Table of Contents Introduction 2 Discussion 2 Leading and managing change 2 Challenges and problem of managing and leading change at Aviva 3 Change strategy for Aviva 4 Change interventions for Aviva 6 Enabling continuous change 7 Change program limitations 8 Conclusion 9 References 9 Proposed Change Program for AVIVA Introduction This assignment aims to analyze the challenges and problems which are being faced by renowned insurance company Aviva following the decision of downsizing due to moving several hundred jobs to India as a outsourcing strategy to remain competitive in the market. The company is facing difficulties while implementing change management programs in their organization. In this assignment, change strategy will be proposed relevant to the problems company is facing and specific interventions would be introduced during the process of change. Moreover, suggestions will be given on sustaining the change for a longer period of time while defining the limitations of the change program. Discussion Leading and managing change Organization change is important for the strategic growth of the organization however, it is always met with employees’ resistance. The repercussion of this resistance put up by employees can be drastic and cause serious disturbance in the organization. It is important for the organization to study the...
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...Abstract We live and work in a world that is constantly changing which drives today’s organizations to embrace a philosophy of hiring people that can lead employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most important leadership skills for a person to master for themselves, their employees, and the organization. What Leaders Need To Know About Managing Change Many of the changes that occurred in the last 18 months were unpredictable, or at least unpredicted, like the crash of the housing market, the collapse of numerous home mortgage and lending institutions, the near meltdown of the big-three U. S. automakers, and the millions of unemployed workers. The implication of the unpredictable nature of change for organizations is clear: although in many cases they may not be able to anticipate change, they can always be fast adapters (Lawler, et al., 2006). In uncertain and rapidly changing environments, organizations are challenged to accomplish two often-conflicting objectives: performing well against a current set of environmental...
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...2: Ellen Zane – Leading Change at Tufts / NEMC Purchase here http://homeworkonestop.com/HSA%20599/hsa-599-assignment-2-ellen-zane-leading-change-at-tufts-nemc Product Description Read the “Ellen Zane – Leading Change at Tufts / NEMC” case. Write a 4-6 page paper in which you: 1. Describe the health care environment in Massachusetts. 2. Describe what was happening within Tufts / NEMC in the 1990s. 3. Describe what is wrong with Tufts / NEMC by 2002 and 2003. 4. Describe the four (4) actions Zane took in her first six (6) months. Your assignment must: • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. The specific course learning outcomes associated with this assignment are: • Differentiate between strategic management, strategic thinking, strategic planning, and managing strategic momentum. • Use technology and information resources to research issues in the strategic management of health care organizations. • Write clearly and concisely about management of health care organizations using proper writing mechanics. HSA 599 Assignment 2: Ellen Zane – Leading Change at Tufts / NEMC ...
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...INS2019 Business Organization and Management Anh MAI, International School (ISVNU) Mail: anhmd@isvnu.vn Cell: 0902372688 Topics to discuss Topic 1: Introduction to management Topic 2: The history of management Topic 3: The management environment Topic 4: Planning and Strategy Formulation Topic 5: Decision Making Topic 6: Organizing structure and design Topic 7: HRM Topic 8: Leading Topic 9: Teamwork Topic 10: Motivation & Communication Topic 11: Organizational Control 2 Topic from Daft (2012) and Innovation Adapted 12: Change 6/11/2012 Topics to discuss History of Management Evolution of Management thinking Environment of Management Corporate Culture, Ethics and Social Responsibility Management Planning -Managerial planning & goal setting - Strategy formulation & Implementation - Managerial decision making Organizing -Designing adaptive organizations -Managing change & innovation -Human resource Management Leading -Leadership -Motivation -Communication -Teamwork Controlling -Managerial and Quality control 3 Adapted from Daft (2012) 6/11/2012 Working Plan Topic Session No 1 2 Session 1 Session 2 Topics Textbook NEM Ch 1 NEM Ch 2 Tutorial Cases Questions 1, 5, 8, 9 Elektra Products, Inc (p.56) Introduction to Management The History of Management The Management Environment, Ethics and CSR Planning & Strategy Formulation 4, 6, 7 SIA Corporation (p. 58) 3 Session 3 NEM Ch 3...
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...environment where changes that occur in one part of the world or one business region can have immediate and far-flung repercussions across the globe. Organizations that are able to quickly adapt to changing environmental conditions are more likely to succeed. Organizations need to manage change to survive and to create a competitive advantage. Thus, most organizations continually plan and implement some type of change management strategy. According to Weiss (2012), “planned organizational change is a process that moves companies from a present state to a desired future state with the goal of enhancing their effectiveness” (section 1.1, para. 2). An organization should have a planned change strategy and a change model to effectively lead and manage organizational adaptation. XYZ, Inc. is a high-end retail chain that sells luxury watches, jewelry, and handbags. XYZ is opening a store in Shanghai, China and has put an executive in charge of its first international expansion. This will be a short-term, small-scale change for the organization. After one year, the executive is also expected to begin implementation of a long-term, large-scale change by opening additional stores in Brazil, Russia, India, and China (also known as the B.R.I.C. countries). The purpose of this commentary is to identify which change model should be followed for the short-term changes, describe which change model should be followed for the long-term changes, and discuss the effects that these changes would have...
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...Week One Student Guide In Week One, you will be introduced to the key concepts and theories of management’s four primary functions: planning, organizing, leading, and controlling. The readings explain various internal and external factors that affect management. These factors are important because as you examine each of the four primary management functions, you will become more aware of the internal and external influences as well as the decision-making processes that affect management. Functions of Management OBJECTIVE: Define the four functions of management. Resources: Ch. 1 and Appendix A of Management: Leading & Collaborating in a Competitive World Content • Ch. 1: Managing of Management: Leading & Collaborating in a Competitive World o Managing in the New Competitive Landscape • Globalization • Technological Change • Knowledge Management • Collaboration across “Boundaries” o Managing for Competitive Advantage • Innovation • Quality • Service • Speed • Cost Competitiveness • Delivering All Five o The Functions of Management • Planning: Delivering Strategic Value • Organizing: Building a Dynamic Organization • Leading: Mobilizing People • Controlling: Learning and Changing • Performing All Four Management Functions o Management Levels and Skills • Top-Level Managers • Middle-Level Managers ...
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...Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate—...
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...Implementing change in any area of an organization can be challenging due to the fact few individuals enjoy change whether at work or even in their personal life. It is important that the manager has a plan of action before trying to implement any change. In order to implement the new changes in the organization, the manager’s duty and views within the area is extremely crucial. The manager’s role is to evaluate the change that needs to take place, produce a line of attack to execute a change, carry out the change, and finally analyze the change in an appropriate manner. In order to have a fruitful application of a new change in any system it is critical for the organization’s manager to be involved in all the different steps on the way. When taking the steps in implementing change, managers must represent themselves as change representatives. Acting as change representatives is the substances that guarantee the change process runs from one step up to the last when the change comes to be permanent. Change representatives have a skill to inspire others, display effective interpersonal skills, flexibility, assurance, and a capability to handle opinions from varying sources of contributions. “Organizational leaders should look for these characteristics when assigning responsibility for managing the change process. Managers, though often not the precipitators of change, are accountable to the organization for leading change. Managers serve to assuage fears about change by answering...
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...action, and for higher achievements. Historically, planning described a top-down approach in which top executives establish business plans and tell others to implement them. (Chapter 1: Managing) Organizing is constructing an active organization, setting up and coordinating the human, physical, financial, informational, and other advantages needed to reach goals. Organizing exhibitions involve drawing attention to people to an organization, specifying job restraints, minimizing work into units, placing and assigning resources, and setting conditions so that everyone and everything work in sync to achieve maximum success. In determining the internal structure, management must look at the different divisions or departments, the coordination of staff, and what is the best way to handle the necessary tasks and disbursement of information within the company. Management will then divide up the work that needs to be done, determine appropriate departments, and delegate authority and responsibilities. Building a dynamic organization, historically, organizing involved creating an organization chart by identifying business functions, establishing reporting relationships, and having a personnel department that administered plans, programs, and paperwork. (Chapter 1: Managing) Leading is driving people to be high performers. It includes...
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...Literature Review Change is inevitable in this economic climate. According to Millar, Hind and Magala (2012), unforeseen economic, social and environmental and usage of our natural resources is a concern for organizations, and these factors make it impossible for organizations do not address change. Change can occur anytime. Change can have a positive and negative impact on an organisation and its stakeholders due to the psychological make-up of the individuals. An agent is needed to lead the change process. According to Nasbaum (2014, p.13) a leader is the key person who has a vested interest, a personal drive to get in the driving seat and act on a situation that needs changing and be able to guide his team. Leaders can no longer standstill; they need to be proactive and remodel their organization if they are to stay ahead of the curve or survive. However, change is complicated, and managing change process is difficult (Sirken, Keenan and Jackson,2005, p. 110). First things leaders need to do are examine why change is necessary for their organization. It can be for simple reasons; there has been a decline in profits or wanting to increase market share or add another revenue stream to their core business (Nusbaum, (2014). McLagan (2010) argues when managing change, the leader needs to have faith and passion for the work and commitment of their follower’s right from the outset and ensure stakeholders accept the fact that change is inevitable in a dynamic business...
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...impact on their current job. Competencies of Management: A Self-Evaluation This author completed the Table 3.2 Competencies of Management on page 91 of the Managing text. (Mintzberg, 2009). The tool is used to assess expertise in critical areas of leadership. The competencies comprise a subset of relevant management and leadership tasks. It is used to assist in identifying areas this author considers to be current strengths and areas that athe author aspires to grow and develop. Figure 1 shows the results of the self-assessment. Figure 1 When reviewing the results in Figure 1, there are patterns evident in the current competencies scoring. First, this author rated herself lower in all competencies for her current capabilities than she would like to have upon completion of her master’s program and as she develops her skills over time in her career. It’s probably noteworthy that the author would like to exhibit a high level of competency in all areas as well. This concept is not surprising given the personality traits of the author. Most noteworthy, the author is a perfectionist, competitive in nature and desires to exhibit proficiency in each aspect of a leadership role. A significant difference of three or more points doesn’t exist in this self-assessment evaluation. This author did rank herself lower in the category of managing self, externally...
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...Assignment brief Unit number and title Unit 3: Strategic Change Management Qualification BTEC – LEVEL 7 – Extended Diploma in Strategic Management & Leadership Start date 7th September 2015 End Date 28th September 2015 Assessor Pierre Arman Assignment Due Date Assignment title 25th Oct 2015 Understanding the need for and aspects of Strategic Change Management The purpose of this assignment is to provide learners with understanding and skills to assess the need for strategic change in organizations and how to empower them to take engagement actively in the process of strategic change management. Scenario It is the realities of today, change is imperative for a healthy and sustainable success of today’s organizations. To this end, every organization undergoes a change process so as to compete with the changing market circumstances. You are required to identify the need for change in any department or area in your chosen organization and you have to state why there is a need for change and how will you plan and implement it effectively. Task 1 Understand the background to organisational strategic change 1.1 Discuss models of strategic change and their differences (AC 1.1). 1.2 Evaluate the relevance of models of strategic change to your chosen organisations in the current Economy (as of the current situation which is the best suitable model) (AC 1.2). 1.3 Assess the value of using strategic intervention techniques in your chosen...
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