...Organizational Change in Today's Business “Developing Organization Change Champions” an article written by D.D. Warrick developed an insight on how organizational change should take place. Throughout the article Warrick explains how individuals can develop, train, and utilize change champions or professionals at conducting change and developing procedures that will allow them to persevere through these changes. Throughout article, the reasons that organizations should change is also a topic of discussion and is done so to validate comprehension of the change process, and the stages associated with it. He also discusses how they fail and optimize their potential at success during the changing process. In nearly every organization that exists globally, there are changes in which they faced consistently with the operation of business. These changes occur within their “missions, strategies, goals, cultures, processes, systems, practices, technologies, who owns them, and who they own, and in some cases even their core values” (Warrick, 2009). It is imperative for them to change, so that they may keep up with the concept of organizational change that faces them and allows them to be successful. These changes are present at all levels of the organization. Typically, changes reflect in more ways than one can imagine. “Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness” (Jones, 2010)...
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...“Evolution by Natural Selection” The object of this experiment is to determine how changing the size of the beak of a finch will affect the population as well as the growth rate of the finch’s beak. The reason for the experiment is to evaluate evolution and how it affects the finch’s population, and how natural selection is always present in life. In this experiment I will show that the finch will continue to evolve until its beak has reached the optimal size for sustaining life, when changing the beak size to a much larger size we will see that the finch will have no need for further evolution of its beak and that its population will become much more stable and consistent throughout the years. The only materials I will need for this experiment are simply just the evolution lab applet. This applet contains all the information needed to be able to manipulate the characteristics of the finch and see the final outcome over a long period of time. For the first experiment I left all the variables as is and didn’t change anything. This left all the inputs as you see in FIG. 1. I then ran the experiment and examined all the information very carefully, paying special attention to the population and beak size trends. Then I did my second experiment changing the beak size to the maximum allowable size of 30mm. I left all the other variables alone (as seen in FIG. 2) so that I would be able to clearly see how this would affect the bird’s evolution and population characteristics. As...
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...aligning systems and organizational structures in place that guarantee profit and company growth. Change, however, can be problematic and difficult within an organization, especially those catering to stockholders and investors. The Strategic Change Initiative Strategic change involves not only deciding what to change, but how and when to change specific elements of one’s strategic orientation. This change may be driven by dramatic changes within the environment, declining organizational performance, or perhaps even both. Within the realm of an early childhood education, strategic planning can be considered as steering the parent and community volunteering activities such that they are in alignment with organizational mission and vision. The purpose of the PACE Early Childhood Education Policy Committee will be to work in conjunction with the PACE ECE Director, Board of Directors, and staff to serve as a policy making body. In addition, the PACE ECE Policy Committee will also serve as a catalyst for relaying relevant information to all PACE ECE school sites and assist in the implementation of all PACE ECE’s organizational goals and objectives. To implement the strategic change process within the organization to improve parent involvement, the Policy Committee has agreed to and voted on adding two new positions, one within the Policy Committee and one at each of our school sites. Change Images The...
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...Continental White Cap was had a long history of traditional management and close control by White's Cap founding family. However in changing market environment the headquarters recognized he need for change in order to stay competitive. The decision to place Peter Browning in Vice Presidents and operating officer position was part of the change strategy as he has proven himself as successful manager. Peters new assignment was to push the exciting successful business division towards leaner, more efficient, and more flexible operation capable of responding to changing market condition. Browning has recognized the dilemma that he had to face. His boss said "White Cap needed changes, but don't brake it while you are trying to fix it. Continental cant afford to loose White Cap". There was a very strong corporate culture in place backed up by impressive business results over the last 50 years and clear need for change. Employees have developed loyalty to company under family style management culture characterized by long-standing traditions of job security and liberal benefits. Change of existing traditions would not be welcomed. From the other side market conditions required a quick response and change. Shipments of plastic bottles for food has gone up from 260mln in 1978 to 900mln in 1984. Clearly ignoring this market trend would be destructive for business. Price competition began and customers started to take Total System for granted. What was a competitive...
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...Understanding and Coping with Change Understanding and Coping with Change Change can be difficult for any individual or organization and it can be seen as a threat. An individual that can plan and implement change is better prepared to effectively meet their future stated goals and can move forward in a positive movement when embracing the need for change. “Is change, changing?”(Rowland & Higgs, 2008). A company can then diagnose, plan, and implement changes to see improvements. To understand change and learning to cope with change we will use a company as example, the name of the company is Sunny Side Resort. We will diagnose the need for change and present a plan to transform the organization using Kotter’s 8-step approach. Sunny Side Fulfillment (SSF) is a company that is located in South Beach, Miami. It was founded in 1989 by Traci Sizemore, Chief Executive Officer and Dave Sizemore, President. The vision of the company is building a world-class ecommerce services company with a global reach SSF business model is to service their clients’ needs, from start to finish. Their over view of what they promise is: • “Answer 80% of all calls received within 20 seconds • Call abandon level guaranteed to be less than 4% • 100% call return level with 2 hours • 100% of all orders will be shipped within 72 hours • 95% of all returns will be processed within 24 hours • 98% of inventory received will be available...
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...wonders is an amazing thing of beauty. The world is a seemingly endless provider of life that asks for nothing in return. Maybe, if our already stressed out and overworked single-parent earth could speak, it would ask humanity to show it some respect. Being a parent to billions of ungrateful kids needed to come to an end sooner rather than later. Humanity was causing immense damage to the planet and not making any significant moves to change their behaviors. The continued behavioral path of over consumption and wastefulness would have been the human races demise. After the violent meteor showers and tsunamis which happened in Australia and then in the Pacific Ocean and all bordering countries, people everywhere agreed that serious change needed to happen now. Man’s harmful substances had in fact attributed to depletions of the protective ozone layer that could have prevented harmful objects from entering it. It seemed that only fear could bring people of different backgrounds and cultures to work together. The biggest issue in creating a change was that it needed to include everyone. This was only possible with a shared connection. Unfortunately, the connection was made at the hands of tragedy. The world had then come to a silent agreement that the constant push of personal consumption had taken its toll. Gradually over time the need to purchase new items at a constant rate had lessened. People were relearning to enjoy one of the world’s most fascinating things, other people...
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...Change Management Plan Life in the 21st century is all about change. People face change in some fashion in their personal and professional lives almost on a daily basis. How successful they are in both our personal and professional lives depend a great deal on how easily they can adapt to these changes. Organizations are also susceptible to frequent and oftentimes rapid changes. CrysTel, a telecommunications company, is just such an organization. CrysTel faces both technological and administrative changes regularly due to the telecommunication industry’s rapid and frequent advances. CrysTel employs 2,500 employees and offer products such as data cables, wireless solutions, and network development. (Apollo Group Inc, 2004) Successfully leading and sustaining change within this organization will require a great deal of planning and hard work from all levels of management and leadership. The term “survival of the fittest” (Apollo Group Inc, 2004) is aptly applied to the change process for organizations. Much like in ones personal life, those who are most fit or in this case the most adapt at leading and sustaining change will be the most likely to survive the necessary changes and emerge a stronger more successful organization. CrysTel has taken the first of many important steps required in being able to lead successfully and sustain change within their organization. CrysTel recognized the need for change created by external forces such as the technological advancements of their...
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...The Ways Nestle Managed Its Environment Over Time Nestle used different ways to manage its environment. It did this through expansion of the product offering, expansion of the customer base, and by developing lower-cost ways to make and sell products. Early on, Nestle managed its environment by expanding into new markets, in both developing and emerging nations. As trade barriers fell, the CEO of Nestle Barbeck-Latmathe seized the opportunity and decided it’s the right time for Nestle to expand geographically into the developed and emerging markets such as those in Eastern Europe, India and Asia. By doing this, Barbeck drove Nestle’s performance dramatically, taking into consideration the massive number of potential customers in these regions and the enlargement in Nestle’s customer’s base. In the 1990’s; Nestle managed its environment by acquiring other companies. The companies which Neslte acquired at that time included U.S. food companies Carnation, Buitoni Pasta, Ralston Purina, Dreyer’s ice cream and Chef America, the British chocolate maker Rowntree, the French bottled water company Perrier, and the Mexican food maker Ortega. It is noticeable that Neslte regards acquisitions and efforts at diversification as logical ways to supplement their business. Nestle only acquires food making companies, the business it has special knowledge and expertise in. After all, Barbeck’s intentions were to customize these products to suit the tastes of customers in different countries...
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...A Raisin in the Sun Act III-A Lesson Learned In the final scene in “A raisin in the Sun,” some very important and much needed lessons are learned. Life changing decisions are made and for the better. In the last scene, Walter calls Lindner over to agree to take payment in lieu of moving into the all white neighborhood. Walter, as usual, can only think of money, and in his mind believes the large payoff from Lindner will be well worth selling out his family’s pride and honor. Lena decides, as Walter’s mother, to force his son Travis to stay to witness this life changing moral decision, in hopes that Walter will come to his senses; to everyone’s surprise he does. Walter looks into his son’s eyes and can’t sell his family short with his son watching. He decides to do what is best for the family’s morale rather than do what will put money in his pocket. That one decision shows the enormous lesson learned by Walter and how he changed. Character: The characters are well illustrated for us by the way they speak, their actions, and reactions to things. It is clear that Lena (Mama) has very little education and comes from a different time than the others. Ruth and Walter, the next generation, are slightly better spoken but still lack the educated speech that Beneatha and Travis, even younger, display with their current educations. Mama (Lena) is described as a big, strong woman, which is shown by how she reacts to the other characters, steering them the way she wants and mothering...
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...is based on constant teaching and learning and the required power of empathy, which bring an increase level of sensitivity to signals changing. The main idea here is to identify change and its associated opportunities in order to become the competitive one and the only one. I am very much agreeing with change and how one can change the rules and not compete head-on. We have to take a look at case by case models of change and understand the quantifiable rate of production. Let’s take for example: the smart car or electric car. If we all agree, it makes sense for the environment to accept a smaller “smart car”, and we achieve 100% adoption as consumers, what happens to the tracking industry and the delivery of our consumptive goods? Are we now willing to transport goods because we have to transport them into smaller containers with less power? Can you imagine a smart car next to a diesel 18 wheeler? Are we willing to sacrifice the safety of our families for the cost of the maintenance of the environment? People are fundamentally selfish and will not voluntarily create a sea change unless they are forced to do so or unless there is no choice. Companies can identify the need to change with the associated opportunities to become the only competition but without government intervention to drive the change at a local global effort, the results are depressing. Blue Ocean is a fantastic way to look at familiar environments in a new way to find competitive edge. Unfortunately, companies...
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...after intervention completion january 2013. Intermediate 18 months after intervention completion july 2014 Long term 3 years after intervention completion january 2016.) The intervention will incorporate each of Kotter's (2007: 99) eight steps to leading change. The first step is to establish a sense of urgency. We will examine the market and discuss with the client the reality of their competition in order to get them to reprioritize. There are many major opportunities and potential crises that HDMC needs to be aware of but without motivation and commitment of the organizational managers the effort will go nowhere. The next step is to form a powerful guiding coalation team. Our cunsulting team will find the right number of people with good energy, level of trust, and strong authority to lead the change effort. This group will be trained to understand and not underestimate the difficulties of producing change and to also work together as a team. The following step is to create a clear vision and express it simply. This step will need to be acomplished by creating a vision that motivates people in the right direction. The vision needs to be easy to communicte and also inspire not only the people participating in the actual changes but also the stakeholders. Communicating the vision is our next step. This is where the team pulls together and communicates what needs to be done simply and honest. The fifth step is to empower others to act on the vision. HDMC...
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...Running head: SCOTT MORTGAGE Scott Mortgage James Jones Organizational Behavior 14 June 2010 Abstract This paper discusses the nature of change in a mortgage lending firm. It takes a look at the reaction to change from the employee and organizational view points. The characteristics of Ethical Intensity are reviewed as pertaining to the decision making process. It identifies the Decision Making Model and Approach to Change that Scout Mortgage used in revamping its human capital structure. Nature of Change The 21th Century has ushered in several factors that have been the catalyst for a dynamically transforming environment. Scout Mortgage, a loan mortgage broker since 1999 (Hellriegel & Slocum, 2009) has experienced the bullish and the bearish economic environment. In a work environment, the typical factors of change are driven by technological advancements which enable global-market-reach or globalization. With the increase of information technology and global communications, the world is communitively smaller. Any situation that affects a local market can be transformed into a national or international issue. The domestic housing sector economic downturn along with other Wall Street unethical and irresponsible actions have not only lead to a national but international recession and market collapse. In the case of Scout Mortgage, the technological advances have changed the way the company’s Loan Officers conducts business. Technology has automated a lot of task...
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...In 2006 I was face with making a major decision in my family’s life and changing it as they knew it. Like in the reading this week I had to go through the decision making of what I had to do to make changes and if they are what is best for me and my family. My wife and I have been working in the family business for 14 years and we were working 7 days a week, was this what I wanted for the rest of my life or my family’s life…No, that being said, I identified and diagnosed the problem I was facing. I worked on many alternative solutions, like hiring more help at my passion, changing hours, and lastly a different profession. But after evaluating the alternatives there was no way that I could change the hours, also there was no way that addition people could not be hired, which left the changing in professions. This is when I made the choice to look for a new job, but they were hard to come by in my rural area. I would start looking for a job in my area and also out of the state. I found a position in Atlanta GA and then the big part of this decision was moving my family away from the only life they ever knew. My wife and children have never left Pennsylvania for more than a week in there whole life. We packed and moved 800 miles and after 6 years and looking back it was one of the best decisions that I have...
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...He wants to look for alternatives that benefit the company. He is willing to contact and look into information that could help the company grow. Rob has demonstrated large amounts of optimism. He has a new vision for the company. He wants to take HEI from being a low-tech bed and metal furniture manufacturer that is going downhill to becoming a high tech medical equipment manufacturer. Rob has hope that he can complete his vision. He is taking the necessary steps to set his plan in motion. Even through his finance and operations people disagree with him, he is not giving up. He knows that the company board is set in their ways. The change has to start from within the company. He wants Ashley, whom works in the HR department, to help formulate a program to help get the finance and operations people to be more positive and optimistic about the changes he is trying implement. These assessments show how dedicated Rob is to the company. I believe the company will prosper with Rob taking the lead. 2. What’s your reaction to the finance manager’s pessimism? What about the market manager’s optimism? What implications does this have for Rob and the company? I am quite shocked by the finance managers’ pessimism. The finance manager can clearly see that the company is under financial strain. The company is under a cash flow strain because of decreasing revenues from their existing product line. It is very clear that the company has to make some...
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...diversify with new products. Situation during early 90’s: The recession of the early 1990’s has significantly changed the market environment. Cutbacks in production have decreased the demand for standard machine tools and customers are asking for new products. Upper management has recognized the need for a new strategy but lower level management shows no flexibility to change. Situation during mid 90’s: By 1995 the recession has been over for a couple of years but nothing has changed within William’s organization and product line. Revenues and sales are decreasing rapidly. By 1996 the company was sold to Crock Engineering. Crock replaces all of the Williams senior managers when the company shows losses. Crock announces than Williams would become a specialty machine tool manufacturer as demand for specialty products have increased threefold. Situation during late 90’s: The upper management tries to change the company culture through project management, concurrent engineering and total quality management. Unfortunately long term employees are not on the same page as upper management and they still resist change. A project management consultant is hired from 1996 – 2001. End of the Williams Division As the project management system matures, after 6 years, the company shows a profitable quarter in March, 2002. In May 2002, the Williams Division was sold and more than 80% of employees lost their jobs. Williams Machine Tools Company – A case study Identification of Problems...
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