...Best Snacks Problem Solution Lashanna Dipiano MMPL/550 May 12, 2011 Phillip Norris Best Snacks Problem Solution Best Snacks, Inc is a 150 year old company that has been held publicly for more than 100 years. Although the company has enjoyed many years of success, it has recently failed sustain its success due to the lack of innovation and creativity over the last 5 years. In today’s business environment innovation is necessary to sustain success and is an integral part of the business model. The ability to learn faster, better, and more cheaply than the competitor can mean the difference between maintaining market leadership and barely surviving (Davila, Epstein& Shelton, 2006). To regain its long held standing as a leader in the snack industry Best Snack, Inc must implement a plan that focuses on creating a culture that cultivates innovation, developing management systems that are aligned with the new strategy, and creating a new product line that will bring the company back to the forefront in the snack industry. Describe the Situation Issue and Opportunity Identification Best Snacks, Inc has been a leader in the snack industry for many years. As the snack industry began to change to meet the demands of a consumer market that is more health conscious, Best Snacks has failed to meet the challenge. Best Snacks has been slow to adapt to change and stray away from its tried-and-true research, development, and marketing activities (University of Phoenix, 2006). The...
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...Create an Effective Change Management Plan Prosci's Change Management Toolkit is one of the most comprehensive guides for managers, project teams and consultants involved in change management. The toolkit includes detailed planning templates, readiness assessments and guidelines for building executive sponsorship and managing resistance. Templates include communication plans, training plans, sponsor roadmaps, coaching plans and resistance management plans. Based on research with more than 700 companies, The Change Management Toolkit is a leader’s guide that contains templates and guidelines to help you effectively employ change management and write a complete and professional change management plan. Assessment tools and implementation guidelines will help you implement an effective change management strategy.The Change Management Toolkit enables you to: * Manage the people side of change, not just the business side. * Develop a change management strategy for your project. * Create a communication plan. * Actively manage resistance to change. | Toolkit elements: * Change management overview - what is change management, why is it important, what can I do to manage change effectively * Assessments - tools for evaluating your change and your organization's readiness for change * Templates - critical document templates for planning and executing change management - provided on CD-ROM * Theories and perspectives - a practical discussion of change principles and concepts...
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...analyse the strategic change management in Business Development Club. This club is intended to bridge the gap between management, policy-making departments and the various levels of employees who are not directly involved in management discussions. This report addresses about models of strategic change and then discuss relevance models of change in the current economy. Furthermore intervention techniques these key areas which mentioned sequentially. This report mentions about the need for strategic change in the Club and also describes the factor which one driving for change. Furthermore, explains the resources implications which one not responding to the change. In addition, Moreover discuss about stakeholder strategy, the system to involve stakeholders in the planning of change and then evaluation. Finally, develop appropriate model for this change programme and plan the implementation of a model for change and look at the measures to monitor the progress of this change. Strategic Change Management A process involves developing an innovative vision for where the company needs to be, and then developing an equally innovative path for achieving the goals. This is a systematic approach to dealing with change both from perspectives of an organisation and on the individual level. Change management can be defined by three main components: adapting to change, handling the change and effectively putting forth that change. To effectively put...
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...ROWE Program at Best Buy September 11, 2011 Culture at Best Buy “The nation’s leading electronics retailer has embarked on a radical-if-risky-experiment to transform a culture once known for killer hours and herd-riding bosses (Conlin, M., 2006)”. This experiment was named the ROWE program (Results-Only Work Environment). The program was started at Best Buy’s Minneapolis headquarters in 2003. ROWE is based on 13 principles with the main ones being: • No traditional work schedules. • Judgment-free zone in regards to how colleagues spend their time. • Work is something you do, not where you go. • As long as work gets done, you do what you want. • In a nutshell, no results = no job. ROWE was intended to create a work environment in which employees do not feel overworked by the day’s end. If employees have appointments or other non-job related obligations, they could feel free to handle them with consequences so long as their work was done. Employees are extended the flexibility to work from home if necessary in order to meet both the needs of the company and their families. The goal of the ROWE program is to keep employees happy and satisfied while also reducing the company’s turnover and raising overall productivity. Approach to Organizational Change Planned organizational change represents a deliberate attempt by leaders and employees to improve the functioning of teams, departments, divisions, or an entire organization in some...
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...Head: Organization Change Managing Organizational Change: Circuit City & Linens-n-Things Kara Burke Keller Graduate School of Management Managing Organizational Change: Circuit City & Linens-n-Things Diagnostic tools are applied to organizations to assist in managing change. Diagnostic tools guide how we think about situations (Palmer, 2008), as well as if and how we should go about change within that situation, and also the implications of those changes. The use of diagnostic tools depends on the role of the manager (i.e. director, coach, navigator, etc.). The Congruence Model is one of the diagnostic tools that will be spoken about extensively in this paper in regards to the two companies being assessed, Circuit City and Linens-n-Things. The Congruence Model assumes that a company is most effective when its elements are compatible and work together in a fluid manner. The elements that comprise the model are tasks (the specific duties carried out, people (the skills, knowledge and individuals who comprise the organization, formal organizational arrangement (structures, processes, and policies,), and culture (the unstated beliefs and values of the organization). The model is best explained as an input of strategy and an output of performance (Mind Tools Ltd., 2012) ensuring that the four elements work together within that process. I chose to use the congruence model to analyze both Circuit City and Linens-n-Things because this model‘s best fit is for companies...
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...Change Management and Communication Plan Team MGT/311 – Organizational Development March 2013 Change Management and Communication Plan Power Structures The organizational charts reveal that Riordan Manufacturing operates on a departmentalization structure. Grouping of positions by departments and job titles is considered as a division of specialization. The chart also details the lines of authority and responsibility and outlined with a formal power structure system. Employees can easily recognize formal power within the company because of job roles, titles, and interdepartmental relationships from top to bottom. Formal power “is based on an individual’s position in an organization, and it can come from the ability to coerce or reward, or from formal authority” (Robbins & Judge, 2011, p. 421). Riordan has established formal top to bottom communication channels. For example, the vice president of sales makes decisions concerning revenue. Informal communication can leave employees frustrated as decision-making power can come from any employee possibly leading to inaccurate information. The current information at Riordan is consistent with legitimate political behavior, as Riordan’s normal politics is figuring out what lies within the formal and informal rules. Management is concerned with political behavior in the company and encourages open communication that goes along with their power tactics. Because political power is the ability to...
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...Contents Introduction Task 1 – Examine the past performance of your company to identify areas with the need for change. 2 3-4 Task 2 – Discuss any three models of change and evaluate their relevance of these models to contemporary organizations in Myanmar economy. Assess the value of using strategic intervention techniques in organizations. Determine the efficacy of applying these models to your organization. 5-7 Task 3 – Develop a change management strategy for your organization that involves stakeholders and a strategy for managing resistance to change. Formulate and evaluate a system to involve stakeholders in the planning of change. 8-9 Task 4 – Create an appropriate model for change in your organization and draw a plan to implement and develop measures to monitor it. 10-11 References 1|Page Delta Net Media Company is one of the largest and most innovative Media (Paid Satellite TV Network) & Internet Service Provider Company in Myanmar. Delta Net offer consumers in two different categories, DTH – Direct to Home satellite television network and MPS – Multi Play Services which adds satellite broadband internet to television network service. Delta Net is providing these services nationwide in Myanmar. It was launched in November 2010 and started with total 48 channels including sports, entertainment, news, movies, music so on and later expands to 83 channels as of 2013 and keep expanding the network to provide varieties of channels for consumers to...
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...About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype...
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...which is the major employer in their community. Big changes had taken place when the Orlon plant had closed down, but few changes had taken place. Projects such as getting rid of one operation and installing another was being seen as regular business so there was no change management rubric. The root problem/key issues facing DuPont are closing of the Orlon Plant without creating a change management rubric that would frame the changes being made. Management did not meet with the employees to obtain feedback as to how the changes would affect them and causing management to miss the language and culture already established by its workers. Body 1. To what extent are the following approaches to change embedded in the DuPont story (justify your answer, providing specific examples) OD – Organizational Development is clearly the main focus here at DuPont. Tom had a vision to improve the organizational standards at DuPont not focusing on any problems that may have been present. The projected outcome for DuPont’s organizational structure was improving for the better of the company and the employees. Tom wanted to development to increase productivity for the company and its employees which would allow to company to be in a better stable place in the near future. Tom was building a strong foundation for the company which would benefit everyone involved. Tom seemed to show all the necessary skills needed to push his desired change. Appreciative inquiry – This approach points...
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...Managing Resistance to Change August 24, 2010 EXECUTIVE SUMMARY Organizations initiate change efforts for countless reasons. Failure to properly manage these changes can cause an organization to decline or even fail. Most organizations are faced with ongoing changes due to internal and external pressures. These pressures can lead to strategic changes that affect the entire organization or incremental changes that have a direct impact on a specific area. Given the economy today, organizations must continually scan their external business environment to maintain their competitive advantage by making internal adjustments. Whenever you have change that moves employees from a known to an unknown state, you can best believe you will encounter resistance. Taking employees out of their comfort zone creates fear and uncertainty which results in resistance. Employees resist change for a number of reasons such as a lack of understanding around the change, personal conflicts, differing perceptions, mistrust, social disruption or the potential for loss on a personal level such as power, status and influence. Most of these barriers are a result of ineffective communication. Effective communication can be seen as the bloodline through a change process. Without it, you risk failure to your change initiative. When a change initiative is undertaken, it’s important the organization employ a change manager who is skilled and competent in change management. Change managers must be...
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...I. Statement of Problem Area Nature of Change In early 2012 I joined the talent management department of my company. After going through my initial training and understanding my goals for the next few years, I began to evaluate the effectiveness of our performance management strategy. Performance management is critical to the long-term sustainability of any organization. As a talent management consultant, it is my responsibility to evaluate our performance management strategy and make appropriate recommendations. My company recently celebrated 75 years and we spent several months, meeting with department heads, business leaders, employees and other key stakeholders to understand the current state of our processes and what we could do enhance our human capital strategies for the next 75 years. These meetings were eye opening in that we identified several gaps in how we were managing the growth and development of our employees. As result, we identified that we needed to explore the possibility of adopting an informal performance management process. The focus of this new process would challenge our managers to act as coaches engaging in ongoing discussions about their employees’ development. Issues Every year we conduct an employee engagement survey. For any corporation, the results of these surveys often are the catalyst for institutional change. For us, we saw there was a significant disconnect between the performance expectations we had of our employees...
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...There are many different types of change management interventions that can be used to implement change into an organisation, or in this case, the organisation, ‘Office Tigers’. It is part of the change agent’s role to assess which one will be the most beneficial, taking into account the organisations ‘unique problems (Lee, 2012), environmental forces and workforce’ (Allen & Macklin, 2012, p. 22). This essay will look at three different change management interventions, employee stress and wellness intervention, reward systems intervention and goal setting intervention, and will then assess the strengths and weaknesses of each intervention, taking into account which one will be the best option for addressing some of the problems identified. The goal setting intervention, as the chosen intervention, will then be analysed, addressing what resistance may be expected upon its implementation at Office Tigers, the best way to overcome this resistance, and how to know if it the intervention has been successfully institutionalized into the organisation and as a result, has improved its performance and effectiveness (Cummings & Worley, 2008, p. 161). Analysis of selected interventions Each of the interventions that will be critically analysed are human resources (HR) management interventions. A HR management intervention aims to solve the problems created by HR issues. These issues revolve around ‘attracting competent people to the organisation, setting goals for them, appraising...
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... Group 1 CHANGE MANAGEMENT INTRODUCTION In a world that is increasingly fast paced and ever changing, the change management process is an integral part of any organization and manager. Whether planning a large fundamental change or a smaller incremental one, change must be planned and executed correctly and the following change management process will give direction in terms of content needed for successful transformation. It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment. Change management has typically been defined as a process involving unfreezing, moving, and refreezing values, practices, and procedures within organizations. Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people’s resistance to change. Moving refers to the various processes such as training, education, and restructuring that lead to the development of new behaviors, attitudes, and beliefs. Refreezing regards re-establishing a new state of equilibrium within the organization by stabilizing the new patterns through a variety of support mechanisms. OBJECTIVES • Review the basics of change management and how change affects us all. • Understand that change is a continuous process. • Focus on the Transformation programmers’ and identify what changes will occur and how they can be best managed. ...
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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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...Analyzing failures in change management According to me, Change is an inevitable part of any business. Successful change management is a key to success of any business. Over the years, companies have put their best efforts to manage change in the organization. Alongside organizations’ efforts, researches in the field have been extensive to ensure progress in this area. Despite of all these efforts, organizational change has not reached the success rate which is vital. Complex change processes and the most advanced technologies have shown very marginal improvement in change management. Failure of change leads to a number of factors. Out of all, few are found common and critical to most of the cases. They are discussed in this article. It is found that rather than technology and processes, commitment of the people involved and knowledge from experience plays more important role in change management. Organizational change covers most of the business functions in any organization. Change can be a little change in the system or a large scale change in the business environment which change the complete structure of the business (Allena et al., 2007). It is clear that larger the change, more the impact on business. Along with that there are more complications in the change as it gets bigger. Change management becomes more and more important with the increasing size of change (Weber et al., 2008). In the past, organizations have tried delivering change at their best. They have put...
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