...HR587 Managing Organizational Change Course Project Expectations Introduction The Course Project enables students to integrate and build onto course materials and discussions by doing a Diagnostic Paper (Option 1) of a significant change initiative or by writing a Research Paper (Option 2) that goes beyond what has been covered in the course. For both options the student is required to do the following: 1. Submit a Draft of your proposed paper during Week 4 so that the instructor can provide guidance and advice. 2. Submit a 15-20 page (double spaced) course project (Option 1 or 2) by the end of Week 7. Note: An Appendix may be used for background documents. Those pages do not count toward the 15-20 page paper. Options: Option 1: Diagnostic Paper Applying models and concepts from the course, analyze a significant change initiative you have observed, have been affected by or have had a hand in implementing in your organization. It can be a change that your organization is currently undergoing, or one that has recently been completed. The organization that is in your paper could also be one that you worked for in the past. However, you must know enough about the change to be able to do a comprehensive analysis. Examples of change you might consider include: * Restructuring or reorganization * Downsizing or rapid expansion * Outsourcing * Technical or work process redesign * Merger or acquisition * Benchmarking or reengineering ...
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...HR 587 Course Project Professor Shelton Keller School Of Management Table of Contents 2 Executive Summary: 3 Assessment and Diagnosis: 4 Cause for Implementing Change Management 4 Vision and Mission 7 Analysis of Change Strategy: 9 Resistance to Change 12 Results/ Outcome [Do not leave spaces around a slash mark] 19 Failure to Change 19 Evaluation of The Effort 22 Change Approach 22 Reflections of Managerial Change Strategy 23 Reference: 25 Executive Summary: Hewitt Associates was a Fortune 500 company. They tried to mix their complex business model and standards globally with the culture of their clients and staff (Hewitt Associates LLC, 2010). Human resources consulting is the core function of the corporation. Hewitt’s organization was vast in size with over a dozen departments that worked various specialties in human resources. The actuarial department regulated the financial consulting aspects in retirement plans and other benefits. Hewitt Associates tried to keep their market share as the leading provider in health care reform, retirement restructure, and executive compensation for their client's. They also provided software packages to their client’s. This was to allow clients to have less stress and...
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...HR587 Final Exam 1. For Scott and Jaffe, the cycle has four phases, beginning with denial, then moving through resistance to exploration to commitment. Denial can usually happen at work when changes are made. Employees that are in denial about their supervisor and their actions and behaviors. May act out by becoming passive-aggressive in the workplace, take a manager dealing with employee with non-technological skills. This can manifest itself in many denial outburst even shouting, destroying objects, throwing items or withdrawing emotionally; however, once asked, the employee will say that nothing is wrong. Since this type of behavior not only affects workplace morale but could endanger other employees, the person in question must be pulled aside quickly. Sometimes the resistance to change is driven strictly by fear. If technological advances are coming into the work place, some managers may feel threatened. They may feel that, not only their position, but the positions of their staff will soon be unessary What a manager must realize is that their job is to lead. Management resistance to change must be dealt with immediately. They need to stay positive in their communications to their employees. If they have fears about their department, they should use the appropriate avenues to express themselves. Exploration, which means taking their concerns up the chain of command. If the decision to move forward with the change is upheld, even after exploring all their options...
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...Reflection Paper Essay 2 02-23-2014 Professor Trenton Taylor HRM 587- Managing Organizational Change Change is something that is always inevitable. It’s a phenomenon that not everyone is ready to accept or be ready to implement it into their daily routine. The world is constantly changing no matter which field we look at. Even naturally, the Earth itself is in a constant motion of change, from day and night, to the different seasons. Human beings are no different. Throughout history we can see how drastically we have gone through changes. Technology today is something that has reached a level people didn’t even imagine fifty to thirty years ago. So whatever the case maybe, change is a constant process in every aspect of our lives. Reading this telegraph case study showed a lot of different views on change. Those who try to resist it, will eventually be left behind their competitors, but those who wholeheartedly embrace it, are usually the most successful and stay ahead of the game. Some companies develop a culture within the workplace, and if they see it to be successful, they stay with the culture that’s established. So in order for any company, or anything in general, you must keep me with the constantly changing and evolving world. Reading this study case, I noticed many things that our book had discussed about when it comes to managing change. Some barriers to allowing change were within the company culture. The first issue the company had was money early on. Even...
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...For Scott and Jaffe, the cycle has four phases, beginning with denial, then moving through resistance to exploration to commitment. Denial can usually happen at work when changes are made. Employees that are in denial about their supervisor and their actions and behaviors. May act out by becoming passive-aggressive in the workplace, take a manager dealing with employee with non-technological skills. This can manifest itself in many denial outburst even shouting, destroying objects, throwing items or withdrawing emotionally; however, once asked, the employee will say that nothing is wrong. Since this type of behavior not only affects workplace morale but could endanger other employees, the person in question must be pulled aside quickly. Sometimes the resistance to change is driven strictly by fear. If technological advances are coming into the work place, some managers may feel threatened. They may feel that, not only their position, but the positions of their staff will soon be unessary What a manager must realize is that their job is to lead. Management resistance to change must be dealt with immediately. They need to stay positive in their communications to their employees. If they have fears about their department, they should use the appropriate avenues to express themselves. Exploration, which means taking their concerns up the chain of command. If the decision to move forward with the change is upheld, even after exploring all their options to not create waves. They...
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...1. Introduction a. Briefly explain the concepts of vision, mission, and strategy statements. A vision statement is used to express an organization’s fundamental aspirations and purpose: This is typically accomplished by appealing to its employee’s hearts and minds. Thus a vision statement encompasses the basic characteristics that shape an organization’s view of the future and its strategy (Palmer, 2008). A vision should be brief, focused, clear, and inspirational to an organization’s employees.A Mission Statement can be defined as an announcement of what the business does today and why it exists. A Mission Statement captures the uniqueness of theorganization and its purpose or reason for existing (Evans & Lindsay, 2011). Strategies are broad statements that set the direction for the organization and state how the organization intends to achieve its mission and vision. Strategic objectives are important to an organization if it is to remain competitive (Biznik, 2012). 2. Statements a. History. Beckman Coulter began its history as two separate companies; Beckman Instruments and Coulter Electronics. Beckman Instruments was established by Dr. Arnold O. Beckman who invented a way for determining the precise measurement of pH in lemon juice which he called the acidometer, or more commonly known as the pH meter. Separately, the Coulter brothers, Wallace and Joseph, had invented an instrument that could measure cell size through electrical impedance- known today as the...
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...EXECUTIVE SUMMARY The Division of Family and Children Services “DFCS,” where I was employed for 1.5 years in Child Protective Services “CPS,” is under the Georgia Department of Human Resources “GA DHR” that investigates child abuse and neglect, provides placement for foster children, provides assistance to low-income families in the form of childcare assistance, on-the-job training, and other support services. In an effort automate case management procedures, DFCS participated in a federally funded program that offers states the opportunity to create SACWIS (State Automated Child Welfare Information System). The plan to implement this system was divided into phases as follows: Planning Phase, Work Phase and Active Implementation Phase. These plans entail implementing new technologies through SACWIS and partnering with community groups that may serve the same clients and work process redesign where the actual case management duties are automated through the system. Using Kotter’s Change Model, I analyzed the strategic change initiatives DFCS initiated and gathered very interesting results. Additionally, I analyzed this organization to be in the growth phase in the life cycle of development, entering maturity. The change was driven by the state of the economy and the need of the department to manage the volume of applicants, child abuse and neglect cases on the rise, and the need for technology advances within this government division. I evaluate the efforts to...
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...Corporate Greed Forces Change Keller Graduate School of Management HR587 - Managing Organizational Change Professor T. Downfall of the Old Boy Club Back in 2003, one of the largest healthcare company in the United States, HealthSouth was in its height of success when it experienced the largest organizational change starting from the board of directors all the way down. The CEO at the time was Richard Scrushy who was accused of directing his company employees to falsely report exaggerated company earnings in order to meet its stockholder expectations. This was a violation of the Sarbanes-Oxley Act of 2002. This act was enacted on July 2002 in response to a number of major corporate and accounting scandals such as Enron, Tyco International, and WorldCom. These scandals cost the investors billions of dollars due to the fall of stock prices. This act was implemented to hold companies accountable for falsely reporting their financial statements. The act contains eleven titles that describe specific mandates and requirements necessary for financial reporting including Corporate Responsibility, Financial Disclosures, and Corporate Fraud Accountability. In HealthSouth’s case, the entire board of directors was ultimately held accountable for falsely inflating the company earnings as much as 4700% at one point. HealthSouth was the leading provider of acute care hospitals and orthopedic clinics, employing more than 60,000 people in over 2,000 facilities. By 2006,...
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...HR587 Managing Organizational Change Introduction In undertaking any change project in an organization it is imperative that business executive understand that properly tailored coordinates and strategically sound routes are paramount to the success of the project from its planning phase to its execution phase. Linda Ackerman Anderson and Dean Anderson have formulated the nine-phase change model that when implemented properly is a powerful tool in helping organizations better tailor their change strategic plans to be in line with the organization’s influential areas of change; change needs, employees’ needs, and the desired outcome. The Nine-phase Change Process Model The Andersons’ model of change is called the nine-phase change process model, this change model is general enough to fit any organizational structure and size and specific enough to organize its nine phases into a logistical flow that makes for better adaptation. The phases of the nine-phase model are 1. preparing to lead the change, 2. creating organizational vision commitment and capacity, 3. assessing the situation to determine design requirement, 4. designing the desired state, 5. analyzing the impact, 6. planning and organizing for implementation of the change, 7. implementing the change, 8. celebrating and integrating the new state, and 9. learning correcting the course. It is non-invasive and since it doesn’t confine the change agent to adhering to stringent restrictions, rather, it provides a workable...
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...HR587 Weeks 3 and 5 Assignments * Write a 2-3 page analysis on the change management concept as it applies to an organization or a case study of choice from the text. * Use the numbered items for each assignment as main headings. The lettered items may be used as subheadings. This approach will help insure assignment criteria are included. Week 3 Assignment: Images Paper The Images paper focuses on the six different images of managing change. These images of change represent the various ways managers view the most effective strategy to bring about change. Each one represents a mindset that is unique to a manager as they try to summarize the key components of change. This paper should focus on evidence that demonstrates how the management of the organization integrated one or more of the Six Images of managing change. Then, what management could have done differently to increase the probability of a more successful change? 1. Introduction a. Briefly explain the change management initiative. b. Briefly explain the importance of the Images concepts and application to the change management initiative 2. Application Analysis a. Provide a history of information from your organization or case study that supports the change management initiative. Provide a review of the change management process related to your chosen topic. b. After providing this review of the change, based on how the change was managed, how would you assess...
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...Week Five Assignment Vision Paper Nathaniel Gardner HR587 Managing Organizational Change Keller Graduate School of Management Introduction The vision statement of a company states where the company would like to go in the future. The mission statement defines to the internal and external customers of the company what the business does for whom and why it exists. The strategy statement of a firm sets the firm’s long-term strategic direction and broad policy directions. It gives the firm a clear sense of direction and a blueprint for the firm’s activities for the upcoming years (Management study guide, 2012). A good strategy statement includes the Strategic Intent, Mission Statement, Vision and Goals/Objectives. Statements TriQuint was founded by a group of engineers from Tektronix in 1985 to develop gallium arsenide (GaAs) for high performance wireless applications. In 1991 GaAs pioneers from Gazelle Microcircuits, Gigabit Logic, and TriQuint merge under the TriQuint Semiconductor name and Steven J. Sharp was the named CEO. Five years later the company launched Continuous Process Improvement (CPI) for improve technical, manufacturing and business processes and SAP for their information management system. One year later the company moved all operations to a new 32-acre corporate campus in Hillsboro, Oregon with a 160,000 square foot complex including a 16,000 square foot wafer fabrication clean-room space capable of Class 10 operation. In 1998 TriQuint acquired Texas...
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...Images Project Paper Week Three HR587 Managing Organizational Change Professor Maxine Walker Mercedric Golden Keller Graduate School of Management Devry University The organization I decided to do my change analysis research paper is my Army Reserve unit located in Grand Prairie, TX. I was assigned to the unit after coming off active duty with the Army in September of 2009. The unit is a battalion sized training unit with ninety percent of its members being male Soldiers. The battalion mission is conduct training readiness oversight and mobilization of designated active and reserve component forces in the western are of responsibility in order to provide trained and ready forces to regional combatant commanders. The battalion supports pre-mobilization training for reserve component forces in accordance with our Higher Headquarters, First Army, Division West located at Fort Hood, TX. Some of the specific tasks of the unit is to assess and report pre-mobilization readiness for reserve component forces; conduct mobilization and demobilization operations; conduct counter-improvised explosive device, counter insurgency and escalation of force training; provide command and control over assigned and mobilized forces; and provide operational force protection. Most of these training tasks and activities have traditionally been performed by all male Soldiers since it has long been considered a male’s job to perform any type of combat related duty or training...
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...Name-Desmond P. Williams DSI-D013889997 HR587 March 12, 2011 ASSESSING CHANGE MANAGERS’ IMAGES Introduction This exercise was carried out to assess change managers’ images. The work so far gives an in depth discussion on the actions of two change managers as they relate to the six images of change. In this regard two change managers were interviewed and both of them are in the retail business entity. For convenience, they are labeled as Change manager A and B of A and B companies respectively. The responses of both change managers were compared and contrasted to make this assessment. Based on the responses of the mangers in question it was clearly evident that they were using the images unconsciously. The actions and approaches they adopted to augment change in their respective organizations show that they were implementing change influenced by the images. The company of Manager A is a well established business on a larger scale unlike that of Manger B which is a small grocery store. In the interviews both managers told their stories regarding change in their respective organizations. In the case of Manager A, he said it was a kind of transformational change that took place in his organization. There is a policy of the Home office to transform all its retail stores to supercenters based on the performance these stores in terms of profit-making and meeting the demands of the customers .In addition,he pointed out that the store was doing well in business ,consequently...
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...IMAGES OF CHANGE ANALYSIS Wayne Golding HR587 – Managing Organizational Change Keller Graduate School of Management Summer B 2011 Session Professor Elizabeth Lugo-Martinez Date Submitted: 9/18/2011 Introduction Last year, with the stroke of a pen, President Obama annulled the ‘don’t ask, don’t tell’ law, which prohibited gays and lesbians from serving openly in the military. But there’s been a catch: the ban didn’t take effect immediately. The military leadership and the president must first certify that the change will not hurt troop readiness before it will take effect. While Obama promised to move “swiftly end efficiently,” the military has continued to enforce the ‘don’t ask’ policy during the ramp up period. (Koppel, 2011) The military operates with management as control. This has been a dominant image historically. It is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine: It is up to managers to drive the machine in specific directions, people are told what their roles will be and departments and business units are allocated resources (inputs) so that the machine can perform efficiently and produce the necessary products or services in which it is engaged (outputs). (Palmer, 2008) In this case it is the Commander and Chief of the Armed Forces achieves the intentional change through a combination of Power-coercive and Normative–re-educative strategies...
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...Keller Graduate School of Management HR587 Managing Organization Change Course Project Draft - Prepared By: Preferred Organization: Apple Inc. - Organization Culture and Change Introduction/Organization: In this draft, we would like to discuss about Apple Inc.’s organization culture and major organization change happened in the organization and analysis of a successful organization change. Every organization has a culture of its own. And every organization undergoes organization change depending on the situation, change process is implemented by the organization for the benefits of employees, or change process may be implemented to satisfy customers or for the organization growth. The Apple Inc. story starts in 1976 with the birth of a company called Apple Computer around the creation of a system called the ‘Apple 1’ by Steven Wozniak and Steven Jobs. Apple Inc. went through a variety of dramatic changes to the company’s structure along with its performance and losses remained a continuing consistency. This project, we will discuss about organization change in Apple Inc., i.e. Restructuring of Apple Inc., implementing new technologies and shifting strategy. We believe this organization is a perfect example of undergoing major organizational change and it was a company where it started from nothing to become one of the top companies in computer and technological world. In near future we can only see rapid reaction of Apple Inc.’s growing tremendously...
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