...Organizational Change Process at Concord Bookshop HCS/587 Organizational Change Process at Concord Bookshop The intense competition and economy are two major drivers of organizational changes. The development and implementation of any significant organizational changes requires strategic planning. Kurt Lewin’s change model offers a simple and an effective approach for implementing the organizational changes. The lack of a strategic planning to implement the organizational changes could be demoralizing for the staff and disastrous for the entire organization. The purpose of this paper is to demonstrate the impact of poor organizational change planning at Concord Bookshop in New England. Additionally, the paper will describe the Kurt Lewin’s three phases of organizational change. The failure to follow three phases of organizational change resulted in employees’ resistance to embrace the proposed changes. The Concord Bookshop was a highly regarded bookstore famous for its knowledgeable staff and friendly service. The online mega bookstores, such as Amazon, Barnes and Noble have created a stiff competition forcing the Concord Bookshop owners to implement significant organizational changes. The owners failed to include the staff members in the change process creating an environment of resistance that forced many long-time employees to leave the organization. Kurt Lewin’s Phases of Change Model Unfreeze Phase During this phase, the top management effectively communicates with...
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...Strategic Leadership In An Organizational Change Process Management Essay 10/12/15 13:51 Strategic Leadership In An Organizational Change Process Management Essay The following essay will critically discuss the role of strategic leadership in an organizational change process using relevant theories and example. The objective of this paper is to come up with a solution of the many challenges that occur in the process of organizational change through implementing proper leadership. Organizational change refers to a situation whereby an organization adopts a new strategy in the way it carries out its activities and management for better or removes a major section or an operational department (McNamara, 2011). Strategic leadership on the other hand refers to the implementation of strategies in the management of workers in any organization. Organizations always go through change, at times gradual and other times drastic throughout their normal life cycle whereby organizational leaders may create change driving forces within the organization. For example, radical changes may take place in an organization leading to structural transformation through which organizations attempt to revitalize business orientations through changing the reporting structure. Other changes, for instance, merger and acquisition, transforming the top management of an organization, reorganization and restructuring of the company may affect the organization culture and processes. Most of these...
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...Solutions Change Analysis Kristin Hasty COM/530 June 2, 2014 Deborah Elver Synergetic Solutions Analysis Two years ago, Synergetic Solutions was faced with the consequences of staying in the stalled system integration market or expand its services to include design and implementation of complex computing networks. The latter proved to be the right move in that the company has secured large orders and the network system design portion of the company is now 20% of the total revenues. For Synergetic Solutions to be able to survive in the vast computer and networking field, they had to shift their focus to meet the demands of their clients. As more businesses adapt to the new technologies available to them, companies that provide these systems need to be on the cutting edge of technology to remain competitive and in business. With ever-increasing competition from China and other countries abroad, it is in the best interest of Synergetic Solutions to stay ahead in this arena. There were plenty of challenges that went into making this change. Internally, the work environment and organization structure had to change. Employees’ positions were redefined to a team approach and technical capabilities and documentation processes were updated. Training and certification in the technology needed were requirements of this change. New Human Resources policies and programs were instituted to help transition employees to the new system. Involving current employees in this change allowed...
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...Professor David Harrell Concord Bookshop Change in big corporations is implemented to keep up with new technology, make products bigger and better, and of course to increase revenue. They have many employees who work in marketing and advertising to make sure that such changes are at the right time and successful. These big companies have the money to try over and over until they meet all of their goals. Unfortunately, small businesses and family run businesses do not have this luxury. If they hire the wrong people, choose the wrong ideas to implement and encounter resistance, the business can lose too much to continue on. The Concord Bookshop is an example of a small town business falling a part because of poor organizational change. To have a successful implementation of new changes, the owner and management, needed to have communicated with each other and staff clearly, presented plans and methods of change, and finally help to motivate everyone to ensure less resistance and successful adaptation (Spector, 2010). Phases in the Organizational Change Process Three phases used to implement organizational change are strategic renewal, behavioral change and turnaround. Strategic renewal is the beginning or introduction to the change process, requiring reinvention and redesign (Spector, 2010, p.2). To make the strategic renewal effective, behavioral change is needed to target employee actions. Employee actions can make or break a change process, so it is important to concentrate...
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...fire protection products and medical plastics. In order to become one of the leading chemical companies in the world, Luis Morales, the president of Kent Chemical, is struggling, after two unsuccessful tries to integrate the regional and the global business, with his decision what the best way to coordinate the company in terms of the organizational change, structure and strategy is. In theory, organizational change occurs if a company changes from a current non-wanted state into a future desired one. According to Wischnevsky, J. and Damanpour, D. (2006) the company has pass through three different stages during this process; first they have to accept that their present situation is not sufficient anymore, secondly the need to develop a future view for the company and thirdly implementing the necessary measures to succeed. To be able to implement those measure correctly an organizational structure is needed. As Jones, G. R. (2012) states, organizational structure is defined as rules and policies to provide a structure on company level where roles and responsibilities are delegated, controlled and coordinated. The three dimensions of organizational structure according to Hill, C. (2005) are vertical differentiation, horizontal differentiation and the establishment of integrating mechanisms. To Hill, C. (2005) vertical differentiation defines whether the companies should make their decisions on a centralized or decentralized level. Pluses for centralization are that it can alleviate...
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...entThe Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage +1 (703) 558-4445 • (877) 766-3337 An ESI International White Paper www.esi-intl.com Table of Contents Abstract .................................................................................................................................. 3 Introduction .......................................................................................................................... 4 Why Change?......................................................................................................................... 5 The Elements of Change ..................................................................................................... 5 The Change Management Life Cycle ............................................................................... 7 Phase 1: Identify the Change ............................................................................................. 8 Phase 2: Engage the People .............................................................................................10 Phase 3: Implement the Change ..................................................................................... 12 Conclusion ...........................................................................................................................14 References ......................................................................................................................
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...Organizational Change Plan - Part III The process of organizational change is often intimidating or overwhelming. The prospect of change is not often received well by those in the organization involved in the areas considered for change. Organizational leaders need to monitor and evaluate the staff and patients throughout the process of the proposed change implementation. The constant monitoring is crucial to the success and obtaining the desired outcomes. Monitoring the process and the changes along the change path enables the leadership to determine the success of the process or the need to a pause to re-evaluate and possibly alter the change. According to Spector (2010), “Effective leaders communicate downward to make sure employees at all levels understand in a clear and consistent way the purpose and direction of the firm” (p. 192). Changing any facet of the health care delivery process is difficult at best; the move toward technology is much harder and more challenging. Gaining the support for the change improves the success of the change by getting staff on board and involved in the change. Involving the staff allows staff to have inputs to the change and modifications to the change process along the path. Effectiveness of the Organizational Change Change effectiveness is measured in various ways. The change to ePrescribing and the overall effectiveness of the change requires a collaboration of effort. . Leadership must review the current procedures for...
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...directed at bettering interpersonal, intragroup and intergroup relation". OD packages focused extra on interpersonal dynamics and social relation. The purpose of the exchange is to make the enterprise obtain the full abilities of productiveness and profitability, to be capable to remedy it does possess problems. The first journal article based on the topic is Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. Author of this article is Khairuddin Idris (Ph.D). The second article is Understanding Large Group Intervention Processes: A complexity theory perspective by the author Michael J. Arena, PhD. The last article is Evaluating Group Interventions: A Framework for Diagnosing, Implementing, and Evaluating Group Interventions by the two authors Jacob de Lichtenberg and Manuel London. Based on these articles the authors mainly concern about how to help facilitators use current intervention idea and study to consultant their observe. Other than that, the significant relationship between teamwork and performance, for that reason the gain knowledge of endorsed human method interventions by means of workforce building within the business enterprise considering the fact that group-constructing interventions are directed in the direction of the evaluation of the effectiveness of workforce procedures similar to main issue solving, determination making and interpersonal relationships, a diagnosis and dialogue of the...
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...Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 0 9 8 7 6 5 ISBN 0-07-249680-0 Editorial director: John E. Biernat Senior sponsoring editor: Kelly H. Lowery Editorial assistant: Kirsten L. Guidero Executive marketing manager: Ellen Cleary Senior project manager: Lori Koetters Production supervisor: Debra R. Sylvester Design coordinator: Cara David...
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... Company Background…………………………………………………………………… Organizational change………………………………………………………………….. PESTLE analysis,…………………………………………………………………………….. Drivers for Change………………………………………………………………………….. Objectives…………………………………………………………………………………….. Organizational change………………………………………………………………….. Types of Organizational change…………………………………………………… Change Process…………………………………………………………………………….. Types of change …………………………………………………………………………. Planning the change process………………………………………………………….. Planning Change Models …………………………………………………………………. Change at Ranbaxy………………………………………………………………………….. Models for change…………………………………………………………………………… Guidelines for successful change management……………………………………. Human factors involved in the proposed change………………………………. Reasons for resistance to change:……………………………………………………… Process of implementing the change…………………………………………………. Change Management…………………………………………………………………………. Evaluation……………………………………………………………………………………… Conclusion…………………………………………………………………………………………. PURPOSE: This report try to explain the organizational change implemented by the company named Ranbaxy and how effectively they managed the change and how they met with success in achieving their objectives. For the purpose of this report, the cultural change Ranbaxy implemented and post merger integration of the R&D department...
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...Implementing a Leadership Change LDR/531 January 31, 2011 Options for Implementing Change In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eliminated disease in tomatoes and potatoes. As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals. Gene One grew from $2 million to a $400 million company in eight years (University of Phoenix, 2011). Gene One’s success also brought with it an increase of stock indices on Wall Street indicative of an augmented interest in the biotechnology field. Leadership changes at the Food and Drug administration increased confidence in investors in the biotechnology field. Don Ruiz and board members believed a 40 percent annual growth target would keep them competitive. Don Ruiz believed the way to acquire additional funding to maximize growth and remain successful would be an initial public offering (IPO) within three years. Upper management and board members varied leadership styles prove to be challenging when considering a replacement for the chief executive officer (CEO) Don Ruiz. Some members of Gene One management team was not in agreement with an initial public offering, expressed reservations. Some members of management expressed concern of managers being deficient in their leadership skills, experience to handle the next level, and suggested terminating these managers...
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...Running head: GAP ANALYSIS: INTERSECT INVESTMENTS Gap Analysis: Gene One Stacy Starkes University of Phoenix May 17, 2010 Gap Analysis: Intersect Investments Gene One is a ground-breaking Biotech organization that has been faced with many issues. The organization has been forced to expand at a rapid rate to meet the organizational goals of becoming one of the leading organizations in the biotech industry. In order to compete with the ever increasing biotech industry, the CEO and the board of directors believe that going public within the next three years would be beneficial for the organization. By making the appropriate choices of becoming a publically traded organization, Gene One will bark upon a journey that will help them to revolutionize and to use cutting edge technology of eliminating pesticides on tomatoes and potatoes to meet the organizational goals. The rapid growth rate took the organization from a small $2 million start-up company to more than a $400 million in annual sales. Therefore, by implementing an IPO strategy and implementing other strategic goals will help fulfill the organizations growth target and prove the organization is worthy of its capabilities. In addition, the method of benchmarking can help Gene One to succeed and enable the organization to find the necessary solutions to the most pressing and immediate issues. According to The Benchmarking Exchange (2010), “Benchmarking is the process of measuring an organization's internal processes...
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...7 IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES CHAPTER OUTLINE | |The Nature of Strategy Implementation | | |Annual Objectives | | |Policies | | |Resource Allocation | | |Managing Conflict | | |Matching Structure with Strategy | | |Restructuring, Reengineering, and E-Engineering | | |Linking Performance and Pay to Strategies | | |Managing Resistance to Change | | |Creating a Strategy-Supportive Culture | | |Production/Operations Concerns When Implementing Strategies...
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...Organizational Change Plan Part III Acuity Adaptable Care Delivery Model and the Universal Room Model Brooke A. Dupre Creating Change Within Organization HCS/ 587 April 13, 2015 Instructor: Ginger Weatherspoon At Acadian Medical Center Campus of Mercy Regional Medical Center in Eunice Louisiana, our mission is "Quality Healthcare Close To Home. Organizations seek to change to reach their mission and strategic goals of quality health care. When current ways of working are not allowing us to reach our objectives, we must incorporate new ways that are likely to be more effective, the change should be considered through a process. The organizational change plan will explore Acuity Adaptable Care Delivery Model and the Universal Room Model. It will then describe the organizational change process of the acuity model, possible barriers to change, possible influencing factors, and lastly motivational theories to assist managers in working with and motivating staff during the change process, describe the methods that will be used to monitor implementation of your proposed change, examine the relationship between the organization’s related processes, systems, and personal or professional roles and their effect, identify communication techniques that will be used to address any implementation issues that may arise, the effectiveness once implemented, and outcome measurement with the Acuity Adaptable Care Delivery Model and the Universal Room Model. The acuity adaptable model is...
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...Abstract My research topic is on U.S Air Ways organizational changes, leadership development, and change management. Who needs to be included in planning, implementing, and sustaining the change? Why? What obstacles/resistance will inhibit the change and what will drive the change? What additional activities will be required to deal with the resistance? By changing these issues with my team I would improve the customer services, company moral and gained profit. Our team consists of Tigest Alemu, Amanda Chinaglia, Antony Harding, Laurie Kiernan and Enrique Somoza. The professor randomly picked the team members so no one knew each other prior to the class. At first I did not know what team I was suppose to be in. The team had already met the first week and introduced themselves and assigned the questions to each other. We all had time to meet in class and everyone agreed on picking US Airways and everyone agreed on doing research and answering the questions for our next group meeting. The team discussed the recent changes, of US Airways and Laurie said she was going to ask her brother about US Airways because he works for them. In between team meetings, all communication was done via e-mail and phone conversations. By the third week, all the team members had come to the unanimous pick of the questions they wanted to answer. Enrique volunteered to do the power point and everyone was to work on his or her part of the presentation and e-mail to Enrique. The presentation...
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