• Get now! HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study Link to HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study Service Manual HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study for free
  • HRM 587 Week 1-7 Managing Organizational Change HRM 587 Week 1-7 Managing Organizational Change (DeVry) HRM 587 WEEK 1 (Course Project Managing Organizational Change Part 1 Topic Selection) (TCO 1 A & B) Discussion (Stories for Change) (TCO 2 A & B) Discussion (Pressures for Change) HRM 587 WEEK 2 Course Project Managing Organizational Change Part 2 (Images of Change) (TCO 1 C & D) Discussion (What Changes in Companies) (TCO 2 C & D) Discussion (Green Mountain Resort Case Analysis) HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer Week 6: Communicating the change – Discussion Tyco Case Study (graded) Review the Case Study on the Tyco company which appears in your textbook at the end of Chapter 11, pp. 345-346. After reading the case, let’s start the discussions with these questions. 1. How did the turnaround team use Gerard and Teurf’s transformation skills (discussed earlier in Chapter 11) to overcome the frustrations of employees? 2. What were some of the examples given in the case which led you to think those transformational skills were used? 3. Of the three types of cultural transformation (behavioral, experiential, and attitudinal), which of these types occurred in the Tyco case, and why do you think so? Our focus this week is on TCO G, which has to do with developing a vision for change, and then communicating that vision to various stakeholders. In this thread, we will be exploring the Tyco case study to help us better understand transformational leadership skills. Would someone please define what we mean by transformational leadership, and also behavioral, experiential, and attitudinal transformation? Then we can explore the three opening questions: 1. How did the turnaround team use Gerard and Teurf’s transformation skills (discussed earlier in Chapter 11) to overcome the frustrations of employees? 2. What were some of the examples given in the case which led you to think those transformational skills were used? 3. Of the three types of cultural transformation (behavioral, experiential, and attitudinal), which of these types occurred in the Tyco case, and why do you think so? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart
  • HRM 587 Managing Organizational Change All Weeks Course Project Complete A+ Answer HRM 587 Managing Organizational Change All Weeks Course Project Complete A+ Answer HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $100.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers Week 8. Final Exam – Final Exam Question 1. 1. (TCO All) For the next set of questions. you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover: TCO A – Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees. TCO B – Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models†​ are used in Change Management, for diagnosing an organization’s need for change. TCO C – Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization. TCO D – Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change. TCO E – Given a selected Change Management implementation “model†​, determine the causes of change and develop a plan of action to implement the change. TCO F – Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change. TCO G – Given that developing a “vision for change†​ and communicating that “vision†​ is a critical part of the change process, analyze the key elements of the “vision for change†​ and develop a strategy to communicate the change to the stakeholder. TCO H – Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning†​ organization, develop a plan to implement change in a sustainable manner that can be applied to any change.
  • Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected. State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected. • Include in the answer the name of the company you are discussing. • Explain/analyze why you think this way. (Points. 35) Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. Evaluate ONE of your two companies’ change interventions through the lens of Kotter’s Eight Step Model. State first the steps. (10 points) Assess how well the company realized each of the steps and what areas were less than successful in their implementation. Speak to those failed steps and what the implications were for the success or failure of the implementation. (10 points) Do you feel that Kotter’s model did assist (if it was used) or would have assisted (if you feel it wasn’t used) in this change? Why or why not? (15 points) (Points. 35) Question 3. 3. (TCOs E,H) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. You will assess the “sustainability†​ of the changes which occurred in the companies you studied. Select ONE of the company change programs for your answer to this question and state it here. Assess the change project. Was it successful or unsuccessful in your opinion? What will it take (what are some steps the company can, should, or DID take) to make it SUSTAINABLE? What theories did you consider in coming to this conclusion? Do you think this change will still be in place in one, five, or ten years? Why or why not? (Points. 35) Question 4. 4. (TCO All) This question does not address your course project. This change scenario is envisioned instead, for this question. First, the scenario, and then the question. Scenario: You have been asked to handle a project where the company is going to close the plant in your company and offer all of the workers an option of taking a buy-out severance package which is quite generous OR relocate to another state, where the business climate is much better (but the cost of living is higher and the style of living is lower). The current location of the company is in an area where people live well, the culture is great, and because it is in a college town, there are many fun things to do on weekends, plays to attend, sporting events, etc. The atmosphere is quite upbeat. The city where the company is moving to has very little in the way of entertainment, the housing costs are higher although not as nice, and property taxes are higher as well. The company is offering moving costs for relocation costs, but not house sale assistance. It is likely most of your employees are going to take the buy-out, but most of them are in their late 30s or early 40s and are not going to be happy about it. The question: This term, we studied organizational development theory versus the more systematic nStep method of conducting a change process. What would be the pros/cons of using OD theory for this change project? What would be the pros/cons of using nStep? Which nStep would you recommend for this if you use one? Of the two methods (nStep or OD), which would you recommend we use for this particular change program? Why? (Points. 35) Question 5. 5. (TCOs C,D) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. Consider ONE of your company’s change projects (not both companies – just one.) State the company and the change process/program/project. Name the leader of the change from that company. Answer the following questions about that change: A. Was the leader of this change project transactional or transformational? Define those two terms and explain why you feel your leader was mainly one or the other, or evenly divided between both. B. Evaluate the leader’s implementation of the change as it compared to the company’s vision and mission statement. Were they aligned? Did this alignment (or misalignment) contribute to the success or failure of the change? Why or why not? (Points. 35) Question 1. 1. (TCO A) Which of the following options properly identifies external and internal forces which drive change? (Points. 7) External forces for change are totally environmental; internal forces for change are more economic. An internal force for change is a lack of diversity in the make-up of the senior management, whereas an external force for change is a lawsuit by the EEOC requiring the management to correct diversity failure in the company.
  • Internal forces for change tend to create a faster change than external forces for change. The mimetic isomorphism pressure to change was seen when Sarbanes Oxley was passed in order to ensure that an Enron-like scenario never happened again. This was an external vs. internal force for change. None of the above Question 2. 2. (TCO A) Which of the following best shows a company responding to identity pressures? (Points. 7) McDonalds when they started selling coffee drinks and salads Domino’s pizza’s new crust and pizza recipe Dairy Queen when it invented “the Blizzard†​ The Wall Street Journal when it went online All of the above Question 3. 3. (TCO B) Which of the following best defines the “Six Box†​ model of diagnosing change? (Points. 7) Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc. Question 4. 4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points. 7) Your key players are those with the highest level of interest, but a lower level of power. Your key players are those with the lowest level of interest, but the highest level of power. Your most unimportant players are those with low levels of power but high interest. Your stakeholders who need to be “kept informed only†​ are those with high levels of interest but lower levels of power. Your stakeholders who need to be “kept informed only†​ are those with low levels of interest but higher levels of power. Question 5. 5. (TCO C) The “nurturer†​ image of change agent will change focus when she moves from “change sponsor†​ to “change implementer†​ in the following way(s): (Points. 7) A nurturer will be the planner, the instigator, and the decision maker for change so when she changes focus, she will ensure everyone follows the plan without determining or considering the results on people. A nurturer will accept her role as sponsor and implementer and ensure her direct reports do the same. A nurturer, like a caretaker, assumes that change managers receive rather than initiate change, and therefore has little role in implementation other than protection. A nurturer, like Kotter’s theoretical manager Jim Kirk, will accept the change plan, initiate the change boldly, and ensure a new structure is determined through the project. All of the above Question 6. 6. (TCO C) “This organization is running like clockwork!†​ This statement by a company leader is likely to result in “no change†​ because (Points. 7) the leader is blinded by the light. the leader believes his vision and mission of the company will align when the change is over. the leader has diagnosed by image that the company needs no change. the PESTEL framework has been unchallenged for too long. brainstorming for change was uneventful. Question 7. 7. (TCO D) When leaders enact a vision through exemplification of required behaviors, thereby promoting themselves and their vision, they are (Points. 7) scripting. performing.
  • Question 8. 8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points. 7) Relationship Management. Self-Management. Personal and Social. Question 9. 9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can afford to keep the downtown branch of the company open? Or is it time to think about across-the-board layoffs?†​ The HR head frowns, turns off the speaker and replies, “I’ll call you later†​ and hangs up. Four employees from the downtown branch are on the elevator and hear this comment. The HR head tells the four employees (whose names he does not know), “Say nothing about this. You heard nothing.†​ They immediately rush to their cubicles and begin spreading the word. The gossip has hit the entire department and local news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing but a rumor at this point. We have no current plan to lay off anyone.†​ This is an example of what type of communication plan on the part of the CEO? (Points. 7) Underscore and explore Identify and reply Withhold and uphold Question 10. 10. (TCO G) The change agent image of “interpreter†​ will most likely use which of the following key communication skills? (Points. 7) Therapeutic listening skills Appreciative listening skills Appeal through deals Storytelling, connecting the dots Emotional breakdowns Question 11. 11. (TCO H) According to Peter Senge and other change management experts, it is important to understand the limitations of measuring change because (Points. 7) long-term wins almost never happen. recognizing that traditional measures may also need to be changed will allow celebration of short-term wins. most changes occur in a straight-line fashion. when things get worse before they get better, it is time to halt the change and return to the old ways. All of the above Question 12. 12. (TCOs A, G, H) Which of the following is an example of the Beer, Nohria view of dimensions of change using Theory E + Theory O combined, from a leadership perspective? (Points. 8) The Project Manager communicates to the software development team the timeline for a change and the CEO asks her to speed it up by 3 weeks. The CIO decides to move from a mainframe approach to a PC approach, notifies all of her direct reports of the new vision, establishes a communication plan, timeline, and project roll-out plan, communicates the change (including positives and negatives) to stakeholders, and establishes a metrics system where innovation, efficiencies, and positive feedback on the project is measured and rewarded via awards, bonuses, and perks. A fast food company decides to remove one slice of cheese from their cheeseburgers, although increasing the retail price by 10 cents, and has a cost savings which increases its stock price significantly. A group of health experts touts the company as being “health conscious†​ because the calorie content of the item is lowered. The CEO of a Fortune 100 company hires a team of consultants to take over the HR department and eliminates all in- house HR people (about 85 employees). A department head is invited to a meeting where he is asked to become a change agent for an exciting new product line. He accepts the assignment and goes back to his desk, whereupon he explains to his team that it is likely that their jobs will disappear in the next year because of job obsolescence, but that anyone who might like to consider helping with the new product line may be allowed to reapply for new jobs which open up. 2. (TCOs A,E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.
  • Recall that external and internal pressures often impact implementation of change in companies. For this question, please write an essay answering these questions: 1. Define specific (at least 2 each) external and internal pressures that will (or did) affect the implementation of the changes in your two companies. (10 points) 2. Name two strategies of handling these pressures that you would (have) suggested to the company leaders as being the most effective in managing those pressures during the implementation phase. (10 points) C. Defend your positions with details about why you feel your strategies would assist with handling these pressures. (15 points) (Points. 35) 1. (TCO A) When JetBlue left their customers sitting on the tarmac for hours on Valentine’s Day, and their CEO was ultimately terminated as a result, the company was responding to (pick the best group) (Points. 7) external, reputation, and credibility pressures. hypercompetition, market decline, and internal pressures. mandated, fashion, and force field pressures. growth, identity, and new broom pressures. All of the above 2. (TCO A) Which of the following best shows forces for change vs. forces for stability? (Points. 7) Change forces are: adapting, sustaining, and predicting; whereas stability forces are: bureaucracy, trust, and control. Change forces include: lay-offs, IPOs, and inventing new products; whereas stability forces are: hiring, stock buy-backs, and regular yearly dividends. Change forces include: lay-offs, stock buy-backs, and bi-annual new models of iPhones; whereas stability forces are hiring freezes, bureaucracy, and regular yearly dividends. Change forces include: Harry Potter Park at Universal Studios, Walt Disney Cruise Lines, and McDonald’s lattes; and stability forces are Cruise ship sinking at Giglio Island, bridging and buffering strategies, and JetBlue’s public apology after the Valentine’s Day fiasco. Both A and C 3. (TCO B) Which of the following best defines the “congruence†​ model of diagnosing change? (Points. 7) Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc. 4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points. 7) Your key players are those with the highest level of interest, but a lower level of power. Your key players are those with the lowest level of interest, but the highest level of power. Your most unimportant players are those with low levels of power but high interest. Your stakeholders who need to be “kept informed only†​ are those with high levels of interest but lower levels of power. Your stakeholders who need to be “kept informed only†​ are those with low levels of interest but higher levels of power. 5. (TCO C) The Burke-Litwin model states that there are four transformational factors of change. Identify the answer below which contains at least three of those factors. (Points. 7) Frames, lenses, angles, and hyperbole Mission and strategy, leadership, and organizational culture Hypotheses, problems, symptoms and inputs Vision, identification strategies, litigation, and execution None of the above 6. (TCO C) “This organization is running like clockwork!†​ This statement by a company leader is likely to result in
  • “no change†​ because(Points. 7) the leader is blinded by the light. the leader believes his vision and mission of the company will align when the change is over. the leader has diagnosed by image that the company needs no change. the PESTEL framework has been unchallenged for too long. 7. (TCO D) The art of a leader managing the meaning of a vision for followers and aligning it with his or her values is called (Points. 7) scripting. performing. 8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points. 7) Relationship Management. Self-Management. Personal and Social. 9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can afford to keep the downtown branch of the company open? Or is it time to think about across-the-board layoffs?†​ The HR head frowns, turns off the speaker and replies, “I’ll call you later†​ and hangs up. Four employees from the downtown branch are on the elevator and hear this comment. The HR head tells the four employees (whose names he does not know), “Say nothing about this. You heard nothing.†​ They immediately rush to their cubicles and begin spreading the word. The gossip has hit the entire department and local news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing but a rumor at this point. We have no current plan to lay off anyone.†​ This is an example of what type of communication plan on the part of the CEO? (Points. 7) Spray and pray Tell and sell Underscore and explore Identify and reply Withhold and uphold 10. (TCO G) Toxic handlers, as related to change management communication, do the following: (Points. 7) handle all calls with the Environmental Protection Agency. talk in stages using assertions, requests, and declarations. listen empathetically, and help cool angry people down, act like sponges, and often burn out quickly. All of the above None of the above 11. (TCO H) A sign that a change is “sustained†​ could be seen as (Points. 7) a significant and abrupt drop in the stock price of the company. receiving an offer from a competitor to buy the company. sending out WARN act notices. finding that the change has become baked into the culture. a reward system which is outdated. 12. (TCOs G,H) Review this story and pick the best answer based on your understanding of change management practices: Company X,Y,Z establishes a vision for change where “cutting costs is critical to our survival†​ and establishes a reward system to the department which cuts costs the most in one quarter, and states it will be a “department-based reward†​ system for the next four quarters. By the “most†​ the management establishes, the cuts will be valued by a somewhat complicated algorithm % and $$ of cut in the total expense budget. The sales team goes for the gold and cuts their travel budget by 50%, which is by far the biggest department cut in both $ and %. They win the 1st quarter reward. In quarter 2, the IT team cuts expenses the most by ending the purchase of all new software or PCs. In quarter 3, the production line cuts their expenses the most by laying off 60% of the workers (sales have dropped significantly and technology problems have slowed production, so this was needed anyway.) (Points. 8)
  • The company did a good job establishing urgency and aligning metrics with the vision for change, and this change appears to be successful. The company aligned metrics with the vision for change, and created its own nStep method of change. The company culture is dysfunctional and could have learned from CEO Bethune and the Continental Airline’s own culture of “cost is everything.†​ The company will probably win the J.D. Power and Associates award for customer satisfaction this year. The reward system is a “spray and pray†​ system. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $35.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer Part 5 – Annotated Bibliography (Due Week 7) List of all of your references you used in the project to date (you should have at least 12 at this point) and create an annotated bibliography. Basically, for this assignment, you will use your reference list, in alphabetical order, and provide a 2-4 sentence summary (brief!!) of what that reference said. This is a summary style document! Your grade will be based on your ability to BRIEFLY summarize the important points in the document as well as the strength of your reference materials. (i.e. if you used mainly low-level reference documents like encyclopedias, online dictionaries, anonymous articles, etc. this will negatively impact your grade.) A. Use of at least 12 references, properly annotated: 24 points (roughly 2 points each) B. Strength of references overall: 6 points (roughly .5 points each.) C. Use of one of the 5 Keller-approved citation methods For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $20.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer Part 4: Communicating the Change (Due Week 6) An important part of any change project is how the change is communicated to the organization, to the change agents, to the line workers, to the customers, and to the public. Along with media relations issues, communicating change (especially in a publicly traded company) can involve multiple legal and regulatory aspects, as well as personnel and management
  • concerns. Perhaps the single most difficult piece of handling Kotter’s “establish a sense of urgency†​ is that too many inexperienced or immature change agents read this to mean “panic the troops.†​ Never do this. This project piece will have 3 parts: A. The main part of your project this week will ask you to pick ONE of the company’s change plan, and develop a communication plan for the company. This plan should be submitted by using an excel spreadsheet, setting out the Stakeholders, the timeline of the communication plan, the method of communication, the rationale for why you chose this method of communication, the purpose of the communication and identifying “who†​ will do the communicating. The grid for this project can be found in doc-sharing, entitled “Grid for Week 6 – Communication Plan.†​ B. Pick ONE of the communication pieces which you would have used which is listed in your communication plan, and write the communication in a Word document (either the text or the script, if the communication would have been oral.) Be sure to review the Week 6 lecture and the examples of communication plans and types there for more assistance on this piece of the project. If you use any form of communication from templates you find online or in a textbook, be sure to cite your source. Your instructor will grade this based on how well it relates to the audience/stakeholder group to which it is intended. C. The “real world†​ aspect of this project is that you will write a 1-2 page analysis of one of the media pieces about one of the company’s changes written (or provided via oral media) by the company. For this section of the project, please analyze any media, news, or other communications which explained the change going on in the organization. Explain in your paper how the company handled communicating the change to its stakeholders. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $30.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer Part 3: Diagnosing the Change (Due Week 4) Select a Diagnostic Model (see Chapter Five) that you utilize to review aspects of change activities and actions that have been taken by the companies chosen. Here we are looking at the “parts†​ of the companies as well as their strategies, as surmised by your research in Part 1. It is acknowledged that this information will not be complete, as you are looking at these companies as an outsider; but a thoroughly researched paper will give enough data to allow some (well-defended) assumptions on your part. Here’s what to do: 1. Choose one Diagnostic Model (i.e. 6-box, 7S, congruence, or etc.) to apply to the two chosen companies. Choose the model which you feel best identifies and measures the relevant aspects of the organization’s performance and therefore the diagnostic choices made will affect your findings. 2. Apply the data obtained in your research through an analysis of the appropriate chosen model. This will allow you to create a diagnosis of where each company is today (as per the criteria of the model). 3. Create a SWOT Analysis for each of the two chosen companies change plans/programs, utilizing information obtained in the diagnosis. (Strengths, Weaknesses, Opportunities, Threats.) 4. Compare the two company analyses to each other and offer your perspective (value judgment) of the effectiveness of the changes made to date in each case. 5. Identify potential areas of resistance that may occur and at least one strategy to respond to each. (This will most likely come from your Weaknesses/Threats section of your SWOT. If not, take another look at your SWOT.) 6. Write your paper including each of the above sections, and analyses. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be
  • guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $25.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer Part 2: The Change Analysis – Images of Change The “Images†​ section focuses on the six different images of managing change and how each “approach†​ to change effects all that follows in its implementation and continued support. Download the “Week 2 Project Images Grid†​ from doc-sharing. Pick three of the “images of change†​ explained in the Week 2 lecture from the grid, and analyze how those particular “images†​ would affect the ensuing diagnosis and implementation in your two selected companies on their change plans. Here’s what to do: 1. Working with the information that you provided in your topic proposal, and any feedback you have received from your Professor, flesh out the facts and information from your original proposal. 2. Review the changes in each company and describe them thoroughly in a word document. Explain how the change impacted the companies, and who it impacted. Compare some of the similarities and differences between the change in the two companies. 3. Look at your grid and pick three images of change from your grid. Fill out the empty blocks on the grid for those three images using outlines, bullet points, and rough ideas for both company’s change. 4. Now, in a Word document, analyze, compare and contrast the three images and explain how the behaviors of those images would be different or the same during your companies’ changes, and how those differences could (or did) impact the success (or failure) of the change, comparing and contrasting the results at both companies. 5. Explain which image (or combination of images) you feel would have best facilitated the described change and why. 6. Based on the information you actually read about the results of this change, state which image you think the leader of the change actually resembled the most. You may speculate here on which image you feel best represents the “change agent†​ at either or both of the companies. This will depend on how much information you found about the internal workings of the company during the 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 (Chapters 2 and 3) how effective the change was and what management could have done differently to increase the probability of successfully implementing the strategic change initiative. Again, this is a compare and contrast paper – so include information about both companies in your report. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $30.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer
  • HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer Week 7: Sustain the change, creating the learning organization – Discussion Cracking the Code of Change: HBR Article (graded) Locate and read the HBR article, “Cracking the Code of Change,†​ in the Online Library. It can be found through a general search in EBSCOhost, in the Harvard Business Review collection, May-June 2000 issue. The article identifies two primary types of change that are most prevalent in today’s organizational world. Which type (E Change or O Change) do you think is most prevalent and what factors in our society influence that predominance? How can a leader best work toward a synthesis of both types to maximize the effectiveness of each for a successful change initiative? Be sure to the “Cracking the Code of Change” article and read it prior to posting in this discussion. The article discusses the hard and soft elements of change, referred to in the article as Theory E and Theory O. Let’s start off with a discussion of the pros and cons of each of these theories. What are the benefits of each approach? What are the risks and costs associated with each? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for “HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer”. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer Week 7: Sustain the change, creating the learning organization – Discussion Chapter 12 NASA Case Study (graded) Read the end-of-chapter case in Chapter 12 of your text and do Internet research on NASA during both disasters, with particular emphasis on the disasters’ effects on the culture. Why do you feel it is so difficult to “sustain†​ cultural change in a large organization AFTER the immediate effects of a major event like Challenger or Columbia? What role should leadership play in working to “institutionalize†​ such cultural changes? Read the end-of-chapter case in Chapter 12 of your text and do Internet research on NASA during both disasters, with particular emphasis on the disasters’ effects on the culture. Why do you feel it is so difficult to “sustain†​ cultural change in a large organization AFTER the immediate effects of a major event like Challenger or Columbia? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer
  • HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer Week 5: Diagnose, plan and implement change – Discussion nStep Practices (graded) Class, you will be the “change agents†​ for this change. Your professor will be the CEO, issuing dictates, orders, suggestions, support, ideas, and thoughts. However, you, as class members, will need to take each new piece of information and determine how it will fit into your plans for change, as change agents. Keep an eye on the new information as well as how your colleagues are addressing it. Innovation, creativity, and level headedness is key to making this week’s solution succeed. Good luck! Here’s the change: BubbleBath Inc. is a privately owned company with approximately 2,000 employees whose make up is primarily line workers. Management makes up about 20% of the company, with the remaining 1,600 people working to produce the line of bathtubs, hot tubs/spas, and designer fixtures for which the company has become famous. The company started 10 years ago working out of the initial founder’s garage, and quickly increased in size when Jacuzzis became a standard fixture in many middle-class remodels and new constructions. Due to excellent marketing strategies, BubbleBath Inc. has not experienced a downturn in sales despite the recent economic downturn in construction. Instead, they have parlayed the middle-class flight from tourism to encourage the “staycation†​ and the upgrade of the home as the new spa of the 21st Century. Profits last year were up 15% and everyone is feeling cautiously optimistic. Nevertheless, the CEO is concerned with market analysis reports that despite the staycation mentality, growth over the next two years is predicted to be stagnant to declining. Last week, as per the original exit strategy of the founding investors, the company will be restructured into a limited partnership of three people from an incorporation model of 15 shareholders. 12 of the shareholders will be paid a return of 8% on their investment, and the remaining 3 shareholders will form a limited partnership. As a result, the CEO has received word from the new partners that they want to change the operations model as follows, effective in three months: A. Discontinue the line of designer fixtures and focus solely on hot tubs and bathtubs. (This will mean eliminating two lines of 30 employees each.) B. Move the entire operation from the city of Atlanta, GA to a town 25 miles south of Atlanta called McDonough, where all 3 of the partners reside. No relocation packages will be offered, but those employees who choose to “retire†​ at the time of the move will receive a 4 weeks’ severance package. A new building which was originally intended to be a “HottubsRUs†​ factory is sitting vacant and the partners bought it for a steal. They already have a buyer for the old factory in Atlanta. C. For the first time, include a sales office right in the new production building where a showcase with sales staff will be located. Along with supplying retail stores, the company will now also sell directly, both in the office and online. Initially, 5 sales people and one sales manager will be hired. Your CEO has asked you, the managers, to come up with a change plan using Kotter’s 8-step model. What are the first things that you will do in order to create a plan for change which will maximize efficiencies, utilize current processes, and ensure that profits continue? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart Get now! HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study HRM 587 Week 1-7 Managing Organizational Change HRM 587 Week 1-7 Managing Organizational Change (DeVry) HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change All Weeks Course Project Complete A+ Answer HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer
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HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study

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HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study
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  • Get now! HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study Link to HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study Service Manual HRM 587 Week 7 TCO 1 H Discussion Chapter 12 NASA Case Study for free
  • HRM 587 Week 1-7 Managing Organizational Change HRM 587 Week 1-7 Managing Organizational Change (DeVry) HRM 587 WEEK 1 (Course Project Managing Organizational Change Part 1 Topic Selection) (TCO 1 A & B) Discussion (Stories for Change) (TCO 2 A & B) Discussion (Pressures for Change) HRM 587 WEEK 2 Course Project Managing Organizational Change Part 2 (Images of Change) (TCO 1 C & D) Discussion (What Changes in Companies) (TCO 2 C & D) Discussion (Green Mountain Resort Case Analysis) HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer Week 6: Communicating the change – Discussion Tyco Case Study (graded) Review the Case Study on the Tyco company which appears in your textbook at the end of Chapter 11, pp. 345-346. After reading the case, let’s start the discussions with these questions. 1. How did the turnaround team use Gerard and Teurf’s transformation skills (discussed earlier in Chapter 11) to overcome the frustrations of employees? 2. What were some of the examples given in the case which led you to think those transformational skills were used? 3. Of the three types of cultural transformation (behavioral, experiential, and attitudinal), which of these types occurred in the Tyco case, and why do you think so? Our focus this week is on TCO G, which has to do with developing a vision for change, and then communicating that vision to various stakeholders. In this thread, we will be exploring the Tyco case study to help us better understand transformational leadership skills. Would someone please define what we mean by transformational leadership, and also behavioral, experiential, and attitudinal transformation? Then we can explore the three opening questions: 1. How did the turnaround team use Gerard and Teurf’s transformation skills (discussed earlier in Chapter 11) to overcome the frustrations of employees? 2. What were some of the examples given in the case which led you to think those transformational skills were used? 3. Of the three types of cultural transformation (behavioral, experiential, and attitudinal), which of these types occurred in the Tyco case, and why do you think so? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 6 Tyco Case Study Discussion Question 1 Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart
  • HRM 587 Managing Organizational Change All Weeks Course Project Complete A+ Answer HRM 587 Managing Organizational Change All Weeks Course Project Complete A+ Answer HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change All Weeks Discussion Questions Course Project Final Exam All Correct Answers. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $100.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers Week 8. Final Exam – Final Exam Question 1. 1. (TCO All) For the next set of questions. you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover: TCO A – Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees. TCO B – Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models†​ are used in Change Management, for diagnosing an organization’s need for change. TCO C – Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization. TCO D – Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change. TCO E – Given a selected Change Management implementation “model†​, determine the causes of change and develop a plan of action to implement the change. TCO F – Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change. TCO G – Given that developing a “vision for change†​ and communicating that “vision†​ is a critical part of the change process, analyze the key elements of the “vision for change†​ and develop a strategy to communicate the change to the stakeholder. TCO H – Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning†​ organization, develop a plan to implement change in a sustainable manner that can be applied to any change.
  • Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected. State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected. • Include in the answer the name of the company you are discussing. • Explain/analyze why you think this way. (Points. 35) Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. Evaluate ONE of your two companies’ change interventions through the lens of Kotter’s Eight Step Model. State first the steps. (10 points) Assess how well the company realized each of the steps and what areas were less than successful in their implementation. Speak to those failed steps and what the implications were for the success or failure of the implementation. (10 points) Do you feel that Kotter’s model did assist (if it was used) or would have assisted (if you feel it wasn’t used) in this change? Why or why not? (15 points) (Points. 35) Question 3. 3. (TCOs E,H) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. You will assess the “sustainability†​ of the changes which occurred in the companies you studied. Select ONE of the company change programs for your answer to this question and state it here. Assess the change project. Was it successful or unsuccessful in your opinion? What will it take (what are some steps the company can, should, or DID take) to make it SUSTAINABLE? What theories did you consider in coming to this conclusion? Do you think this change will still be in place in one, five, or ten years? Why or why not? (Points. 35) Question 4. 4. (TCO All) This question does not address your course project. This change scenario is envisioned instead, for this question. First, the scenario, and then the question. Scenario: You have been asked to handle a project where the company is going to close the plant in your company and offer all of the workers an option of taking a buy-out severance package which is quite generous OR relocate to another state, where the business climate is much better (but the cost of living is higher and the style of living is lower). The current location of the company is in an area where people live well, the culture is great, and because it is in a college town, there are many fun things to do on weekends, plays to attend, sporting events, etc. The atmosphere is quite upbeat. The city where the company is moving to has very little in the way of entertainment, the housing costs are higher although not as nice, and property taxes are higher as well. The company is offering moving costs for relocation costs, but not house sale assistance. It is likely most of your employees are going to take the buy-out, but most of them are in their late 30s or early 40s and are not going to be happy about it. The question: This term, we studied organizational development theory versus the more systematic nStep method of conducting a change process. What would be the pros/cons of using OD theory for this change project? What would be the pros/cons of using nStep? Which nStep would you recommend for this if you use one? Of the two methods (nStep or OD), which would you recommend we use for this particular change program? Why? (Points. 35) Question 5. 5. (TCOs C,D) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. Consider ONE of your company’s change projects (not both companies – just one.) State the company and the change process/program/project. Name the leader of the change from that company. Answer the following questions about that change: A. Was the leader of this change project transactional or transformational? Define those two terms and explain why you feel your leader was mainly one or the other, or evenly divided between both. B. Evaluate the leader’s implementation of the change as it compared to the company’s vision and mission statement. Were they aligned? Did this alignment (or misalignment) contribute to the success or failure of the change? Why or why not? (Points. 35) Question 1. 1. (TCO A) Which of the following options properly identifies external and internal forces which drive change? (Points. 7) External forces for change are totally environmental; internal forces for change are more economic. An internal force for change is a lack of diversity in the make-up of the senior management, whereas an external force for change is a lawsuit by the EEOC requiring the management to correct diversity failure in the company.
  • Internal forces for change tend to create a faster change than external forces for change. The mimetic isomorphism pressure to change was seen when Sarbanes Oxley was passed in order to ensure that an Enron-like scenario never happened again. This was an external vs. internal force for change. None of the above Question 2. 2. (TCO A) Which of the following best shows a company responding to identity pressures? (Points. 7) McDonalds when they started selling coffee drinks and salads Domino’s pizza’s new crust and pizza recipe Dairy Queen when it invented “the Blizzard†​ The Wall Street Journal when it went online All of the above Question 3. 3. (TCO B) Which of the following best defines the “Six Box†​ model of diagnosing change? (Points. 7) Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc. Question 4. 4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points. 7) Your key players are those with the highest level of interest, but a lower level of power. Your key players are those with the lowest level of interest, but the highest level of power. Your most unimportant players are those with low levels of power but high interest. Your stakeholders who need to be “kept informed only†​ are those with high levels of interest but lower levels of power. Your stakeholders who need to be “kept informed only†​ are those with low levels of interest but higher levels of power. Question 5. 5. (TCO C) The “nurturer†​ image of change agent will change focus when she moves from “change sponsor†​ to “change implementer†​ in the following way(s): (Points. 7) A nurturer will be the planner, the instigator, and the decision maker for change so when she changes focus, she will ensure everyone follows the plan without determining or considering the results on people. A nurturer will accept her role as sponsor and implementer and ensure her direct reports do the same. A nurturer, like a caretaker, assumes that change managers receive rather than initiate change, and therefore has little role in implementation other than protection. A nurturer, like Kotter’s theoretical manager Jim Kirk, will accept the change plan, initiate the change boldly, and ensure a new structure is determined through the project. All of the above Question 6. 6. (TCO C) “This organization is running like clockwork!†​ This statement by a company leader is likely to result in “no change†​ because (Points. 7) the leader is blinded by the light. the leader believes his vision and mission of the company will align when the change is over. the leader has diagnosed by image that the company needs no change. the PESTEL framework has been unchallenged for too long. brainstorming for change was uneventful. Question 7. 7. (TCO D) When leaders enact a vision through exemplification of required behaviors, thereby promoting themselves and their vision, they are (Points. 7) scripting. performing.
  • Question 8. 8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points. 7) Relationship Management. Self-Management. Personal and Social. Question 9. 9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can afford to keep the downtown branch of the company open? Or is it time to think about across-the-board layoffs?†​ The HR head frowns, turns off the speaker and replies, “I’ll call you later†​ and hangs up. Four employees from the downtown branch are on the elevator and hear this comment. The HR head tells the four employees (whose names he does not know), “Say nothing about this. You heard nothing.†​ They immediately rush to their cubicles and begin spreading the word. The gossip has hit the entire department and local news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing but a rumor at this point. We have no current plan to lay off anyone.†​ This is an example of what type of communication plan on the part of the CEO? (Points. 7) Underscore and explore Identify and reply Withhold and uphold Question 10. 10. (TCO G) The change agent image of “interpreter†​ will most likely use which of the following key communication skills? (Points. 7) Therapeutic listening skills Appreciative listening skills Appeal through deals Storytelling, connecting the dots Emotional breakdowns Question 11. 11. (TCO H) According to Peter Senge and other change management experts, it is important to understand the limitations of measuring change because (Points. 7) long-term wins almost never happen. recognizing that traditional measures may also need to be changed will allow celebration of short-term wins. most changes occur in a straight-line fashion. when things get worse before they get better, it is time to halt the change and return to the old ways. All of the above Question 12. 12. (TCOs A, G, H) Which of the following is an example of the Beer, Nohria view of dimensions of change using Theory E + Theory O combined, from a leadership perspective? (Points. 8) The Project Manager communicates to the software development team the timeline for a change and the CEO asks her to speed it up by 3 weeks. The CIO decides to move from a mainframe approach to a PC approach, notifies all of her direct reports of the new vision, establishes a communication plan, timeline, and project roll-out plan, communicates the change (including positives and negatives) to stakeholders, and establishes a metrics system where innovation, efficiencies, and positive feedback on the project is measured and rewarded via awards, bonuses, and perks. A fast food company decides to remove one slice of cheese from their cheeseburgers, although increasing the retail price by 10 cents, and has a cost savings which increases its stock price significantly. A group of health experts touts the company as being “health conscious†​ because the calorie content of the item is lowered. The CEO of a Fortune 100 company hires a team of consultants to take over the HR department and eliminates all in- house HR people (about 85 employees). A department head is invited to a meeting where he is asked to become a change agent for an exciting new product line. He accepts the assignment and goes back to his desk, whereupon he explains to his team that it is likely that their jobs will disappear in the next year because of job obsolescence, but that anyone who might like to consider helping with the new product line may be allowed to reapply for new jobs which open up. 2. (TCOs A,E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.
  • Recall that external and internal pressures often impact implementation of change in companies. For this question, please write an essay answering these questions: 1. Define specific (at least 2 each) external and internal pressures that will (or did) affect the implementation of the changes in your two companies. (10 points) 2. Name two strategies of handling these pressures that you would (have) suggested to the company leaders as being the most effective in managing those pressures during the implementation phase. (10 points) C. Defend your positions with details about why you feel your strategies would assist with handling these pressures. (15 points) (Points. 35) 1. (TCO A) When JetBlue left their customers sitting on the tarmac for hours on Valentine’s Day, and their CEO was ultimately terminated as a result, the company was responding to (pick the best group) (Points. 7) external, reputation, and credibility pressures. hypercompetition, market decline, and internal pressures. mandated, fashion, and force field pressures. growth, identity, and new broom pressures. All of the above 2. (TCO A) Which of the following best shows forces for change vs. forces for stability? (Points. 7) Change forces are: adapting, sustaining, and predicting; whereas stability forces are: bureaucracy, trust, and control. Change forces include: lay-offs, IPOs, and inventing new products; whereas stability forces are: hiring, stock buy-backs, and regular yearly dividends. Change forces include: lay-offs, stock buy-backs, and bi-annual new models of iPhones; whereas stability forces are hiring freezes, bureaucracy, and regular yearly dividends. Change forces include: Harry Potter Park at Universal Studios, Walt Disney Cruise Lines, and McDonald’s lattes; and stability forces are Cruise ship sinking at Giglio Island, bridging and buffering strategies, and JetBlue’s public apology after the Valentine’s Day fiasco. Both A and C 3. (TCO B) Which of the following best defines the “congruence†​ model of diagnosing change? (Points. 7) Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc. 4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points. 7) Your key players are those with the highest level of interest, but a lower level of power. Your key players are those with the lowest level of interest, but the highest level of power. Your most unimportant players are those with low levels of power but high interest. Your stakeholders who need to be “kept informed only†​ are those with high levels of interest but lower levels of power. Your stakeholders who need to be “kept informed only†​ are those with low levels of interest but higher levels of power. 5. (TCO C) The Burke-Litwin model states that there are four transformational factors of change. Identify the answer below which contains at least three of those factors. (Points. 7) Frames, lenses, angles, and hyperbole Mission and strategy, leadership, and organizational culture Hypotheses, problems, symptoms and inputs Vision, identification strategies, litigation, and execution None of the above 6. (TCO C) “This organization is running like clockwork!†​ This statement by a company leader is likely to result in
  • “no change†​ because(Points. 7) the leader is blinded by the light. the leader believes his vision and mission of the company will align when the change is over. the leader has diagnosed by image that the company needs no change. the PESTEL framework has been unchallenged for too long. 7. (TCO D) The art of a leader managing the meaning of a vision for followers and aligning it with his or her values is called (Points. 7) scripting. performing. 8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points. 7) Relationship Management. Self-Management. Personal and Social. 9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can afford to keep the downtown branch of the company open? Or is it time to think about across-the-board layoffs?†​ The HR head frowns, turns off the speaker and replies, “I’ll call you later†​ and hangs up. Four employees from the downtown branch are on the elevator and hear this comment. The HR head tells the four employees (whose names he does not know), “Say nothing about this. You heard nothing.†​ They immediately rush to their cubicles and begin spreading the word. The gossip has hit the entire department and local news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing but a rumor at this point. We have no current plan to lay off anyone.†​ This is an example of what type of communication plan on the part of the CEO? (Points. 7) Spray and pray Tell and sell Underscore and explore Identify and reply Withhold and uphold 10. (TCO G) Toxic handlers, as related to change management communication, do the following: (Points. 7) handle all calls with the Environmental Protection Agency. talk in stages using assertions, requests, and declarations. listen empathetically, and help cool angry people down, act like sponges, and often burn out quickly. All of the above None of the above 11. (TCO H) A sign that a change is “sustained†​ could be seen as (Points. 7) a significant and abrupt drop in the stock price of the company. receiving an offer from a competitor to buy the company. sending out WARN act notices. finding that the change has become baked into the culture. a reward system which is outdated. 12. (TCOs G,H) Review this story and pick the best answer based on your understanding of change management practices: Company X,Y,Z establishes a vision for change where “cutting costs is critical to our survival†​ and establishes a reward system to the department which cuts costs the most in one quarter, and states it will be a “department-based reward†​ system for the next four quarters. By the “most†​ the management establishes, the cuts will be valued by a somewhat complicated algorithm % and $$ of cut in the total expense budget. The sales team goes for the gold and cuts their travel budget by 50%, which is by far the biggest department cut in both $ and %. They win the 1st quarter reward. In quarter 2, the IT team cuts expenses the most by ending the purchase of all new software or PCs. In quarter 3, the production line cuts their expenses the most by laying off 60% of the workers (sales have dropped significantly and technology problems have slowed production, so this was needed anyway.) (Points. 8)
  • The company did a good job establishing urgency and aligning metrics with the vision for change, and this change appears to be successful. The company aligned metrics with the vision for change, and created its own nStep method of change. The company culture is dysfunctional and could have learned from CEO Bethune and the Continental Airline’s own culture of “cost is everything.†​ The company will probably win the J.D. Power and Associates award for customer satisfaction this year. The reward system is a “spray and pray†​ system. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Final Exam All Correct A+ Set 1 and 2_Answers. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $35.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer Part 5 – Annotated Bibliography (Due Week 7) List of all of your references you used in the project to date (you should have at least 12 at this point) and create an annotated bibliography. Basically, for this assignment, you will use your reference list, in alphabetical order, and provide a 2-4 sentence summary (brief!!) of what that reference said. This is a summary style document! Your grade will be based on your ability to BRIEFLY summarize the important points in the document as well as the strength of your reference materials. (i.e. if you used mainly low-level reference documents like encyclopedias, online dictionaries, anonymous articles, etc. this will negatively impact your grade.) A. Use of at least 12 references, properly annotated: 24 points (roughly 2 points each) B. Strength of references overall: 6 points (roughly .5 points each.) C. Use of one of the 5 Keller-approved citation methods For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 7 Part 5 Annotated Bibliography_Answer. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $20.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer Part 4: Communicating the Change (Due Week 6) An important part of any change project is how the change is communicated to the organization, to the change agents, to the line workers, to the customers, and to the public. Along with media relations issues, communicating change (especially in a publicly traded company) can involve multiple legal and regulatory aspects, as well as personnel and management
  • concerns. Perhaps the single most difficult piece of handling Kotter’s “establish a sense of urgency†​ is that too many inexperienced or immature change agents read this to mean “panic the troops.†​ Never do this. This project piece will have 3 parts: A. The main part of your project this week will ask you to pick ONE of the company’s change plan, and develop a communication plan for the company. This plan should be submitted by using an excel spreadsheet, setting out the Stakeholders, the timeline of the communication plan, the method of communication, the rationale for why you chose this method of communication, the purpose of the communication and identifying “who†​ will do the communicating. The grid for this project can be found in doc-sharing, entitled “Grid for Week 6 – Communication Plan.†​ B. Pick ONE of the communication pieces which you would have used which is listed in your communication plan, and write the communication in a Word document (either the text or the script, if the communication would have been oral.) Be sure to review the Week 6 lecture and the examples of communication plans and types there for more assistance on this piece of the project. If you use any form of communication from templates you find online or in a textbook, be sure to cite your source. Your instructor will grade this based on how well it relates to the audience/stakeholder group to which it is intended. C. The “real world†​ aspect of this project is that you will write a 1-2 page analysis of one of the media pieces about one of the company’s changes written (or provided via oral media) by the company. For this section of the project, please analyze any media, news, or other communications which explained the change going on in the organization. Explain in your paper how the company handled communicating the change to its stakeholders. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 6 Part 4 Communicating the Change Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $30.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer Part 3: Diagnosing the Change (Due Week 4) Select a Diagnostic Model (see Chapter Five) that you utilize to review aspects of change activities and actions that have been taken by the companies chosen. Here we are looking at the “parts†​ of the companies as well as their strategies, as surmised by your research in Part 1. It is acknowledged that this information will not be complete, as you are looking at these companies as an outsider; but a thoroughly researched paper will give enough data to allow some (well-defended) assumptions on your part. Here’s what to do: 1. Choose one Diagnostic Model (i.e. 6-box, 7S, congruence, or etc.) to apply to the two chosen companies. Choose the model which you feel best identifies and measures the relevant aspects of the organization’s performance and therefore the diagnostic choices made will affect your findings. 2. Apply the data obtained in your research through an analysis of the appropriate chosen model. This will allow you to create a diagnosis of where each company is today (as per the criteria of the model). 3. Create a SWOT Analysis for each of the two chosen companies change plans/programs, utilizing information obtained in the diagnosis. (Strengths, Weaknesses, Opportunities, Threats.) 4. Compare the two company analyses to each other and offer your perspective (value judgment) of the effectiveness of the changes made to date in each case. 5. Identify potential areas of resistance that may occur and at least one strategy to respond to each. (This will most likely come from your Weaknesses/Threats section of your SWOT. If not, take another look at your SWOT.) 6. Write your paper including each of the above sections, and analyses. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be
  • guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $25.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer Part 2: The Change Analysis – Images of Change The “Images†​ section focuses on the six different images of managing change and how each “approach†​ to change effects all that follows in its implementation and continued support. Download the “Week 2 Project Images Grid†​ from doc-sharing. Pick three of the “images of change†​ explained in the Week 2 lecture from the grid, and analyze how those particular “images†​ would affect the ensuing diagnosis and implementation in your two selected companies on their change plans. Here’s what to do: 1. Working with the information that you provided in your topic proposal, and any feedback you have received from your Professor, flesh out the facts and information from your original proposal. 2. Review the changes in each company and describe them thoroughly in a word document. Explain how the change impacted the companies, and who it impacted. Compare some of the similarities and differences between the change in the two companies. 3. Look at your grid and pick three images of change from your grid. Fill out the empty blocks on the grid for those three images using outlines, bullet points, and rough ideas for both company’s change. 4. Now, in a Word document, analyze, compare and contrast the three images and explain how the behaviors of those images would be different or the same during your companies’ changes, and how those differences could (or did) impact the success (or failure) of the change, comparing and contrasting the results at both companies. 5. Explain which image (or combination of images) you feel would have best facilitated the described change and why. 6. Based on the information you actually read about the results of this change, state which image you think the leader of the change actually resembled the most. You may speculate here on which image you feel best represents the “change agent†​ at either or both of the companies. This will depend on how much information you found about the internal workings of the company during the 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 (Chapters 2 and 3) how effective the change was and what management could have done differently to increase the probability of successfully implementing the strategic change initiative. Again, this is a compare and contrast paper – so include information about both companies in your report. For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 2 The Change Analysis_Images of Change Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $30.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer
  • HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer Week 7: Sustain the change, creating the learning organization – Discussion Cracking the Code of Change: HBR Article (graded) Locate and read the HBR article, “Cracking the Code of Change,†​ in the Online Library. It can be found through a general search in EBSCOhost, in the Harvard Business Review collection, May-June 2000 issue. The article identifies two primary types of change that are most prevalent in today’s organizational world. Which type (E Change or O Change) do you think is most prevalent and what factors in our society influence that predominance? How can a leader best work toward a synthesis of both types to maximize the effectiveness of each for a successful change initiative? Be sure to the “Cracking the Code of Change” article and read it prior to posting in this discussion. The article discusses the hard and soft elements of change, referred to in the article as Theory E and Theory O. Let’s start off with a discussion of the pros and cons of each of these theories. What are the benefits of each approach? What are the risks and costs associated with each? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for “HRM 587 Managing Organizational Change Week 7 Cracking the Code of Change HBR Article Discussion Question 2 Answer”. For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer Week 7: Sustain the change, creating the learning organization – Discussion Chapter 12 NASA Case Study (graded) Read the end-of-chapter case in Chapter 12 of your text and do Internet research on NASA during both disasters, with particular emphasis on the disasters’ effects on the culture. Why do you feel it is so difficult to “sustain†​ cultural change in a large organization AFTER the immediate effects of a major event like Challenger or Columbia? What role should leadership play in working to “institutionalize†​ such cultural changes? Read the end-of-chapter case in Chapter 12 of your text and do Internet research on NASA during both disasters, with particular emphasis on the disasters’ effects on the culture. Why do you feel it is so difficult to “sustain†​ cultural change in a large organization AFTER the immediate effects of a major event like Challenger or Columbia? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 7 Chapter 12 NASA Case Study Discussion Question 1 Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer
  • HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer Week 5: Diagnose, plan and implement change – Discussion nStep Practices (graded) Class, you will be the “change agents†​ for this change. Your professor will be the CEO, issuing dictates, orders, suggestions, support, ideas, and thoughts. However, you, as class members, will need to take each new piece of information and determine how it will fit into your plans for change, as change agents. Keep an eye on the new information as well as how your colleagues are addressing it. Innovation, creativity, and level headedness is key to making this week’s solution succeed. Good luck! Here’s the change: BubbleBath Inc. is a privately owned company with approximately 2,000 employees whose make up is primarily line workers. Management makes up about 20% of the company, with the remaining 1,600 people working to produce the line of bathtubs, hot tubs/spas, and designer fixtures for which the company has become famous. The company started 10 years ago working out of the initial founder’s garage, and quickly increased in size when Jacuzzis became a standard fixture in many middle-class remodels and new constructions. Due to excellent marketing strategies, BubbleBath Inc. has not experienced a downturn in sales despite the recent economic downturn in construction. Instead, they have parlayed the middle-class flight from tourism to encourage the “staycation†​ and the upgrade of the home as the new spa of the 21st Century. Profits last year were up 15% and everyone is feeling cautiously optimistic. Nevertheless, the CEO is concerned with market analysis reports that despite the staycation mentality, growth over the next two years is predicted to be stagnant to declining. Last week, as per the original exit strategy of the founding investors, the company will be restructured into a limited partnership of three people from an incorporation model of 15 shareholders. 12 of the shareholders will be paid a return of 8% on their investment, and the remaining 3 shareholders will form a limited partnership. As a result, the CEO has received word from the new partners that they want to change the operations model as follows, effective in three months: A. Discontinue the line of designer fixtures and focus solely on hot tubs and bathtubs. (This will mean eliminating two lines of 30 employees each.) B. Move the entire operation from the city of Atlanta, GA to a town 25 miles south of Atlanta called McDonough, where all 3 of the partners reside. No relocation packages will be offered, but those employees who choose to “retire†​ at the time of the move will receive a 4 weeks’ severance package. A new building which was originally intended to be a “HottubsRUs†​ factory is sitting vacant and the partners bought it for a steal. They already have a buyer for the old factory in Atlanta. C. For the first time, include a sales office right in the new production building where a showcase with sales staff will be located. Along with supplying retail stores, the company will now also sell directly, both in the office and online. Initially, 5 sales people and one sales manager will be hired. Your CEO has asked you, the managers, to come up with a change plan using Kotter’s 8-step model. What are the first things that you will do in order to create a plan for change which will maximize efficiencies, utilize current processes, and ensure that profits continue? For instant digital of the above solution, Please click on the “PURCHASE†​ link below to get the tutorial for HRM 587 Managing Organizational Change Week 5 nStep Practices Discussion Question 2 Answer For instant digital of the above solution or tutorial, please click on the below link and make an instant purchase. You will be guided to the PAYPAL Standard payment page wherein you can pay and you will receive an email immediately with a link. In case you find any problem in getting the link or ing the tutorial, please send us an email on [email protected] $10.00 – Purchase Checkout Added to cart Get now! 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