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1Question 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 Rand’s Six 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 Rand’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. (TCO 3) 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 discuss some
of the “unanticipated outcomes” which occurred during the change process in ONE
of the two companies you studied this term. First state the company and the
change process. Then, state at least two unanticipated outcomes from the change
process, and whether they were negative or positive. If negative, what could
have been done to avoid these outcomes? If positive, what could have been done
(or what was done) to accentuate these (and why were they unintended?) Do you
feel the unintended consequences were greater or less than the intended ones?
Why do you think so? Explain in depth. (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 lead a project changing the company from the use of a
performance management system/appraisal method where supervisors get to decide
the ratings and rankings of their particular direct reports and each person’s
subsequent raise amount, to a new method where “forced ranking” is implemented.
This means that Department Heads get copies of all of the ratings of their
entire department members from the supervisors, and then rank each employee to
other employees in the department, and then, each employee is ranked throughout
the company overall. The person who ultimately determines the final
rating/ranking and raise for each employee is typically two to three levels
above. The head of HR feels this will cut down on the amount of lawsuits over
unfair ratings as well as it will assist them in ensuring parity of raises
across the system. In the past, raises were all over the board – supervisors
got a pot of $ and divided it as they saw fit. Now, they will be 1-4% - based
on the final rankings done by the top management. Supervisors will have little
to no input into their team’s raises going forward.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 method would you choose if you used one? Of the two methods (OD or
nStep), 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) Page 2
Question 1. 1. (TCO A) The
following manager “image” of change would most likely be which “image” of
change?This manager of change follows Kotter’s checklist like a recipe, and
will first establish a sense of urgency, and expect the others in the team to
follow in suit. In this case, the manager will assume that the new change is
going to be better, and then will work toward that change happening. (Points :
7) Navigator image Caretaker image Interpreter image Director image Janitor
image
Question 2. 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
Question 3. 3. (TCO B) Which of
the following best defines the “7-S” 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
Burke-Litwin model differentiates between what two factors, better than other
models? (Points : 7) Transformational change and environmental change
Transactional change and transformational change Environmental change and
structure Motivation and leadership Performance and motivation
Question 6. 6. (TCO C) A very
broad-ranging diagnostic tool for change agents which should be used as a
starting point when an organization has ignored the impact of trends on the
business is (Points : 7) diagnosis by image. diagnosis by scenario analysis.
diagnosis using the PESTEL framework. diagnosis by gap analysis. diagnosis by
transubstantiation
.Question 7. 7. (TCO D)The
actions of a visionary leader casting appropriate roles, engaging in dialogue
to create message appeal, and directing the change through verbal and
non-verbal behaviors is called (Points : 7) scripting. performing. staging.
norming. framing.
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) Self-Awareness. Social
Awareness. Relationship Management. Self-Management. Personal and Social.
Question 9. 9. (TCO G) The
“inspirational leadership” style of communicating change as described by
Reardon and Reardon states that a leader’s communication strategy for
successful change will do the following: (Points : 7) create consensus; the
main communication process is simply involvement. focus on performance and results
orientation; the communication will direct people toward tasks. totally and
irrationally immerse him/herself in the overwhelming amount of change to enact,
the leader will spray information about the change daily and pray that others
will take the message and run, inspiring others to act accordingly. develop a
vision of the future and encourage a cohesive community of other change leaders
who will support the vision by communication through creating trust and getting
people mobilized around the change effort. hire a pastor to come and work with
the organization.
Question 10. 10. (TCO G) Crisis
management communication strategies for corporate situations which create
injury or massive environmental damage (such as the BP Gulf Oil Disaster) might
include any of the following, but almost always should include this one very
important piece: (Points : 7) total and full denial of blame. shifting the
blame. apology. shift the blame and apologize. initial delay/silence while
reviewing victim responses to the crisis.
Question 11. 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.
Question 12. 12. (TCOs F, G, H)
Review this scenario.Drug Company CRZ is notified that its new anti-depressant
drug, “Interplay” is causing its patients to experience hallucinations and
serious heart palpitations. The FDA issues a recall and investigation. Company
CRZ reviews the formula and invests $95 million in new research and
development. Five of the scientists go to the department head and state that
they believe the new version of the drug will actually be worse than the older
version, and that the drug needs to be scrapped entirely. The company has
already announced to their shareholders they expect FDA approval in the next 6
months, so he orders them back to the drawing board, and gets authority for
another $85 million in R&D. Interplay gets final approval from the FDA in 6
months, and the new medication releases to the public. The department head is
promoted to Executive Vice President of the company. In 6 months, the drug is
determined to have killed 6% of its users and is being called the “new LSD of
the 21st Century.” In the debriefing stage, the Ex-Executive VP is heard to
say, “We had put so much $$ into it, I just had to see this through to
fruition.”Which of the following statements is most applicable and appropriate
to use in this situation? (Points : 8)
Expect some unanticipated
outcomes. Be alert to some measurement limitations. Don’t declare victory too
soon. Beware escalation of commitment.
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