You will select a large organization, profit or nonprofit, that has recently gone through significant change. Choose an organization that you can find substantial written material documenting t
You will select a large organization, profit or nonprofit, that has recently gone through significant change. Choose an organization that you can find substantial written material documenting the change effort. Analyze the organization on the basis of the readings covered in this course and write a 5–6 page paper discussing the change effort. APA Format!
I expect you to have a minimum of 5 citations from the textbook. You are expected to utilize materials from the course and search for other sources of materials. (3 chapters attached to cite from)
Requirements
The paper should follow this outline:
- Introduction: Describe the situation, organization, and context for the change?
- Analysis: Analyze the approach taken by the change agent(s), and address the following:
- the image of the type of change held by the change agent,
- the “culture” of the setting that is changing and the role culture played in the change,
- the extent to which the (envisioned and actual) change was first or second order vs. adaptive or transformational,
- the method(s) for implementing change,
- the vision for the change, and
- how the change was communicated
- Overall Evaluation: Evaluate the quality of the change agent’s work based on class readings.
- Recommendations: Include recommendations suggesting what steps could have been taken to increase the success of the project.
Grading
Criteria for grading the paper will include:
- Use of materials from the course. I expect that your paper will make a number of references to class readings in addition to other source material.
- The use of supporting data. If you make an assertion such as “Morale at the company was at an all-time low,” on what do you base this? Or, if you suggest, “This project has had an enormous impact on customer satisfaction,” how do you know this to be true? While it is acceptable to occasionally insert some subjectivity into the analysis – be clear to identify what is a subjective opinion and what is based on more objective data sources.
- The quality of your conclusions and recommendations.
Ｃｈａｐｔｅｒ
Ｃｈａｎｇｅ Ｍａｎａｇｅｍｅｎｔ
Ｐｅｒｓｐｅｃｔｉｖｅｓ
Ｌｅａｒｎｉｎｇ ｏｂｊｅｃｔｉｖｅｓ
Ｂｙｔｈｅｅｎｄｏｆｔｈｉｓｃｈａｐｔｅｒｙｏｕｓｈｏｕ－ｄｂｅａｂ－ｅｔｏ：
医さ団園 Ｕｎｄｅｒｓｔａｎｄａｎｄｉｄｅｎｔｉｆｙｔｈｅｆａｃｔｏｒｓｔｈａｔｃａｎｃａｕｓｅｃｈａｎｇｅｔｏｆａｉー，
Ｅ雨 四墨 塾 Ａｓｓｅｓｓｔｈｅｓｔｒｅｎｇｔｈｓａｎｄｉｉｍｉｔａｔｉｏｎｓｏｆｃｈｅｃｋ１ｉｓｔｓｆｏｒｍａｎａ９ｉｎｇｃｈａｎｇｅ ｅｆｆｅｃｔｉｖｅｌｙ．
「ＬＱ－－蟹副 Ｅｖａｌｕａｔｅｔｈｅａｄｖａｎｔａｇｅｓｏｆｓｔａｇｅ ｍｏｄｅｌｓｏｆｃｈａｎｇｅ ｍａｎａｇｅｎｎｅｎｔ．
匝ＩＥ至重軍司 Ａｓｓｅｓｓｔｈｅｔｈｅｏｒｅｔｉｃａｌａｎｄｐｒａｃｔｉｃａーｖａ－ｕｅｏｆｔｈｅｐｒｏｃｅｓｓＰｅｒｓｐｅｃｔｉｖｅｏｎｃｈａｎｇｅ．
「Ｌｏｆ輔園Ｕｎｄｅｒｓｔａｎｄａｎｄａｐｐ－ｙｃｏｎｔｉｎｇｅｎｃｙａｐｐｒｏａｃｈｅｓｔｏｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔ．
”了ｈｅｑｕｅｓｔ′ｏｎ′ｓがｒｗ力ｏｓ
ｇｏ′ｎｇｒｏ／ｅｒｍｅ／′ｒ’ｓｗｈｏ
′ｓｇｏｍｇｔｏｓｔｏｐｍｅ． ”
ＡｙｎＲａｎｄ，ｗｒｉｔｅｒａｎｄｐｈｉｌｏｓｏｐｈｅｒ
３１９
３２０
ＣｈａＰｔｅｒｌＯ
Ｃ／７の堰ｅ崩超′ｍｇの？？ｅｍβのＰｅｃｒ和郎
ｏｐｔｉｏｎｓｆｏｒ Ｍａｎａｇｉｎｇ Ｃｈａｎｇｅ
Ｃｈｎｎｇｔ，１～ Ｄｉｍ，ｐｔｉｖ，二，一Ｌｉｖ（， ｗｉｔｈ．ｔ － － 一 － …
ｓｏａｔｏｐｐｏｔｙｏｆｔｈｅｏｒｇａｚａｏｎ．Ｔｈｉｓｉｓ
ｎｏｔ
ｓｏｍｅｔｈｉｎｇ
ｔｈａｔ
ｃａｎ
ｂｅ
ｔｈｉｒｄ
ｏｒｆｏｕｒｔｈ
ｄｏｗｎ
ｉｎ
ｔｈｅ
ＣＥＯ’ｓ
ｌｉｓｔ
ｏｆｔｈｉｎｇｓ
ｈｅ
ｏｒ
ｓｈｅ
ｍｕｓｔ
ｄｏ．ＶＶｅ
ｖｉｅｗｔｈｏｓｅ
ｃｈａｒａｃｔｅｒｉｓｔｉｃｓ
ａｓ
ｂｅｉｎｇｎｅｃｅｓｓａｒｙｃｏ‐ｔｒａｖｅｌｌｅｒｓｔｏｄｅｌｉｖｅｒｉｎｇａ
ｔｒｕｅｔｒａｎｓｆｏｒｍａｔｉｏｎｏｆｔｈｅｃｏｍｐａｎｙ・（Ｂｕｃｙｅｔａｌ，， ２０１７ａ，ｐｐ．２－３）．
Ａｔｒｕｅｔｒａｎｓｆｏｒｍａｔｉｏｎｉｓｄｉｓｒｕｐｔｉｖｅ．ｌｔｄｏｅｓｎ’ｔ
ｊｕｓｔｗｏｒｋ ｗｉｔｈｔｈｅｅｘｉｓｔｉｎｇ９ｏｖｅｒｎａｎｃｅ，ｔｈｅ
ｅｘｉｓｔｉｎｇｐｒｏｃｅｓｓｅｓ，ｔｈｅｅｘｉｓｔｉｎｇｂｕｄｇｅｔｉｎｇｃｙ－
ｃｌｅ，ｔｈｅｅｘｉｓｔｉｎｇｗａｙｓｏｆｄｏｉｎｇｔｈｉｎｇｓ．ｌｔｉｓｇｏ－
ｉｎｇ
ｔｏ
ｄｉｓｒｕｐｔ， Ａｎｄ
ｉｔ’ｓ
ｇｏｉｎｇ
ｔｏ ｃｒｅａｔｅ
ｃｈａｌｌｅｎｇｅａｎｄｔｅｎｓｉｏｎａｎｄｆｒｉｃｔｉｏｎ
ｉｎｔｈｅｏｒ－
ｇａｎｉｚａｔｉｏｎ．Ｂｅｃａｕｓｅ
ｉｔ
ｉｓ
ｓｏ ｄｉｓｒｕｐｔｉｖｅ，ｉｔ’ｓ
ＴｈｅｐｅｒｓｐｅＣｔｉｖｅｓｄｉｓｃｕｓｓｅｄｉｎｔｈｉｓｃｈａｐｔｅｒｉｎｃ１ｕｄｅｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔＣｈｅｃＭｉｓｔｓ，ｓｔａｇｅ
ｍｏｄｅｌｓ，ａｎｄｐｒｏｃｅｓｓａｎｄｃｏｎｔｉｎｇｅｎｃｙｔｈｅｏｒｉｅｓ，Ｔｈｅｙ ｏ掻ｅｒａｄｖｉｃｅ ｏｎ ｍａｎａｇｉｎｇｃｈａｎｇｅ， ｂｕｔｍａｋｅｎｏ ｍｅｎｔｉｏｎｏｆｔｈｅｐｅｒｓｏｎａｌｓｔｙｌｅｓａｎｄｐｒｅ危ｒｅｎｃｅｓｏｆｉｎｄｉｖｉｄｕａｌｃｈａｎｇｅ ｍａｎａｇ－
ｅｒｓ．Ｌｅｔｕｓｆｉｒｓｔ６‐１ｌｔｈｉｓｇａｐ，
Ｔｈｅ Ｄｉｒｅｃｔｏｒａｎｄ Ｎａｖｉｇａｔｏｒｌｍａｇｅｓ ｏｆＣｈａｎｇｅ Ｍａｎａｇｅｍｅｎｔ
１ｉｗｏｏｆｏｕｒｓｋｉｍａｇｅｓｏｆｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔａｒｅｐａｒｔｉｃｕｌａｒｌｙｒｅｌｅｖａｎｔｔｏｔｈｅａｐｐｒｏａｃｈｅｓ
ｅｘｐｌｏｒｅｄｉｎｔｈｉｓｃｈａｐｔｅｒ．ＴｈｅαＺｒｅｃｚｏｒｉｍａｇｅｕｎｄｅｒｐｉｎｓｔｈｅｃｈａｎｇｅｍａｎａｇｅｍｅｎｔａｐｐｒｏａｃｈｅｓ
ａｓｓｏｃｉａｔｅｄｗｉｔｈｔｈｅｗｏｒｋｏｆｌａｒｇｅｃｏｎｓｕｌｔｉｎｇｃｏｍｐａｎｉｅｓ，ａｎｄａｌｓｏｏｆａｃａｄｅｍｉｃｓｗｈｏ ｗｏｒｋ
ａｓｃｈａｎｇｅｃｏｎｓｕｌｔａｎｔｓｉｎｔｈｉｓｆｉｅｌｄ，Ｔｈｏｓｅ ｗｈｏ ａｄｏｐｔｓｕｃｈ ａｐｐｒｏａｃｈｅｓｔａｋｅ ａｓｔｒａｔｅｇｉｃ
ｖｉｅｗ，ａｄｏｐｔｉｎｇ ａ ｐｒａｇｍａｔｉｃ， ｍａｎａｇｅｒｉａｌｉｓｔａｐｐｒｏａｃｈｔｏ
ａｃｈｉｅｖｉｎｇｌａｓｔｉｎｇ ｏｒｇａｎｉｚａｔｉｏｎａｌ
ｃｈａｎｇｅ． Ｔｈｅ
ｃｈｅｃ＊山ｓｔｓ
ａｎｄ
ｓｔａｇｅ ｍｏｄｅｌｓｔｈａｔ ｗｅ
ｅｘｐｌｏｒｅ 魚１ｌｉｎｔｏｔｈｉｓ
ｃａｔｅｇｏｒｙ． Ｔｈｅｙ
ｓｕｇｇｅｓｔｔｈａｔｃｈａｎｇｅｃａｎｂｅ ｍａｎａｇｅｄａｎｄｃｏｎｔｒｏｌｌｅｄｉｎａｐｒｅｄｉｃｔａｂｌｅ ｍａｎｎｅｒａｓｌｏｎｇａｓ
ｔｈｅ
ｃｏｒｒｅｃｔｓｔｅｐｓ
ａｒｅｔａｋｅｎ，ｉｎ ｍｏｒｅｏｒｌｅｓｓｔｈｅｃｏｒｒｅｃｔｓｅｑｕｅｎｃｅ， Ｈｏｗｅｖｅｒ，ｇｉｖｅｎｔｈｅ
ｎｕｍｂｅｒｏｆｄｉ錐ｅｒｅｎｔｓｅｔｓｏｆｒｅｃｉｐｅｓａｎｄ丘ａｍｅｗｏｒｋｓｔｈａｔａｒｅａｖａｉｌａｂｌｅ，ｉｔｉｓｎｏｔａｌｗａｙｓｃｌｅａｒ
ｗｈｉｃｈｔｏａｄｏｐｔ，ｏｒｔｈｅｃｒｉｔｅｒｉａｏｎ ｗｈｉｃｈｔｈｅｃｈｏｉｃｅｓｈｏｕｌｄｂｅｍａｄｅ．
Ｃｏｎｔｉｎｇｅｎｃｙｆｒａｍｅｗｏｒｋｓｃａｎａｌｓｏｂｅｓｅｅｎａｓｃｏｎｓｉｓｔｅｎｔｗｉｔｈｔｈｅメケｅｃわｒｉ血ａｇｅ．Ｒａｔｈｅｒ
ｔｈａｎｃｌａｉｍｉｎｇｔｏｈａｖｅｄｉｓｃｏｖｅｒｅｄ“ｔｈｅｏｎｅｂｅｓｔａｐｐｒｏａｃｈ， ”ｈｏｗｅｖｅｒ，ｔｈｅｓｅ丘ａｍｅｗｏｒｋｓａｒｇｕｅ
ｔｈａｔ“ｉｔｄｅｐｅｎｄｓ“ｏｎ ａｎｕｍｂｅｒｏｆｃｏｎｔｅｘｔ 魚ｃｔｏｒｓ，ｓｕｃｈ ａｓｔｈｅｓｃａｌｅａｎｄ ｕｒｇｅｎｃｙｏｆｔｈｅ
ｐｒｏｐｏｓｅｄｃｈａｎｇｅｓ．Ｆｏｒｅ×ａｍｐｌｅ，ｏｎｅｏｆｔｈｅｓｅｃｏｎｔ無ｇｅｎｃｙｆｒａｍｅｗｏｒｋｓ，ｔｈｅｃｈａｎｇｅｋａｌｅｉｄｏ－
ｓｃｏｐｅ（ＢａｌｏｇｕｎｅｔａＬ，２０１６）ｄｏｅｓｎｏｔｏ爺ｅｒＰｒｅｓｃｒｉｐｔｉｖｅａｄｖｉｃｅｏｎｈｏｗｔｏｉｍｐｌｅｍｅｎｔｃｈａｎｇｅ
ｉｎｐａｒｔｉｃｕｌａｒｃｏｎｔｅｘｔｓ，Ｔｈａｔ丘ａｍｅｗｏｒｋｉｎｓｔｅａｄｈｉｇｈｌｉｇｈｔｓ免ｒｔｈｅｃｈａｎｇｅ ｍａｎａｇｅｒｔｈｅｃｏｎ－
ｔｅｘｔｕａｌｉｓｓｕｅｓｔｏ ｃｏｎｓｉｄｅｒ ｗｈｅｎｒｅａｃｈｉｎｇ ａｎｉｎあｒｍｅｄｊｕｄｇｍｅｎｔｗｉｔｈｒｅｇａｒｄｔｏ ｃｈａｎｇｅ
ｉｍｐｌｅｍｅｎｔａｔｉｏｎｄｅｓｉｇｎｏｐｔｉｏｎｓ，Ｔｈｉｓａｐｐｒｏａｃｈｉｓａｌｓｏｃｏｎｓｉｓｔｅｎｔｔｏｓｏｍｅｅｘｔｅｎｔｗｉｔｈｔｈｅ
′７αｙＺｇ防げｉｍａｇｅｏｆｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔ，Ｃｈａｎｇｅｃａｎｂｅｃｏｎｔｒｏｌｌｅｄｉｎｐａｒｔ，ｂｕｔｅｘｔｅｒｎａｌ
魚ｃｔｏｒｓ（ｃｏｎｔｅｘｔｕａｌｅｎａｂｌｅｒｓａｎｄｃｏｎｓｔｒａｉｎｔｓ，ｃｏｍｐｅｔｉｎｇｉｎｔｅｒｅｓｔｓ）ｃａｎ ｇｅｎｅｒａｔｅｅｍｅｒｇｅｎｔ
ａｎｄｕｎｉｎｔｅｎｄｅｄｏｕｔｃｏｍｅｓｏｖｅｒｗｈｉｃｈｔｈｅｃｈａｎｇｅ ｍａｎａｇｅｒｈａｓｌｉｔｔｌｅｏｒｎｏｉｎｆｌｕｅｎｃｅ．
Ｔｈｅ
ｉｄｅａ
ｏｆｅｓｔａｂｌｉｓｈｉｎｇ “ｆｉｔ” ｂｅｔｗｅｅｎ
ｃｈａｎｇｅｉｍｐｌｅｍｅｎｔａｔｉｏｎ
ａｎｄ ｏｒｇａｎｉｚａｔｉｏｎａｌ
ｃｏｎｔｅｘｔｉｓｎｏｔｃｏｎｓｉｓｔｅｎｔｗｉｔｈａｐｒｏｃｅｓｓｕａｌｖｉｅｗ ｏｆｃｈａｎｇｅ．Ｐｒｏｃｅｓｓｔｈｅｏｒｉｅｓｓｅｅｃｈａｎｇｅ
ｕｎあｌｄｉｎｇｏｖｅｒｔｉｍｅｉｎａ ｍｅｓｓｙａｎｄｉｔｅｒａｔｉｖｅ ｗａｙａｎｄｔｈｕｓｒｅｌｙｏｎｔｈｅｉｍａｇｅｏｆｃｈａｎｇｅ
ｍａｎａｇｅｒａｓ“の’Ｚｇのｏｒ．Ｈｅｒｅ，ｔｈｅｃｈａｎｇｅｏｕｔｃｏｍｅｓａｒｅｓｈａｐｅｄｂｙａｃｏｍｂｉｎａｔｉｏｎｏｆｆａｃｔｏｒｓ
ＣｈａＰｔｅｒｌＯ
Ｃ方の増ど崩‘”〃”ｇｅ′７７ｅ用弁ｅなｌｐｅメルｅｓ
３２１
ｉｎｃｌｕｄｉｎｇｔｈｅｐａｓｔ，ｐｒｅｓｅｎｔ，ａｎｄｆｕｔｕｒｅｃの７ｒｅｘｚｉｎｗｈｉｃｈｔｈｅｏｒｇａｎｉｚａｔｉｏｎｆｕｎｃｔｉｏｎｓ；ｔｈｅ
ｓｚ心“α打ｃｅｏｆｔｈｅｃｈａｎｇｅ；ｔｈｅｉｍＰ１ｅｍｅｎｔａｔｉｏｎ〃ｍｃｅｓｇ刀ｏ／ｍｃｑ／わｅんαｖｚｏｒ，ｉｎｓｉｄｅａｎｄ ｏｕｔ－
ｓｉｄｅ
ｔｈｅ
ｏｒｇａｎｉｚａｔｉｏｎ； ａｎｄ
ｔｈｅ
ｉｎｔ&
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