MGT 435 Full Week 3 (Assignment, Discussions & Quiz)

MGT 435 Full Week 3 (Assignment, Discussions & Quiz)

MGT 435 Week 3 Assignment: Change Model

MGT 435 Week 3 Discussion Question 1 – Tools of Organizational Change: Select one of the following tools: the nine steps in Ackerman and Anderson’s roadmap for change, Cummings and Worley’s five dimensions of leading and managing change, or the three components of organizational change. Explain how a leader could use this tool in guiding an organizational change. Review several of your peers’ posts. Respond to two peers who did not choose the same tool as you. Discuss the similarities and differences between the tools.

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MGT 435 Week 3 Discussion Question 2 – Change at The Top: After reading the Forbes articles “Six Reasons Tim Cook Is Doing A Great Job As Apple’s CEO” and “All Excuses Aside, Apple’s Major Problem Is Tim Cook,” explain the impact you think the transition from Steve Jobs to Tim Cook has had on Apple’s primary stakeholder groups: customers, employees, and investors. In what ways do you think Tim Cook’s leadership has changed Apple? Review several of your peers’ posts. Discuss any similar or opposing perspectives you have, with at least two of your peers. Take care to be professional and polite even if your beliefs or viewpoints differ.

MGT 435 Week 3 Quiz (Questions & Answers)

1. Question: Alan Mulally’s strategy to turn Ford around was known as the __________, which was characterized by the mantra __________.
2. Question: When aligning people with an organization’s vision, leaders should consider __________.
3. Question: According to the stakeholder matrix, if the stakeholder is assessed as nonsupportive, which of the following strategies should be used?
4. Question: In Cummings and Worley’s five dimensions of leading and managing change model, identifying key stakeholders is as aspect of __________.
5. Question: For which company did Alan Mulally previously work that prepared him for implementing change at Ford?
6. Question: At which level does aligning the organization to a new vision begin?
7. Question: What is a company’s C-suite?
8. Question: Which is the first step of Warrick’s six-step change implementation process?
9. Question: All of the following elements are part of an organization’s vision EXCEPT __________.
10. Question: The role of a sponsor for large-scale, strategic organizational change is typically assigned to ____.

ADDITIONAL INFORMATION 

Tools of Organizational Change

Introduction

If you’re a change agent, then you know that the tools of organizational change are critical. But often times they are overlooked or underutilized. In this article, we will look at three essential tools that every organization should have in place to make radical changes: visioning, core business systems and leadership styles.

Creating visions of the future

Developing a vision of the future is a critical part of organizational change. A vision gives you direction and focus, as well as provides insight into how you want to be seen by others. It can also help drive your team’s behavior, which will ultimately shape their work together.

The most important part about creating a vision is that it should be grounded in reality. You need to make sure that there are real opportunities for growth or improvement within the organization, otherwise it won’t be worth pursuing at all!

To create this kind of roadmap for yourself and/or your team, try writing down three things that make up some aspect(s) of what your organization looks like today (e.g., “I am responsible for…”). Then think about what would happen if those things changed dramatically over time (e..g., “If I manage my responsibilities differently than they currently are…”). Finally add some specifics here—say something along these lines: “I will continue working on this issue until we have resolved it completely.”

Strengthening core business systems

Business systems are the tools used to run the business. They include accounting, HR and IT (information technology). These systems should be aligned with the company’s vision and mission, as well as flexible and adaptable to changing conditions. It is also important that they are consistent with your core values: if you want a respectful culture at work or in society then it’s crucial that everyone feels supported by their colleagues.

Developing a leadership style that is flexible, adaptive and innovative

Leadership style is the way that leaders communicate and interact with their followers. It can be described as the outward appearance or behavior of a leader, including style, mannerisms and other factors that influence how people perceive them.

The most effective leaders are flexible in their leadership styles because they know when to shift from one approach to another based on the situation at hand. They also understand the importance of being adaptive so that they can change course quickly if necessary without losing momentum in any particular direction. Innovative leaders are those who constantly look for new ways of doing things instead of sticking with what has worked in the past; this mindset helps them stay ahead of trends while still remaining true to themselves as individuals and professionals alike!

Leaders should always be inclusive—they need everyone on board with whatever effort needs making before launching into action (or inaction). Empowering employees means giving them autonomy over certain tasks within their respective departments/businesses; this gives each member more freedom than ever before because now there’s no longer someone else telling him/her what needs doing! Inspiring employees comes naturally when leadership teams inspire each other through positive examples rather than berating others verbally/verbally via memos/letters etcetera..

These three tools are crucial to change, but they are often overlooked.

These three tools are crucial to change, but they are often overlooked. They’re not the only tools that can help with change, but they’re important ones. The first tool is the “change agenda,” which is a set of goals and objectives for how you want your organization to function in the future—or even just what’s already happened over time (for example: “We want to improve our sales team’s performance”). The second tool is called “change management.” This involves making sure everyone knows what was planned for changes on both sides of any given transaction or project; communicating those plans clearly; setting expectations around how long things will take; keeping people up-to-date on progress via regular meetings or other channels like email blasts every two weeks; providing resources as needed during implementation so that nothing gets forgotten about along the way (and no one feels overwhelmed). Finally there’s communication itself: an opportunity for everyone involved in making these changes feel heard while also giving them ownership over their own experience with them once they’ve completed said tasks successfully…

Conclusion

The tools we’ve discussed are just the tip of the iceberg—there are many other organizational change practices that can be used to help organizations succeed. But if you think back to what we said earlier about how these tools work together, it should be clear that they are not just a collection of individual tactics, but a whole suite of ways to plan for change. In fact, one of our other tips for making your organization more resilient is to start thinking about all possible scenarios for future change and then developing plans for each one. This way, when something happens out in the world (like Brexit), you won’t be surprised by it or thrown off by it—you’ll know exactly what steps need to be taken in order for things like Brexit-like events never happen again!