Change is the movement away from its present state toward a desired future state. Organizations are constantly changing, but organizational change typically refers to the large-scale changes that are sometimes needed to reset the organization. Inevitably, change processes will meet with resistance. This paper will examine how resistance can be a driver in the change process, rather than an obstacle. There is a substantial body of literature that discusses how organizations can overcome resistance to change. One tactic is to accept that some resistance is rational, and reflects legitimate concerns -- no manager should assume that his or her initial change tactic is bulletproof. The organization can benefit from managerial discretion in working with resistance to improve the change process.
Literature eview

Fleming and Spicer (2007) underline power and resistance as two movements, feeding off of each other. They focus on the struggles that occur as part of the change process. Managers…...

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References

Buchanan, D. & Badham, R. (2008) Power, Politics, and Organizational Change: Winning the Turf Game. London: Sage. (pbk)

Fleming, P. & Spicer, A. (2007) Contesting the Corporation: Struggle, Power and Resistance in Organizations. Cambridge: Cambridge University Press.

Kotter, J. & Schlesinger, L. (1979) 'Choosing strategies for change', Harvard Business Review 57(2): 106-114.

Kotter, J. (1995) 'Leading change: Why transformation efforts fail', Harvard Business Review 73(2): 59-67.

Organizational Change
The Burke-Litwin Model contains twelve organizational variables. Each of these variables is interconnected, so that changes in one variable will affect the others. Also built into the model is the idea that change can occur as the result of a concerted effort to change multiple variables. Ideally, an organizational change program will be strongest when all of the different variables are aligned in the direction of the desired change. Some variables may require minimal adjustment while others may require significant adjustment. The twelve variables are the external environment, mission and strategy, leadership, organizational culture, structure, management practices, systems, work unit climate, task requirements, motivation, individual needs and values. The external environment in this model is filtered through the ten other variables, with the outcome being organizational performance (Falletta, 2008).

The Burke-Litwin model is organized by the most important factors at the top, with the factors becoming less important as they…...

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Works Cited:

Falletta, S.V. (2008). Organizational Diagnostic Models: A Review & Synthesis. Leadersphere, Inc. Retrieved from http://leadersphere.com/img/OrgmodelsR2009.pdf

Burke, W.W. & Litwin, G.H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. Retrieved from ProQuest.

McNamara, C. (2007). Organizational change and development. Free Management Library, Retrieved from  http://managementhelp.org/organizationalchange/

Organizational Change Plan -- Part III:
As explained in the previous articles, the setting up of an Electronic Medical ecord in a healthcare facility is a positive measure to improve the efficiency of the facility and cope up with the constantly changing technological world. The implementation of the system in a health facility is also beneficial in enhancing the quality of services, productivity, and the overall output. One of the most important parts of the implementation process is to determine the efficiency of the organizational change once it executed. The evaluation includes the use of various initiatives that examine the probable results of measurement strategies that are linked to the process. Following the implementation of the organizational change, determining its effectiveness helps in evaluating the cost, quality, and satisfaction outcomes of the change. Since the change is monitored gradually to promote its general acceptance by workers and smooth integration into the…...

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References:

Kotecha, J.A. & Birtwhistle, R.V. (2008). Electronic Medical Records. Canadian Medical

Association Journal, 178(10), 930-931. Retrieved from  http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?cmd=Retrieve&db=PubMed&dopt=Citation&list_uids=18591531 

"Measuring Outcomes." (n.d.). Intermediary Development Series. Retrieved from University of Nebraska website:  http://www.nebhands.nebraska.edu/files/Measuring%20Outcomes.pdf 

Otieno et. al. (2008, January 12). Measuring Effectiveness of Electronic Medical Records

Exploring the complex web of meaning and interpretation attached to concepts like nostalgia would illuminate aspects of resistance in ways that current rationality-based theories do not. Greater attention to affect, identity, symbolism, aesthetics, and related subjects would provide a useful balance to change and innovation research. It is important to acknowledge the many sides of human beings and consider how they may figure in starting, sustaining, and resisting change.
We shall now propose a process model for understanding institutional change at the organizational field level of analysis. This process model consists of five overlapping stages of institutional change: (1) pressures for change; (2) the sources of new practices from institutional entrepreneurs; (3) the processes of deinstitutionalization and reinstitutionalization; (4) the dynamics of deinstitutionalization and re- institutionalization; and (5) reinstitutionalization and stability. We see this process model as useful for integrating much of the literature on institutional change. While this literature…...

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But boundaries and behaviors are not fixed: structuration does not produce perfect reproduction (Goodrick and Salancik, 1996; Ranson, Hinings, and Green- wood, 1980). The boundaries of organizational com- munities are constantly under review and subject to redefinition and defense; they are the outcome of ongoing claims and counterclaims (Greenwood, Suddaby, and Hinings, 2002). Institutional processes may, generally, work to- ward field stability. However, there are always differences of interpretation and emphasis that may be temporarily resolved by socially negotiated consensus. The appearance of stability is thus probably misleading (e.g. Sahlin-Andersson, 1996, p. 74) and fields should be seen ?not as static but evolving? (Hoffman, 1999, p. 352). There may be times when fields may even ?resemble institutional war? (p. 352). Boundaries between organizations often exhibit phases of isomorphic stability.

Conclusion

This paper suggests a number of new patterns that could be woven into the tapestry. Doing so will require some unraveling, but as the tapestry is rewoven and grows, it will become even more vibrant and illuminating.

Organizational Change Management Plan
The pervasive adoption of home care treatment programs over their more costly and less flexible institutionalized counterparts is forcing rapid change throughout the healthcare industry. Many of these changes are predicated on serving the patient more effectively, and this often encompasses their treatment programs, the level of patient satisfaction attained with their remote care, and the effectiveness of remote support and treatment from trained healthcare professionals. Telemedicine's potential to significantly improve patient outcomes is showing significant progress and is increasingly monitored as a quality management program using Six Sigma for example (Yun, Chun, 2008). Seeing remote healthcare in homes via telemedicine and ancillary technologies requires the healthcare professionals supporting these systems to change their perception of their jobs, how they evaluate their roles, and what excellence in their professions are.

Monitoring Implementation of the Change Management Plan

The shift to telemedicine-based homecare delivery systems that rely on patient record…...

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References

Beaubien, L. (2013). Technology, change, and management control: A temporal perspective. Accounting, Auditing & Accountability Journal, 26(1), 48-74.

Benamati, J., & Lederer, A.L. (2000). Rapid change: Nine information technology management challenges. INFOR, 38(4), 336-358.

Beugr, C.D., Acar, W., & Braun, W. (2006). Transformational leadership in organizations: An environment-induced model. International Journal of Manpower, 27(1), 52-62.

Bloodgood, J.M., & Salisbury, W.D. (2001). Understanding the influence of organizational change strategies on information technology and knowledge management strategies. Decision Support Systems, 31(1), 55-69.

Change Plan
Effectiveness of the organizational change

There are various questions that the leaders of the organization have to ask themselves such as what happened after the changes? Were the expected results got? What were results got that were unexpected? Did the performance of the organization improve? Did the performance decline? Do any adjustments need to occur? The changes that have been implemented should be reflected on the performance of the organization. Improvement in the organization performance cannot occur unless there is a way that the organization can get feedback on the performance. Measuring the performance outcome creates a link between the organization's behavior and the goals set in the change plan (Gonzalez, & Chapa, 2010).To determine whether or not the change that has been proposed is effective there is need for both outcome and process measures. The change has been implemented there should be analysis done to determine the effectiveness of…...

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References

Advameg, Inc. (2013).Performance measurement. Retrieved 18, March 2013 from  http://www.referenceforbusiness.com/management/Or-Pr/Performance-Measurement.html 

Gonzalez, K. & Chapa, K. (2010).Performance Measurement: organizational changes and outcome monitoring. Retrieved march 18,2013 from  http://www.google.co.ke/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&ved=0CEUQFjAC&url=http%3A%2F%2Frepositories.tdl.org%2Futswmed-ir%2Fbitstream%2Fhandle%2F2152.5%2F1089%2FperfMeas.ppt%3Fsequence%3D1&ei=5iJHUemNE8vTPNO5gVg&usg=AFQjCNHUtcCptlAx_SYnAc9BMW1vxERRJw 

Landahl, N. (2010). How to measure effectiveness of change in business. Retrieved March 18, 2013 from http://www.ehow.com/how_7383164_measure-effectiveness-change-business.html

Wordpress.com. (2011). Measuring Change at the Process and Outcome Levels. Retrieved March 8,203 from  http://thechangecollaborative.wordpress.com/2011/09/06/measuring-change-at-the-process-and-outcome-levels/

Organizational Change Plan Part II
Change Methods

The modern world demands for organizational change. Hospitals in particular need change to handle the growing problem of elopement or, intended leaving of a medical facility after person is aware of not having permission to do so. Organizational change to solve such a problem can come from several areas. Some of which may involve new leadership or new ways to assess any changes throughout the day. New leadership could bring in, an organizational change through plans that involve changing the way staff behave and think in regards to certain activities like elopement and how to manage such potential incidents.

The first towards implementing any kind of organizational changes in regards to reducing elopement is to understand the type of patients most likely to elope from the hospital. Patients with Alzheimer's or Dementia or most likely to elope. If staff are informed from the beginning of a…...

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References

Aud, M.A. (2004). Dangerous wandering: Elopements of older adults with dementia from long-term care facilities. American Journal of Alzheimer's Disease and Other Dementias, 19(6), 361. Doi: 10.1177/153331750401900602

Gupta, A. (2013). Business strategy implementation and strategic management: An analytical study. INTERNATIONAL JOURNAL OF Management AND DEVELOPMENT STUDIES, 2(6), 11-16. Retrieved from http://www.ijmds.com/admin1/adminsettings/upload/AbhishekGupta2.pdf

Kaminski, J. (2011). Theory applied to informatics -- Lewin's Change Theory. Canadian Journal of Nursing Informatics, 6(1), 1. Retrieved from  http://cjni.net/journal/?p=1210 

Rhydderch, M., Elwyn, G., Marshall, M.N., & Grol, R.P. (2004). Organisational change theory and the use of indicators in general practice. Quality & Safety in Health Care, 13(3), 213. doi:10.1136/qshc.2003.006536

This is where the Emotional Intelligence (EI) of a leader becomes critical (McEnrue, Groves, Shen, 173, 174). To the extent a leader can nurture and create trust with their subordinates is to the extent they can create a positive perception of change, where employees identify and even own parts of the processes critical for change to strategies, systems, processes and procedures to be successful. It is in the approach leaders take to managing change and gaining ownership among employees that lasting change can be successfully managed. esistance to change cannot be accomplished through formal channels; there must be a more transformational role to managing organizational change that is more dependent on a leader's ability to inspire confidence in their judgment and abilities than blind faith in their position level in the organization.
Trust in Leaders is Critical for Lasting Organizational Change

The ability of a leader to have a transformational effect…...

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References

Robert Gandossy, Robin Guarnieri. (2008). Can You Measure Leadership? MIT Sloan Management Review, 50(1), 65-69. Retrieved April 3, 2009, from ABI/INFORM Global database. (Document ID: 1570723551).

Tom Karp, Thomas I. Tveteraas Helgo. (2009). Reality revisited: leading people in chaotic change. The Journal of Management Development, 28(2), 81-93. Retrieved April 2, 2009, from ABI/INFORM Global database. (Document ID: 1632344561).

Mary Pat McEnrue, Kevin S. Groves, Winny Shen. (2009). Emotional intelligence development: leveraging individual characteristics. The Journal of Management Development, 28(2), 150-174. Retrieved April 4, 2009, from ABI/INFORM Global database. (Document ID: 1632344611).

In such situations, it still is pertinent to create some kind of agreement with regard to the current scope of work in relation to the consultant. (Gayle, 1993)
It could be said that the consultants engaged with firms experiencing change is required to adhere to the following important steps. The consultant is required to define the project goals and scope and inform employees about their anticipations. They are required to offer personal training to the leader(s) when the firm is undergoing transition. The consultant is required to choose suitable persons to include in the team. There is a necessity to have the support of other senior managers as well as stakeholders in the project goals and scope and offer a channel for important managers to offer necessary direction at crucial decision points in the system. The consultant is required to be certain that someone is liable to each detail of…...

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References

Burrello, Kelly N. (n. d.) "Change Management: The Consultant's Role" Retrieved 14 October, 2007 at  http://www.diversitydtg.com/articles/change-management.htm 

Davey, Neil G; Alderfer, Clayton P. (1972, Dec) "The External Consultant's Role in Organizational Change" Administrative Science Quarterly, vol. 17, no. 4, pp. 617-618.

Gayle, Moller. (1993, Summer) "The Consultant as Organizational Change Agent" New

Directions for Adult and Continuing Education, vol. 58, no. 4, pp: 73-79.

Organizational Change
In late 2003, FedEx announced the acquisition of Kinko's, the chain of office stores, for $2.4 billion. In part, the deal was a response to the purchase of Mailboxes, Etc. By UPS two years previous. The Kinko's deal with clearly a response to that move, but there were also some perceived synergies for FedEx. The customers of Kinko's tended to be small businesses, many of which overlapped with FedEx's own customer base. As such, the idea that traffic could be driven from Kinko's to FedEx, and vice versa, was one of the key strategic considerations behind the acquisition (Flanigan, 2003). At the time of the acquisition, Kinko's had sales of $2 billion and 22,000 employees. FedEx immediately began installing counters in the Kinko's stores and making the transition to a culture and organizational structure more like that of FedEx. Five years later, the Kinko's name was eliminated, FedEx took…...

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Works Cited:

Deutsch, C. (2007). Paper jam at FedEx Kinko's. New York Times. Retrieved April 30, 2012 from  http://articles.latimes.com/2003/dec/31/business/fi-flan31 

Flanigan, J. (2003). Tale of two small enterprises climaxes in FedEx's acquisition of Kinko's chain. Los Angeles Times. Retrieved April 30, 2012 from

Change Management
An organizational change in a company involves a major change in processes or systems such as organizational structure, business model, leadership direction, strategy, objectives and technology. In the retail business the focus is on customer service and growth often brings about changes. This paper will explore the organizational change happening in a regional retail store selling home furnishings and art.

The store desires to expand its product offerings by opening an art gallery in the store and offering a wider range of furniture and decor in the store. The planned gallery will sell art from local artists on a consignment basis. The store's business model is offering handmade items from different countries priced for average consumers with a few high end pieces for the occasional collector. In order to facilitate this change the store needs to hire additional staff and reorganize its existing layout. The store has developed this change…...

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References

Austin, John (1 July 2009). Mapping Out a Game Plan for Change. Retrieved January 5, 2011 from  http://www.shrm.org/TemplatesTools/Samples/SupervisoryNewsletter/Pages/MappingOutaGamePlanforChange.aspx 

Gurchiek, Kathy (1 Sept. 2008). Slay Fear of Dragons by Creating Culture for Change. Retrieved January 6, 2011 from  http://www.shrm.org/about/news/Pages/SlayFearofDragons.aspx 

Hughes, Charity (9 Sept. 2008). Take These Steps to Lead Effective Change Initiative. Retrieve January 5, 2011 from  http://www.shrm.org/hrdisciplines/orgempdev/articles/Pages/LeadEffectiveChange.aspx 

Mirza, Beth (20 Aug. 2008). Organizational Change Starts with Individual Employees. Retrieved 4 January 2011 from  http://www.shrm.org/hrdisciplines/businessleadership/articles/Pages/StartwithIndividualEmployees.aspx

Organizational Change and Development
This is an article on various aspects of change with special emphasis on the factors for change and subsequent OD activities. It has 11 sources.

Change is invariable in any management setting though it is concerned with the whole organization or only certain key management roles. Even though change in any form is one of the most contentious issues to deal with, it must be said that change is a very important as it drives an organization towards positive goals. Change must happen from time to time and may be termed as positive or negative depending on the tangible effects that it creates in the organization. For example computerization may be called as a progressive change when we consider the rise in efficiency of the whole organization. However, too much computerization will also reduce the human element in the company and may bear heavily on the firm, if…...

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Works Cited

Beckhard, R., Organization development: Strategies and models, Reading, MA: Addison- Wesley, Reading, MA, 1969, p. 9, retrieved at On March 26, 2004http://www.alumni.caltech.edu/~rouda/T3_OD.html.

Robert H. Rouda & Mitchell E. Kusy, Jr., Organization Development the management of chang," retrieved at On March 26, 2004http://www.alumni.caltech.edu/~rouda/T3_OD.html.

Harold Koontz and Cyril O'Donell, (1978), Essentials of management, New Delhi: Tata Mcgraw Hill Co, pp 10-50

Chris, Argyris, (1957), Personality and organization, New York: Harper and Row

Organizational Change
Brief Summary of Prior Work

At IHC there have been two elopement breaches, and this has resulted in a change in the elopement policy. Although the incidents were reported to the authorities in a timely manner, at issue is how IHC can prevent another elopement incident from occurring in the future. There are currently two issues to be addressed in the organization's plan. The first is to prevent elopements and the second is to improve the speed at which we find the person.

It was previously noted that there might be some organizational barriers to implementing the proposed changes. For example, some of the changes involve increasing security barriers that restrict freedom of movement within the facility, and in/out of the facility. There is also a high level of employee burnout and the changes might add to their work load, causing resistance. Nurses will be more accountable for patient whereabouts, and…...

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References

Bond, B. (2013). Strategies for measuring organization change. Bureau of Justice Assistance. Retrieved May 26, 2014 from  http://www.smartpolicinginitiative.com/sites/all/files/SPI%20Measuring%20Change%20Webinar%20FINAL.pdf 

FAO. (2014). Budgetary control. FAO Corporate Document Repository. Retrieved May 26, 2014 from  http://www.fao.org/docrep/w4343e/w4343e05.htm 

Kotter, J. (2011). Before you can get buy-in, people need to feel the problem. Harvard Business Review. Retrieved May 26, 2014 from  http://blogs.hbr.org/2011/02/before-you-can-get-buy-in-peop/ 

Mullaly, M. (2014). Measuring organizational change. Infolific. Retrieved May 26, 2014 from  http://infolific.com/technology/project-management/measuring-organizational-change/

The result of Kleinfeld's tremendous changes was been a thriving company, but a demoralized workforce. This result highlighted the problem with instituting change and the types of internal resistance innovative managers have been forced to deal with when overhauling failing companies.
In fact, one of the primary concerns that employees have had when there has been any type of major corporate restructuring has been the fear of layoffs. hen Spirit Aerosystems spun off from Boeing and was purchased by Onex Corp., its employees feared that layoffs were imminent. hile there were some lay-offs, the majority of the employees were retained and were also highly compensated for their role in helping make Spirit's IPO successful. The retention of so much of the workforce reflected a major change in corporate strategy; cooperation between workers and management. This change was exceptionally notable because the motive behind Boeing's decision to spin-off Spirit was largely…...

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Works Cited

Arndt, Michael. "McDonald's 24/7." Businessweek 5 Feb. 2007: 65-72.

Berner, Robert. "Chanel's American in Paris." Businessweek. 29 Jan. 2007; 70-71.

Byrnes, Nanette and Peter Burrows. "Where Dell Went Wrong." Businessweek. 19 Feb. 2007;

Engardio, Pete. "Beyond the Green Corporation." Businessweek. 29 Jan. 2007: 50-64.

Indeed, this is pointing out that culture -- along with organizational change -- is a double-edged sword that when managed properly will provide organizational benefits. To do otherwise may mean the demise of the continuity and operability of the organization. y taking to heart the contents and insights from all three articles, any person that will be part of the change management initiative of the organization will have the tools, techniques and knowledge that can be applied to whatever situation that will be faced whenever organization change is being implemented.
Nothing is indeed as constant as change and the assignment drives home this point especially with regards to organizational change. Since this will be faced by anyone belonging to an organization, knowing the intricacies of the matter should be de rigueur to ensure that once change happens or is happening, there will be less surprises. The articles read are invaluable…...

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Bibliography:

Dunphy D. & Stace, D. (1993). The strategic management of corporate change human relations, 46(8): 905-920.

Nadler, D.A. & Tushman, M.L. (1989). "Organizational framebending: Principles for managing reorientation." Academy of Management Executive, 3(3): 194-204.

Sathe, V. 1983. "Implications of corporate culture. A manager's guide to action." Organizational Dynamics, 5 -23.

1. A case study on the impact of social media on consumer behavior
2. Analyzing the success factors of a popular brand through a case study
3. Exploring the ethical implications of a controversial business decision in a case study
4. Evaluating the effectiveness of a company's marketing strategy based on a case study
5. Investigating the challenges faced by a startup company in a case study
6. Examining the role of leadership in organizational change through a case study
7. Analyzing the impact of globalization on a specific industry in a case study
8. Discussing the implications of a major data breach on a company's reputation....

Principles of Business Essay Topics

Ethics and Social Responsibility

The Importance of Ethical Decision-Making in Business
Sustainability and Corporate Social Responsibility: Balancing Profits and Planetary Health
The Role of Business in Addressing Social Issues
Whistleblower Protection and the Ethical Obligations of Employees

Innovation and Entrepreneurship

The Role of Innovation in Driving Business Growth
The Entrepreneurial Mindset: Characteristics and Erfolgsfaktoren
Creating an Innovative Work Environment
The Impact of Technology on Business Innovation

Leadership and Management

Effective Leadership Styles: Authoritarian, Democratic, and Laissez-faire
Motivating Employees: Theories and Best Practices
The Importance of Diversity and Inclusion in Management
Managing Organizational Change: Challenges and....

I. Introduction
A. Hook: Leadership plays a crucial role in achieving success and driving change.
B. Background: Define leadership and its significance in various fields, such as business, politics, and education.
C. Thesis statement: A strong leader possesses certain qualities and skills, and their ability to inspire and guide others towards a common goal is essential for success.

II. Body Paragraph 1: Qualities of a Strong Leader
A. Topic sentence: Strong leaders demonstrate excellent communication skills.
1. Supporting detail: Effective communication promotes clarity and helps leaders convey their vision.
2. Supporting detail: Active listening skills enable leaders to understand and address....

Formulating Proposals for Strategic Leadership Resource Development

Introduction

Developing a strong strategic leadership resource is essential for organizations to navigate complex and dynamic business environments. This resource encompasses the knowledge, skills, and capabilities that enable leaders to effectively define and execute strategic initiatives, drive organizational change, and achieve sustainable competitive advantage. To formulate effective proposals for developing this resource, a comprehensive approach is required.

Needs Assessment

Conduct a thorough analysis of the existing strategic leadership capabilities within the organization.
Identify gaps and areas for improvement through interviews, surveys, and data analysis.
Assess the current and future strategic challenges facing the organization to determine....