I need a minimum of 100 words for each of the assignments on both A and B assignments
UNIT 1
A
Describe the role of organizational development in contemporary organizations. How does organizational development help organizations prepare for or implement change? Provide an example from your organization.
B
What environmental forces drive organization development in your field or industry? What are the steps successful organizations take when responding to change? Have you experienced forces of change in your work environment? How did the changes affect your organization?
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read the Introduction and Chapter/Step 1 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. Chapter 2: Successful Change and the Force That Drives It
Read “Chapter 2: Successful Change and the Force That Drives It,” by Kotter, from the online eBook, Leading Change (1996).
2. Chapter Twenty Two: Managing Change
Read “Chapter Twenty Two: Managing Change,” by Lewthwaite, from the online eBook, Everything You Need for an NVQ in Management (2000).
3. Empirical Development of a Model of Performance Drivers in Organizational Change Projects
Read, “Empirical Development of a Model of Performance Drivers in Organizational Change Projects,” by Parry et al., from Journal of Change Management (2014).
UNIT 2
A
Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?
B
According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?
Resources
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. Change Management: The Secret Sauce of Successful Program Building
Read “Change Management: The Secret Sauce of Successful Program Building,” by Periyakoil, from Journal of Palliative Medicine (2009).
2. Leading Change Through Vision
Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).
UNIT 3
A
Compare and contrast two different change models. What leadership approach would you use to implement your preferred model? Why?
B
What is “disruptive change,” and how is this different from “incremental change?” How does disruptive change affect an organization? Provide an example.
RESOURCES
Electronic Resource
1. Change Management Models
Read “Change Management Models” page of the Change Management Coach website.
http://www.change-management-coach.com/change-management-models.html
2. Change Management Models
Read “Change Management Models,” by Ramakrishnan (2014), on the Scrum Alliance website.
https://www.scrumalliance.org/community/articles/2014/march/change-management-models
3. Which Change Model Should You Pick?
Read “Which Change Model Should You Pick?” by McCarthy, on the Great Leadership website (2011).
http://www.greatleadershipbydan.com/2011/07/which-change-model-should-you-pick.html
e-Library Resource
1. A Study of Role of McKinsey’s 7S Framework in Achieving Organizational Excellence
Read “A Study of Role of McKinsey’s 7S Framework in Achieving Organizational Excellence,” by Singh, from Organization Development Journal(2013).
2. Building Agility, Resilience and Performance in Turbulent Environments
Read “Building Agility, Resilience and Performance in Turbulent Environments,” by McCann, Selsky, and Lee, from People & Strategy (2009).
3. Habits as Change Levers
Read “Habits as Change Levers,” by Denison and Nieminen, from People & Strategy (2014).
4. It Is Possible to Manage Disruptive Change and Take Staff With You
Read “It Is Possible to Manage Disruptive Change and Take Staff With You,” by Smedley, from People Management (2010).
UNIT 4
A
Discuss the importance of a change agent and a guiding team. What is the purpose of each, and what traits make them successful?
B
Discuss two strategies that can be used for leading change. How do these strategies increase stakeholder support and create momentum for a change initiative to be successful? Why might you want to consider including the most vocal critic of the change initiative in your guiding team?
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read the Introduction and Chapter/Step 5 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. Evaluating the Success of Strategic Change Against Kotter’s Eight Steps
Read “Evaluating the Success of Strategic Change Against Kotter’s Eight Steps,” by Spencer and Winn, from Planning for Higher Education (2004/2005).
2. Integrating Organizational Change Management and Customer Relationship Management in a Casino
Read “Integrating Organizational Change Management and Customer Relationship Management in a Casino,” by Chi Cong Mai, Perry, and Loh, from UNLV Gaming Research and Review Journal (2014).
3. Mastering the Art of Change
Read “Mastering the Art of Change,” by Blanchard, from Training Journal (2010).
4. Navigating Change
Read “Navigating Change,” by Bisoux, from BizEd (2015).
5. Team-Building and Change Management in Respiratory Care: Description of a Process and Outcomes
Read “Team-Building and Change Management in Respiratory Care: Description of a Process and Outcomes,” by Stoller et al., from Respiratory Care (2010).
6. The Meaning and Measurement of Implementation Climate
Read “The Meaning and Measurement of Implementation Climate,” by Weiner et al., from Implementation Science (2011).
7. Transformational Change
Read, “Transformational Change,” by Hannon, from Training Journal (2014).
UNIT 5
A
Explain how successful communication is used throughout a change process to convey vision and strategies to stakeholders. What may be occurring with the communication process if the change process begins to fail?
B
Why is effective and frequent communication so critical to a successful change effort? Describe either a good or a bad example of this from your organization or one that you have studied. Describe how the communication affected the various stakeholders affected by the change effort.
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 4 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. Chapter 5: Communication Approaches and Strategies
Read “Chapter 5: Communication Approaches and Strategies,” by Lewis, from the online eBook, Organizational Change: Creating Change through Strategic Communication (2011).
2. Chapter 9: Talking to People Affected by Change
Read “Chapter 9: Talking to People Affected by Change,” by Karten, from the online eBook, Changing How You Manage and Communicate Change (2009).
http://site.ebrary.com.lopes.idm.oclc.org/lib/GrandCanyon/reader.action?docID=10438088&ppg=127
3. Effective Change Management: The Simple Truth
Read “Effective Change Management: The Simple Truth,” by Merrell, from Management Services (2012).
UNIT 6
A
What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?
B
Describe an ethical dilemma that you experienced, or have witnessed in a change leader, when attempting to initiate change. How was the ethical dilemma resolved? What can a change leader use to guide decision making when faced with an ethical dilemma?
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 6 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. Backseat Leaders
Read “Backseat Leaders,” by Schlachter and Hildebrandt, from Leadership Excellence Essentials (2012).
2. Change Management: Leadership, Values and Ethics
Read “Change Management: Leadership, Values and Ethics,” by By, Burnes, and Oswick, from Journal of Change Management (2012).
3. Group Imago and Group Development: Two Theoretical Additions and Some Ensuing Adjustments
Read “Group Imago and Group Development: Two Theoretical Additions and Some Ensuing Adjustments,” by Tudor, from Transactional Analysis Journal (2013).
4. May I Have Your Attention Please? A Review of Change Blindness
Read “May I Have Your Attention Please? A Review of Change Blindness,” by Ellis, from Organization Development Journal (2012).
UNIT 7
A
Discuss the importance of identifying and acknowledging short-term wins during change. What types of short-term wins are most meaningful? Why?
B
During a change initiative, what can organizations use to identify or verify truly objective and measureable success? What does your organization utilize to measure its level of success?
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 7 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. A Graphic Tour of Success and Failure in Corporate Renewal
Read “A Graphic Tour of Success and Failure in Corporate Renewal,” by Hass, Pryor, and Broders, from Journal of Private Equity (2006).
2. Achieving Breakthrough Performance
Read “Achieving Breakthrough Performance,” by Gottfredson, Schaubert, and Babcock, from Stanford Social Innovation Review (2008).
3. Chapter 8 – Generating Short-Term Wins
Read “Chapter 8 – Generating Short-Term Wins,” by Kotter, from the online eBook, Leading Change (1996).
4. Do 70 Per Cent of All Organizational Change Initiatives Really Fail
Read “Do 70 Per Cent of All Organizational Change Initiatives Really Fail?” by Hughes, from Journal of Change Management (2011).
5. Error 6: Not Systematically Planning, and Creating, Short-Term Wins
Read “Error 6: Not Systematically Planning, and Creating, Short-Term Wins,” from “Leading Change—Why Transformation Efforts Fail,” by Kotter, included in the online eBook, HBR’s 10 Must-Reads: The Essentials (2011).
UNIT 8
A
Consider an organization in your field or industry. Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees. Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture.
B
What is your reaction to change in your personal history? What personal tools do you implement to help yourself navigate change?
RESOURCES
Textbook
1. The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read Chapter/Step 8 and the Conclusion in The Heart of Change: Real-Life Stories of How People Change Their Organizations.
e-Library Resource
1. A Proposed Model for Evaluating the Sustainability of Continuous Change Programmes
Read “A Proposed Model for Evaluating the Sustainability of Continuous Change Programmes,” by Brännmark and Benn, from Journal of Change Management (2012).
2. Complex Adaptive Systems and Improvisation Theory: Toward Framing a Model to Enable Continuous Change
Read “Complex Adaptive Systems and Improvisation Theory: Toward Framing a Model to Enable Continuous Change,” by Ford, from Journal of Change Management (2008).
3. Managing Change Through Employee Empowerment
Read “Managing Change Through Employee Empowerment,” by Rothermel and LaMarsh, from Global Business and Organizational Excellence (2012).
4. Plan Do Stablise Repeat: How to Lead Change Successfully
Read “Plan Do Stablise Repeat: How to Lead Change Successfully,” by Andre, from Management Services (2013).
5. Transformational Leadership, Relationship Quality, and Employee Performance During Continuous Incremental Organizational Change
Read “Transformational Leadership, Relationship Quality, and Employee Performance During Continuous Incremental Organizational Change,” by Carter, Armenakis, Field, and Mossholder, from Journal of Organizational Behavior (2013).
