The DeLosh Corporation has reviewed the personal implementation plan of Ms. Tan should she be selected as the Change Leader. The plan demonstrates elements of John Kotter’s eight-stage process to change that includes establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture (Kotter, 1996, pp. 33-158). The plan includes gaining support for her designation as change leader, crafting a new EAPD mission statement, working with newly formed strategist teams to discuss and review the change plan, establishing regular …show more content…
The group responsible would be formed within two weeks of reentry of Ms. Tan to the organization and include the recommended resource individuals, but expand the suggested resources in the Tan plan to include the Deputy Directors of all divisions including, Administration & Accounting, Policy & Property, Marketing & Projects, Sales, Projects & Development and Resale. The goal of the workgroup is to create a mission statement within thirty days of the formation of the …show more content…
We will commence with a customer service culture assessment tool to evaluate how the organization’s service aligns with the MAGIC principle. Through such assessment, the DeLosh Corporation will develop training initiatives to ensure compliance with EDB’s service goals, vision, and execution.
Public engagement
The recommendations related to public engagement includes development of guidelines and standard operating procedures on public consultation. The DeLosh Corporation will develop guidelines and operating procedures within the first sixty days of acceptance of this proposal. The guidelines and procedures will outline the consultation role between EDB and the public. Consultations constitute a direct communication link between decision makers and affected actors, and represent an important channel through which policy feedback is received (Bunea, 2017, p. 46).
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Leadership succession in a merger of equals is an article, which examines the implications of leadership succession in an extreme form of mergers, a merger of equals, can yield important findings to better understand what allows some mergers to succeed while others fail (Cheng, 2012). Mergers and acquisitions are much more common these days and only a few of them end up being successes. Even though mergers and acquisitions do not result in much success rate, many organizations still prefer it because, it is used as a cooperative strategy but nowadays it is used for cooperative development. Cultural differences and merger integration can be considered as an important factor in the failure rate, but this study mainly focused on the choice of leadership succession and merge of equals. Mergers of Equals Mergers of equals is the combination of two organizations of similar size to form a single organization.
**** Agencies Responsible – Which agencies/ organizations/ individuals are primarily responsible for executing the action plans for each goal?
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Miller, B. W. ( 1992). It’s a kind of magic. Managing Service Quality, 2(4) 191-193
1. What were your organization’s purpose and goals for the past year? How did you fulfill them?
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
Zeithaml, V., Parasuraman, A., & Berry, L. (1990). Delivering quality service: balancing customer perceptions and expectations. New York, New York: Simon and Schuster.
They are committed to making a difference every day; continually improving. better to keep us the best. The guiding principles Delighting their guests They will strive to understand our client and guest needs by listening. to their requirements and respond in a competent, accurate and. in a timely fashion.
We are in the midst of a revolution in business. Some call it a customer revolution, others a quality revolution, others a service revolution. Organizations are attempting to obtain increased customer satisfaction by focusing on the quality of their products and the service provided. This movement toward quality has produced significant benefits but just like other business fads, joining and adopting the religion does not insure that the real objective of producing customer satisfaction will be obtained.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Wasserman, Michael. 15 Techniques When Dealing With Customers. My Success Company. 25 January 2005. .