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Managing change

Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with “soft” issues, such as culture and motivation, but, say the authors, focusing on these issues alone won’t bring about change. Companies also need to consider the hard factors-like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success versus failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations a bout projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully.

Discussions will be posted per week on Canvas. Students are required to post their views and discussions. You are also expected to read and respond to at least two (2) of your classmates’ postings for each discussion.

Your participation is an indication that you are learning. Your posted responses would demonstrate your understanding and application of the knowledge gained. Your postings to each discussion must be substantial and be supported with citations. Please follow the APA style for your writing. Remember this is a graduate level course and the length of your postings should be a minimum of 200 to 300 words in length. Discussion postings are expected to be more than just “I absolutely agree” or “Excellent point!” to receive credits; a guideline is that responses to your classmates’ postings should be between 100 to 150 words. All postings (discussions and responses) must be posted by the due date in order to receive full credits.

Please note that there are two due dates for all your online discussions:

Your initial posting in response to the discussion questions is due no later than the Thursday of the assigned week.
Your minimum of two (2) responses to two (2) or more of your classmates’ postings are due by the assigned Sunday of that week.
The instructor would be monitoring all the ongoing “dialogues” and grading students on their participation.

Discussion Questions:

When there is change, is it possible to minimize the risk of failure? How?
How can the people-side of change be managed effectively?

Sample Solution

power, the power the pioneer needs to survey a gatherings execution and give prizes and disciplines (Fiedler, 1967). On the off chance that the pioneers approach matches what is expected from going on, achievement is anticipated for the gathering. Fiedler's possibility model offers an exceptionally grave categorisation of initiative, obviously characterizing which circumstances endlessly won't bring about progress for a likely pioneer. At the senior administration level of a hierarchal design inside an association the hypothesis can be applied openly, right off the bat because of the simplicity at which people can be supplanted on the off chance that their LPC score doesn't match that expected of everything going on (Pettinger, 2007). Furthermore, and above all, is to guarantee that the senior administration are ideally suited to effectively lead the association. Be that as it may, further down the ordered progression Fielder's possibility hypothesis starts to hold substantially less pertinence, it becomes unfeasible according to a hierarchical point of view because of the quantity of individuals at this degree of initiative. The operations of coordinating the pioneer with their most un-favored associate is difficult to reliably accomplish, so a more continuum based approach is required. Figure 1: Chelladurai's Multi-Dimensional Model of Leadership (Miller and Cronin, 2012) There are other possibility speculations that give a more continuum based approach like Redding's hypothesis of administration and the executives, but Fielder's depiction of how situational factors influence the initiative style expected for everything going on is incredibly helpful in figuring out the basics of authority (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, develops quite a bit of Fiedler's hypothesis yet in a continuum based approach, in which the pioneer can adjust their initiative style to fit the present circumstance (Chelladurai and Madella, 2006). Chelladurai's hypothesis is taken from sports brain science yet can be applied to an authoritative situation. It gives a significantly more exact categorisation of errand structure, obviously separating a plenty of circumstances that require specific initiative styles for progress. Chealldurai observed three qualities that influence the initiative style expected for a circumstance, called precursors, they essentially develop Fiedler's situational elements and pioneer - part relations and eventually influence how a pioneer ought to act towards a circumstance. The first are situational attributes, the climate in which the pioneer should play out, the second are pioneer attributes, the experience, individual characteristics and abilities of the pioneer, and the third are part qualities, the inspiration, expertise and experience levels of gathering individuals (Chelladurai and Madella, 2006). The situational attributes and part qualities have an expected way of behaving to guarantee greatest gathering execution, they additionally have a favored way of behaving to guarantee the fulfillment of gathering Managing change Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with "soft" issues, such as culture and motivation, but, say the authors, focusing on these issues alone won't bring about change. Companies also need to consider the hard factors-like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success versus failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations a bout projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully. Discussions will be posted per week on Canvas. Students are required to post their views and discussions. You are also expected to read and respond to at least two (2) of your classmates’ postings for each discussion. Your participation is an indication that you are learning. Your posted responses would demonstrate your understanding and application of the knowledge gained. Your postings to each discussion must be substantial and be supported with citations. Please follow the APA style for your writing. Remember this is a graduate level course and the length of your postings should be a minimum of 200 to 300 words in length. Discussion postings are expected to be more than just “I absolutely agree” or “Excellent point!” to receive credits; a guideline is that responses to your classmates’ postings should be between 100 to 150 words. All postings (discussions and responses) must be posted by the due date in order to receive full credits. Please note that there are two due dates for all your online discussions: Your initial posting in response to the discussion questions is due no later than the Thursday of the assigned week. Your minimum of two (2) responses to two (2) or more of your classmates’ postings are due by the assigned Sunday of that week. The instructor would be monitoring all the ongoing “dialogues” and grading students on their participation. Discussion Questions: When there is change, is it possible to minimize the risk of failure? How? How can the people-side of change be managed effectively?
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