Order 355137: change and the implementation of a decision

Use this case study, SunPower, Inc. for Assignment 3

Introduction

Introduction paragraph in which the decision process describes and its significance in business.

Stakeholders Consequences 

Identify and discuss Stakeholders and Consequences.  Clearly explain, accurately and comprehensively delivering all relevant information in depth.

Business Consequences

Discuss Business Consequences that relate to move-All of the business consequences to the decision (example: keeping production going, costs of downtime, costs of moving machines, etc.) were explained and additional business concerns discussed accurately and comprehensively delivering all relevant information. Discuss in depth

Plan Implementation

Develop a plan for implementation that addresses the change.- Identify the Stakeholders and Consequences. Discussed a complete plan (from beginning to end) as to how the move might work given and consequences of the implementation

Clearly explain, accurately and comprehensively delivering all relevant information.

You are required to use course reading vocabulary as it pertains to this section.  Include in-text citations.

Utilization of a change model within the plan Implementation

Use the change model as part of the Implementation Plan—Discuss a complete plan (from beginning to end) discuss all of the steps needed to create change that the company must do to make move possible you are to identify and discussed  clearly, accurately, and  comprehensively presented delivering all relevant information.  

Do Not Again, Do NOT simply submit definitions I want to see your research and inclusion of course material/reading I want to see term/vocabulary as it pertains to this section and support your statements.

.Step 1: Create Urgency

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

Step 2: Form a Powerful Coalition

Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it.

Step 3: Create a Vision for Change

When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.

A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.

Step 4: Communicate the Vision

What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do.

Step 5: Remove Obstacles

Anyone resisting the change? And are there processes or structures that are getting in its way?

Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

Step 6: Create Short-Term Wins

Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have some “quick wins”  that your staff can see. Without this, critics and negative thinkers might hurt your progress.

Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.

Step 7: Build on the Change

Each success provides an opportunity to build on what went right and identify what you can improve.

Step 8: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.

Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture.

It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.

Critical -Thinking is consistent in accurately interpreting questions and material/provides solid assumptions, reasoning, and evaluation with sound conclusions. The Reader can easily follow the author's logic and reasoning.

All positions/information is well-supported with evidence from the readings/experience; ideas go beyond the course material and recognize implications and extensions of the material and concepts.

Summary

 The summary paragraph restates the main idea(s) of the essay.  Make sure to leave a reader with a sense that the essay is complete.  The summary paragraph is the last paragraph of a paper.

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