Business Finance - Accounting Homework
KHayes
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files (4)ChangeVisionVideoScript.docx
KikanaHayes_BusinessBriefPT1.docx
InstructionsforTeamAssignment3.pdf
- AssignmentThreeTeamD.pdf
ChangeVisionVideoScript.docx
Change Vision Video Script
[Opening: Engaging and Professional Tone]
Hi, I am [Your Name] and thank you for the opportunity to present some ideas on one crucial change that should be made in the Department of Defense. Cyber-security is therefore not just an IT issue; it is a national issue and should be standard as such. It is high time to take assertive measures to safeguard the systems, data and business processes from the constantly advancing cyber threats.
[Why This Change is Critical]
Each day opponents look for loophole in defense system to install one. Recent cases of hacking has shown that there is need to up staffing of the security teams to enforce a good cyber security strategy. Failure to adopt flexibility thus poses a threat with liabilities that includes; jeopardizing the accomplishment of the mission, compromising essential readiness for operation, and the general security of a nation. It is now about time that a positive change is initiated.
[The Vision for Change]
We will develop new strict cyber security policies, such as artificial intelligence for threats identification, employees’ training, and strict non-venting incident plan. It is not simply a question of the Industrial Age, technology alone which has to be embedded into the DoD; it is also the Industrial Age, mind-set which has to be changed.
[How This Benefits the Organization and Employees]
For the DoD, this means it would enhance security and, at the same time, improve adaptability of defense when it comes to protection of crucial information and operation. For our personnel, it provides useful skills set, professional growth in the sphere of cyber security, and more secure environment in terms of cyber threats. It is therefore important for each and every individual to be actively involved in the achievement of the mission of the company.
[Call to Action]
The time to act is now. This is the chance or the call to chart the course, to chart the new path, to think anew, to act anew, to get in the front and to forge ahead and ensure a future for our country. I invite all of you to The New Me approach and accept the ultimate change as well as personal growth for the benefit of accepting our overarching goal of enhancing cyber security. In this way, hand in hand, we shall achieve the creation of a stronger and more fortified Department of Defense. Thank you.
KikanaHayes_BusinessBriefPT1.docx
1
Business Brief: Organizational Change Initiative at the Department of Defense
Kikana Hayes
Professor Michael Burgett
JWI555 Organizational Change and Culture
23Feb25
Business Brief: Organizational Change Initiative at the Department of Defense
Background of the Department of Defense
The Department of Defense (DoD) plays a key role in national security, military affairs, and defense strategy in the United States, and it is one of the largest and most intricate institutions in the global context (Sapolsky, Gholz and Talmadge 56). With a total of more than 2.8 million employees ranging from active duty service members to civil employees and contractors, the DoD organizational structure is still top-heavy with a clear line of authority. The organizational culture promotes discipline in the organization, following protocols and always being ready for the mission. This culture is effective for creating a more effective military action though it may significantly hamper the ability to create new ideas and approaches in such spheres as cyber security.
The Need for Change
As the nature of cyber warfare is progressing at an alarming rate it has become critical for the DoD to improve the overall cyber security protection and worker security awareness (Reveron and Savage 556). In recent times, there have been increasing cases of incidents such as breaches in defense systems and theft of sensitive data. Despite the efforts made, the DoD must develop a proactive, pervasive, and adaptive approach toward cyber security for itself and its stakeholders. The first is the problem of change management specifically related to the organized enterprise’s personnel, which continues to rely on conventional security solutions; another challenge is the ability to adopt new technologies while continuing business as usual.
Change Initiative Using Kotter’s Eight-Stage Framework
1. Creating a Sense of Urgency: To create the basis for urgency, the management should present some recent examples of cyber attacks and the possible repercussions of poor cyber security solutions. The issues can be illustrated using examples of previous data breaches and cyber-attack drills and performances that showcase risks in existence and require urgent addressing.
2. Building a Guiding Coalition: A group of executive participants comprising the director of defense, cyber security analysts, and heads of each branch of the military will be formed. This shall be a change coalition that will spearhead the change initiative and will pull together enforcers from different departments to ensure collaboration on the improvement of cyber security.
3. Developing a Change Vision and Strategy: The mission for this initiative is to enhance a better-positioned and elastic cyber security model inclusive of more precise threat-or-state detection and identification alongside AI solutions, regular employee training, and effective incident response processes. The strategy will be aimed at introducing advanced technologies, creating awareness of cyber security, and training personnel on areas of insecurity to improve their skills.
4. Communicating the Change Vision: A communication plan that enlists various forms of communication will be used to pass information about the cyber security initiative to all workers, through town meetings, internal briefings, digital platforms, etc (Nazir, Laghari and Kumar 13). Leadership will follow up on the intended message and ensure that followers receive a chance to provide feedback.
5. Empowering Employees for Action: Fundamentally, every person in the organization is expected to receive the support, direction, tools, training, and mandate to apply industry best practices in cyber security. An organizational feedback mechanism will enable the employees to raise concerns and make recommendations regarding the issue of cyber security.
6. Creating Short-Term Wins: The goal is going to provide goals such as the reduction of system vulnerabilities by 30% in the first year and the increase of personnel with the enhanced cyber security training to, at least, 75%. To sustain this sort of development, celebrating these achievements will ensure that everyone gets to know and appreciate the advantages created by the change.
Therefore, this new change initiative will not only help improve the standards for Cyber security of DoD but will also contribute to enhancing national security in a world that is becoming increasingly reliant on technology.
References Nazir, R., Laghari, A. A., Kumar, K., David, S., & Ali, M. (2021). Survey on wireless network security. Archives of Computational Methods in Engineering, 1-20. https://doi.org/10.1007/s11831-021-09631-5 Reveron, D. S., & Savage, J. E. (2020). Cybersecurity convergence: Digital human and national security. Orbis, 64(4), 555-570. https://doi.org/10.1016/j.orbis.2020.08.005 Sapolsky, H. M., Gholz, E., & Talmadge, C. (2020). US defense politics: The origins of security policy. Routledge. https://doi.org/10.4324/9781003001751
InstructionsforTeamAssignment3.pdf
JWI 555: Organizational Change and Culture Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 555 Assignment 3 (1252) Page 1 of 3
Assignment 3: Team Project Paper – Organizational Change and Culture Project (Part II) Due: Monday, 9:00 am (eastern), Week 10 (Weight: 20%) Activities
1. Post your business briefs and videos in the Team Workspace by the end of Week 7; review each team member’s brief and video.
2. In Week 8, in your Team Workspace, discuss your change plans and vision videos. Use the questions in the forum to grow your perspective and add value to your feedback to peers.
3. As a team, write and submit a 4 to 5-page paper that compares and contrasts the outcomes and observations of each individual project. You may use the Team Workspace or your team's chosen tool to work together writing and editing your paper.
4. Your team paper will focus on similarities and differences, using the prompts below as a guide:
• Compare and contrast each vision, the timeline, the intended results, and the tools proposed. Note: Examples of change management tools include stakeholder analysis, communication plans, training needs analysis, training plans, employee feedback tools, dashboards, balanced scorecards, risk management plans, and additional tools such as impact assessments, organizational network analysis, and change readiness assessments.
• Analyze the effectiveness of Kotter’s eight-stage framework in relation to each project.
• Compare and contrast best practices and the definition of desired results for each change management plan.
• Identify any unresolved issues or areas for improvement and provide a brief summary as to the action proposed to address those issues.
• What have you learned from this collaboration? What tools or practices helped your virtual team to work together effectively? Note: If the team uses AI for any portion of this analysis, please include the results in an Appendix and provide references and citations for the AI tool used.
Professional Formatting Recommendations:
• Include a cover page containing the title of the assignment, the team’s name, a list of team members, the professor’s name, and the course title and date
• Include a references page, showing all your sources • The cover page and the references page are not included in the required page length • Double-spaced professional font (Times New Roman or Ariel), 10-12 font size • Headings are used to identify main topics and subtopics • Paragraphs are separated by a single space
JWI 555: Organizational Change and Culture Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 555 Assignment 3 (1252) Page 2 of 3
Rubric: Assignment 3
Weight: 20% Team Project Paper
Criteria Honors High Pass Pass Low Pass Unsatisfactory
1. Compare and contrast the individual change projects and change vision videos. Student responds according to the guide prompts. Analyze the effectiveness of Kotter’s framework for each project. Weight: 30%
Similarities and differences between each project are exemplarily identified. Responds to all guide prompts fully and in excellent detail. Demonstrates excellent and insightful analysis of the effectiveness of Kotter’s framework for every project.
Similarities and differences between each project are completely identified. Responds well to all guide prompts. Demonstrates good, thorough analysis of the effectiveness of Kotter’s framework for every project.
Similarities and differences between each project are satisfactorily identified. Responds to all guide prompts, but some parts lack adequate detail. Demonstrates some analysis of the effectiveness of Kotter’s framework and covers every project.
Similarities and differences between each project are partially identified. Responds to 3 or 4 guide prompts, but not to all 5 prompts. Partially demonstrates analysis of the effectiveness of Kotter’s framework for some projects but not all.
Similarities and differences between each project are not identified and/or explanation is poor. Responds to 2 or fewer guide prompts. Little to no analysis of the effectiveness of Kotter’s framework for each project.
2. Discuss best practices, unresolved issues, and actions proposed in the team’s change projects, according to the assignment instructions Weight: 30%
Paper excellently discusses best practices, unresolved issues, and actions proposed, according to the assignment instructions.
Paper thoroughly discusses best practices, unresolved issues, and actions proposed, according to the assignment instructions.
Paper satisfactorily discusses best practices, unresolved issues, and actions proposed, according to the assignment instructions.
Paper partially discusses best practices, unresolved issues, and actions proposed, according to the assignment instructions.
Paper does not or unsatisfactorily discusses best practices, unresolved issues, and actions proposed, according to the assignment instructions.
JWI 555: Organizational Change and Culture Assignment 3
© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 555 Assignment 3 (1252) Page 3 of 3
Weight: 20% Team Project Paper
Criteria Honors High Pass Pass Low Pass Unsatisfactory
3. Describe and reflect on what team members have learned from their collaboration. Describe tools or practices that helped the team work together virtually. Weight: 25%
Exemplary description and reflection about team members’ learning from their collaboration. Excellent description of tools or practices that helped the team work together virtually.
Good, thoughtful description and reflection about team members’ learning from their collaboration. Good description of tools or practices that helped the team work together virtually.
Some description and reflection about team members’ learning from their collaboration. Satisfactory description of tools or practices that helped the team work together virtually.
Partial description and reflection about team members’ learning from their collaboration. Minimal description of tools or practices that helped the team work together virtually.
No or minimal description and reflection about team members’ learning from their collaboration. Did not describe tools or practices that helped the team work together virtually.
4. The paper was a team effort and is professionally formatted, includes in- text citations, references, and is free from grammatical errors. Weight: 15%
Paper was a team effort and is excellently formatted. All sources are consistently cited in-text and references are included in a manner that enables the reader to quickly identify sources. There are no mechanics or usage errors.
Paper was a team effort and is professionally formatted. Most sources are consistently cited in-text and the reference list is included. Mechanics and usage errors, if any, are minor and have no impact on the flow.
Paper was a team effort and is satisfactorily professional in format. Sources are not always consistently cited in-text and the reference list may not be appropriately formatted. There may be a few mechanics and usage errors, but they do not have a major impact on the flow.
Paper was a team effort and is semi- professional in format. Sources may not be consistently cited and/or the reference list is incomplete or improperly formatted. Several mechanics and usage errors make parts of the text difficult for the reader to understand.
Paper was not a team effort and is unprofessionally formatted and contains multiple mechanics and usage errors. References and citations are not presented or minimal.
