pro teach only
quietspirit1234
bus661new_course__leading_organizational_change_-mfv1314a3-29-13.docx
BUS661: Leading Organizational Change (MFV1314A)
Required Text
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill. ISBN: 978-0-07-340499-8
Recommended Readings
The following articles can be found by clicking the Library link in the left navigation bar. Select the ProQuest database from the table and search by author last name and article title within the database. Büchel, B., & Moss, I. (2007, July). Using facilitation to drive change: The change leader’s guide. Perspectives for Managers, (150), 1-4. (Document ID: 1305556001).
Cronshaw, S., & McCulloch, A. (2008, Winter). Reinstating the Lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, 26(4), 89-103. (Document ID: 1599537381).
Grenny, J., Maxfield, D., & Shimberg, A. (2008, Fall). How to have influence. MIT Sloan Management Review, 50(1), 47- 52. (Document ID: 1570723531).
Hung, D., Chen, V., & Lim, S. (2009, April). Unpacking the hidden efficacies of learning in productive failure. Learning Inquiry, 3(1), 1-19. (Document ID: 1894617401).
Kee, J., & Newcomer, K. (2008, Fall). Why do change efforts fail?. Public Manager, 37(3), 5-12. (Document ID: 1592581511).
Lamm, E., Gordon, J., & Purser, R. (2010, Summer). The role of value congruence in organizational change. Organization Development Journal, 28(2), 49-64. (Document ID: 2042541661).
Maccoby, M. (2010, March/April). Learn change leadership from two great teachers. Research Technology Management, 53(2), 68-69. (Document ID: 1993536111).
Paquin, J., & Koplyay, T. (2007, March). Force field analysis and strategic management: A dynamic approach. Engineering Management Journal, 19(1), 28-37. (Document ID: 1238458261).
Sanders, M. (2010, Spring). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Personnel Psychology, 63(1), 255-258. (Document ID: 1980857661).
Scott, C. (2010, September). Perceptions of leadership under conditions of environmental uncertainty. Journal of American Academy of Business, 16(1), 30-35. (Document ID: 2040537041).
|
Prerequisites |
BUS 661 does not have prerequisites. |
||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||
|
Course Description |
This course will blend theories of leadership with concepts and models of organizational change. The change process consists of a series of steps that focuses on vision, implementation, change agents and other internal and external components. This course provides insight into types of changes impacting organizations and possible strategies to effectively address those changes. |
||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||
|
Course Design |
This course will present the student with a variety of change approaches. This course will also assist the student to connect their experiences with change and help to highlight how to make sense of those experiences and identify options for future action. This course has been designed for the individual student. That does not mean that students cannot collaborate and work on assignments as teams or groups. Indeed, collaborative efforts should raise the level of learning synergy as one student’s instructional efforts reinforce that individual’s learning experience. However, the final measure of learning will be conducted on an individual basis and by the performance of that individual in addressing classroom activity, course assignments, and a final paper. Reading the text will be the primary source of formal knowledge for each student. A student will be expected to read each chapter as sequenced through the course. In doing so, that student will be measured on how well the subject matter is understood, how adept that student is at recognizing situations in which the subject matter is at hand, translating the recognition into a useful application of the knowledge, and using the knowledge application to solve an organizational leadership problem or find a solution. |
||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||
|
Course Learning Outcomes |
Upon successful completion of this course, students will be able to: 1. Compose techniques for dealing with resistance to change in organizations. 2. Assess the alignment between management’s views on the need for change and those throughout the organization. 3. Assess change situations for possible consequences, both intended and unintended. 4. Examine the different stages of change commitment and their impact on the organization as a whole. 5. Assess the role of organizational culture in the change process. 6. Evaluate the importance of communication in the change process. 7. Evaluate organizational antecedents and how change impacts them. |
||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||
|
Course Map |
The course map illustrates the careful design of the course through which each learning objective is supported by one or more specific learning activities in order to create integrity and pedagogical depth in the learning experience.
|
||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||
|
Institutional Outcomes |
Graduates of Ashford University: 1. Demonstrate the ability to read and think critically and creatively; 2. Demonstrate the ability to communicate effectively in speech and in writing; 3. Demonstrate the ability to communicate effectively through the use of technology; 4. Demonstrate an understanding of the various forms of diversity; 5. Demonstrate an understanding of the interdependence among living beings, the environment and humanly-created systems; 6. Demonstrate competence in their major fields of study; 7. Demonstrate an understanding of service directed at meeting the needs of others; 8. Demonstrate the ability to draw information from different fields of study to make informed decisions; and 9. Develop skills and abilities that provide for lifelong learning.
|
||||||||||||||||||||||||
|
|
|
||||||||||||||||||||||||
|
Mission Statement |
The mission of Ashford University is to provide accessible, affordable, innovative, high-quality learning opportunities and degree programs that meet the diverse needs of individuals pursuing integrity in their lives, professions, and communities. |
Readings Read the following chapters in your text, Managing Organizational Change:
1. Chapter 1: Introduction: Stories of Change
2. Chapter 2: Images of Managing Change
Recommended Reading The following articles can be found by clicking the Library link in the left navigation bar. Select the ProQuest database from the table and search by author last name and article title within the database 1. It is recommended that you read the following article to gain further understanding of organizational change efforts and failures: a. Kee, J., & Newcomer, K. (2008, Fall). Why do change efforts fail?. Public Manager, 37(3), 5-12. (Document ID:1592581511).
Post Your Introduction To post your introduction, go to this week's Post Your Introduction link in the left navigation.
Please post a brief bio on the first day of class. Respond to at least three of your classmates' bios. Use this forum to get acquainted and for ongoing non-content related discussions.
Looking for long term Masters Tutor that has taken this ASHFORD Course and has great ratings. Looking for plagiarism free work and not interested in paying outside this Student of Fortune SYSTEM. Need quote-open to price that is fair MUST HAVE BOOK!!!
BUS661: Leading Organizational Change (MFV1314A)
Required Text
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill. ISBN: 978-0-07-340499-8
Discussions
To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:
1. Change Initiatives
Find an article that identifies at least one reason why organizational change initiatives fail in organizations. Summarize the article then present your opinion. Be sure to provide a complete APA citation of the article. Respond to at least two of your classmates" postings.
2. Change Stories
Briefly reflect upon an important change you have experienced in your life. Compare your change to the change stories from the beginning of Chapter 1.Compare the change stories from the beginning of Chapter 1. Answer the following questions and respond to at least two of your classmates' postings.
· What are the common issues across each story?
· What are the differences?
· Of the change "lessons" outlined in Table 1.1, which of these are present in these stories? Which are absent? What are the implications of this?
· Are there other "lessons" embedded in the stories for future changes for/to the companies?
· What three key conclusions do you draw from these stories about managing change? What lessons are embedded in these stories that you can apply to future changes you may face?
Assignments
To complete this assignment, go to this week's Assignment link in the left navigation:
Green Mountain Resort Read the case study: Green Mountain Resort (Dis) solves the Turnover Problem from the end of Chapter 2. Answer the following questions in a three page APA style paper; include outside sources to support your answers. a. Which of the six change images discussed in the chapter can be identified in the assumptions about changing turnover that were held by: • Gunter? • The hospitality literature? • The consultant? b. How did these assumptions influence prescriptions for dealing with “the turnover problem?” c. Choose another change image and apply it to “the turnover problem.” To what new insights does this lead? d. What conclusions do you draw from this about the statement at the start of the chapter that “if we only draw upon one particular frame, then this will take us away from thinking about what is going on from an alternative perspective?” Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.
Response to Rennessa
Maslow’s hierarchy of theory is more apt for identifying the needs stage at which a customer presently is. This is most beneficial for marketers while identifying the customer segment for their product.
If the product of the company is such that it satisfies the social recognition needs of the individual such as a premium car, the company would have to target the customer that are presently at the level of esteem. Similarly, a company selling spiritual products would target the customers that are at the level of self-actualization. Good Post!
Regards,
Michael M.
Response to Whitney
The cognitive theory of motivation is probably the most complex theory for marketers to implement for understanding the consumer behavior. It involves so many elements of the motivation such as customers past experiences, beliefs and attitudes that impact the customer buying behavior.
The marketer using this theory would need to formulate a model to comprehend the levels of customer’s motivation on the buying behavior. I enjoyed your post.
Regards,
Michael Meeks
Using the text and/or additional articles from the Ashford online library, discuss a minimum of two personality theories and evaluate the implication upon consumer behavior. Support your position in a minimum of 200 words. Respond to at least two of your classmates’ posts.
Response to Anderson
Psychoanalytic theory of personality doesn’t impact the consumer behavior as the whole. Though there are certain aspects of the purchase behavior that this theory might impact, there remain several consumer behaviors that are not related to biological drives.
I would say that somewhere between the psychoanalytic theory of personality and Maslow’s hierarchy of needs would address the impact of the basic needs of the individuals on the consumer behavior. Good post!
Regards,
Michael M.
Response to Whitney
The Neo-Freudian theorists considering the impact of social relationships on the consumer behavior were the most influential. The impact of same groups and in-groups of the customer on the purchase behavior is a well-known fact that is used by marketers while promoting the products.
The social surroundings and relationships of the customers influence them to make certain purchases that are not even required by them. Good Post!
Regards,
Michael M.
Week 1 Objectives
· Explore the reasons that change initiatives fail within organizations.
· Develop techniques to manage resistance to organizational change.
· Discuss the differences and similarities in change stories.
· Identify key lessons that can be applied to future change initiatives.
· Analyze an organizational change case.
Greiner’s (1998) study is widely recognized throughout the organizational growth/development literature addressing organizational life cycle. Greiner argued that organizations advance from entrepreneurial activities (innovation and creativity) at the earliest stage of development. Organizations then move beyond the first stage of the life cycle only after overcoming some crisis of leadership which requires organizational change. Katz and Gartner (1998) agree with this assertion and contend that “organizations emerge from the interaction of agents (individual, partners, groups, parent organizations, etc.) and the environment” (p. 430). Greiner’s model which begins with entrepreneurial activities in stage one, move to stage two – growth through direction where the management dilemma is organizational autonomy. In Greiner’s third stage – growth through delegation the management dilemma facing the organization is a lack of consistency or integration of organizational goals. The fourth stage – growth through coordination depicts the management dilemma in a somewhat positive frame where learning and adapting to change take place. The final stage – growth through collaboration is the result of the bureaucracies created by the restructuring that took place at stage four. The result of moving to stage five is organizational flexibility and agility (Quinn and Cameron, 1983). Through each of these stages the challenges confront those responsible for the growth of an organization. In terms of entrepreneurship, how these challenges are resolved may ultimately determine if the entrepreneurial venture continues to grow. Although there is a significant body of literature addressing the concept of organizational change (Callaly and Arya, 2005), “change is a relatively recent management topic everywhere in the world.” (Stripeikis and Zukauskas, 2004, p. 328) While the study of change covers a very broad scope of issues in the social sciences, change is one of the most recognized challenges facing leaders of organizations today (Stripeikis and Zukauskas, 2004). Organizations are always being affected by change to some degree; whether change is a positive or negative force within the workplace is determined by the organization’s preparation for, and response to, the changes it encounters. This is an especially critical in the field of entrepreneurship where much of the research has focused upon change within more established organizations rather than the process through which organizations are created (Katz and Gartner, 1988). Perhaps the most influential scholar of modern times in the discipline of change theory is Kurt Lewin. Recognizing that change is often a planned event, Lewin advanced the theory that organizational change occurs in three stages: unfreezing, moving, and refreezing (Callaly and Arya, 2005). Further, Lewin suggested three ways that organizational change may be accomplished: by changing the individuals in the organization, changing organizational structures and systems, and changing the organizational climate (Stripeikis and Zukauskas, 2005). Bruhn (2004) contends that some change is self-created, and some change is created by other people or events. In either situation, change will result in further change, and it will occur at the same time it is being discussed by those in positions to manage change. To further understand the process of change Lewin’s three stages of organizational change will be explained briefly. The first stage, unfreezing, represents the upsetting of the balance in the organization or the status quo. This provides the opportunity for change to take place. The second stage, moving, is the implementation of change. In this stage members in the organization, though the series of changes previously mentioned, are moved to the new or desired level of equilibrium. It is within this phase that leaders or managers of change will face the greatest resistance. Callaly and Arya (2005) agree that resistance to change should be expected when change is imposed. The final stage, refreezing, occurs when the implementation of change has been carried out and reinforced. The reinforcing of change will reduce the likelihood that members of the organization will revert to the previous structures and processes that were in place prior to change. Lewin’s model of change illuminates the effects of the driving forces that promote change as well as the forces that oppose change. In this perspective, when one force is greater than the other, change will occur. (Kritsonis, 2004) References
Bruhn, J. (2004). Leaders who create change and those who manage it. The Health Care Manager, 23(2), 132 – 140. Retrieved from Ebscohost database.
Callaly, T., & Arya, D. (2005). Organizational change management in mental health. Australasian Psychiatry, 13(2), 120 –123. Retrieved from ProQuest database.
Greiner, L. (1998). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 55 - 67. Retrieved from Academic Search Premier database.
Katz, J., & Gartner, W. (1988). Properties of Emerging Organizations. Academy of Management Review, 13(3), 429 – 41. Retrieved December from Academic Search Premier database. Kritsonis, A. (2004). Comparison of change theories. International Journal of Scholarly Academic Intellectual Diversity, 8(1), 1 – 7. Retrieved from www.nationalforum.com.
Stripeikis, O. & Zukauskas, P. (2004). Change management – A key factor of the learning organization in knowledge-based economy. Management of Organizations: Systematic Research, 323 – 337. Retrieved from Ebscohost database.
Week 1 Preview of Readings, Discussions, and Assignments
Readings
1. Read the following chapters in your text, Managing Organizational Change:
· Chapter 1: Introduction: Stories of Change
· Chapter 2: Images of Managing Change
2. Recommended Reading:
· Kee, J., & Newcomer, K. (2008, Fall). Why do change efforts fail?. Public Manager, 37(3), 5-12. (Document ID: 1592581511).
To complete this assignment, go to this week's Assignment link in the left navigation:
Green Mountain Resort Read the case study: Green Mountain Resort (Dis)solves the Turnover Problem from the end of Chapter 2. Answer the following questions in a three page APA style paper; include outside sources to support your answers. a. Which of the six change images discussed in the chapter can be identified in the assumptions about changing turnover that were held by: • Gunter? • The hospitality literature? • The consultant? b. How did these assumptions influence prescriptions for dealing with “the turnover problem?” c. Choose another change image and apply it to “the turnover problem.” To what new insights does this lead? d. What conclusions do you draw from this about the statement at the start of the chapter that “if we only draw upon one particular frame, then this will take us away from thinking about what is going on from an alternative perspective?” Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.
Managing Organizational Change: A Multiple Perspectives Approach (EXP: 09/29/2013)
Status: Online Access Available
eTextbook Rental
$81.00
Payment:
VISA ***3261
Ship to:
580 Sharon Road
Canton, MS 39046
$81.00
Subtotal:
$0.00
Tax:
$0.00
Electronic Delivery:
$81.00
Total price:
https://www.chegg.com/my/account/
you lose your connection, log in with your Session ID 853573427274926074.
PAY PAL –AngelMeeks123 pw
