| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "LEADING SUSTAINING CHANGE": |
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Leading and Sustaining Change, 2006.
A review of recommendations for leading and sustaining change.
2,316 words (approx. 9.3 pages), 7 sources, MLA, £ 49.95
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Abstract
This paper centers on the topics of recommended leadership behaviors needed to sustain the momentum of change and evaluating the elements of an organization's culture that influence the implementation of both IT and line-of-business strategies. The paper continues with definitions of strategies for dealing with organizational cultures as they relate to adopting or rejecting change, and finally discusses post-implementation management strategies for change.
Outline:
Recommended Leadership Behaviors to Sustain Momentum
Evaluating the Elements of an Organization's Culture and their Influence on Implementation
Strategies for dealing with Organizational Culture
Post-Implementation Management Strategies
From the Paper
"The research completed by Perrow (1967) is directly applicable to Long Beach Mortgage Broker Front-office Tool (BFOT) change management strategies. What Perrow is saying is that when processes are re-defined to make brokers, sales persons, and everyone selling and supporting Long Beach Mortgage customers more successful, there will be less "searching" for the right solution to a customer problem and overall sealing, service and profitability performance will increase. Processes cure confusion is what Perrow is saying in essence, and this is a major reason why change must happen in companies. "
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Recommendations for Leading and Sustaining Change, 2007.
A review of the necessary steps to ensure the success of change in IT-based initiatives.
1,845 words (approx. 7.4 pages), 5 sources, MLA, £ 41.95
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Abstract
This paper takes a look at the transformation of IT-based initiatives and efforts into lasting, contributing and, valued line-of-business strategies. According to the paper, this is dependent on how companies approach changing everyday processes so they can be made more efficient and profitable given the IT investments made to make them more competitive. The paper goes on to discuss how, at the center of any successful business strategy is the ability of leaders, some in management others as de facto leaders, to initiate and sustain long-term change.
Outline:
Recommended Leadership Behaviors to Sustain Momentum
Evaluating the Elements of an Organization's Culture and their Influence on Implementation
Strategies for dealing with Organizational Culture
Post-Implementation Management Strategies
From the Paper
"For lasting change to take place in any organization, and especially one that is promoting what had been many functional tools and applications only used internally to channel partners and distributors through a PRM system as General Electric had been doing prior to the implementation of these strategies, is at times perceived as a threat to their political power and importance of specific groups or organizations in the company. The perceived sacrifice of political power, importance and even value as an employee combine to create resistance to change, even if it means the company overall could grow in sales and ultimately profit employees personally as well. "
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A Culture of Change, 2007.
This paper examines strategies for sustaining change in CrysTel Communications.
1,068 words (approx. 4.3 pages), 5 sources, MLA, £ 25.95
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Abstract
The paper discusses how CrysTel Communications has evolved into a culture that seeks out, rewards and promotes technological competence. The paper explains that an inherent part of this culture is a strong focus on new product introductions which places an inordinately high level of stress on marketing and sales and delivery departments. The paper shows how cultural and managerial changes are critical for the stabilizing and repair of marketing and sales and operations. The paper discusses how strategies for dealing with change must focus on re-aligning values and objectives first with the initiatives and strategies that a company is trying to achieve. The paper stresses that the modification of values of a company are at the core of any successful change program.
From the Paper
"What's needed first is change from the top of the organization. The CEO must look to heal this schism in the company; neither Marketing nor Technology Development can do this. After all, Technology Development is by far stronger politically in this company and has power only to lose. So the CEO and Board of Directors must invoke the change and stress more of a participative and democratic management of Marketing. The wide variation managerial scores in both surveys also signal it may be time to replace the heads of Marketing and Sales and Delivery as they have been too consumed saving their own jobs to lead their departments. What's needed are key managers from the technology-related areas of the company to run these departments so they can bring credibility with them."
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ESI and Climate Change, 2008.
This paper discusses the World Economic Forum's environmental sustainability index (ESI) model as a response to climate change.
2,105 words (approx. 8.4 pages), 15 sources, MLA, £ 45.95
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Abstract
In this article the writer explains that the environmental sustainability index or ESI is a valuable tool that allows markets and countries to determine where they need to commit additional resources in order to affect positive change and where they are being successful at reducing climate changing activities. The writer notes that Canada has enacted extensive environmental legislation before and, because of its inclusion in the ESI rankings as a regular high-scoring participant, holds this legislation up as a model for other countries to follow. The writer concludes that perhaps one of the greatest uses of the ESI is as a measure or predictor for democratic effectiveness or reform in developing countries because where one sits on the ESI and the given ranking can be used to make certain assumptions about economic status, economic growth, and political reform or need thereof as they relate to direct and indirect impacts on climate change.
Outline:
The World Economic Forum
The ESI
Factors Within the ESI
A Working Model
Conclusion
From the Paper
"Strict adherence to this readily verifiable and repeatable methodology ensures that the figures can be taken at face value without the burden of compiling an independent data set. The rationale for inclusion in the ESI study as discussed above is based on three selected criteria: country size, variable coverage, and indicator coverage. Additionally, when greater cross-referencing is needed to substantiate data or outcomes, predetermined denominators are utilized to facilitate comparisons."
"The leading indicators that are measured in the ESI are separated into five components which together contain twenty-one measured indicators that each relate in some fashion to Parker and Blodgett's lens paradigm."
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The Management of Change.
This paper discusses the problem of change within an organization and the efforts needed to maintain stability and security.
2,350 words (approx. 9.4 pages), 6 sources, APA, £ 50.95
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Abstract
This paper explains that change must be implemented slowly, steadily, and with much forethought; simply piloting new changes and determining that it is likely to be beneficial is insufficient. The author points out that, if the change has been implemented and is to be successful, the new situation needs to be frozen-in, so that it can be sustained over time; unless this step is taken, there is a high chance that the change will be short-lived, and employees will attempt to revert to the previous equilibrium state. The paper stresses that, to understand the impact of the change, senior management must listen to the ground by initiating discussion with trade unions and obtain their feedback and input on any proposed changes before implementation.
Table of Contents
Introduction
Why People Resist Change
Defense Mechanisms
Symptoms of Resistance to Change
Strategies to Reduce Resistance
Changing-Developing New Attitudes and Responses
Conclusion
From the Paper
"Resistance to change is not always dysfunctional. It can provide a vehicle for employees to release pent-up frustrations. Rather than let those frustrations fester, overt resistance allows employees to bring their feelings to the surface. Management can then address employee concerns, help them understand the change better, and lessen its threat. Employee resistance may also bring to light problems in a change proposal that management had overlooked. In an odd way, employee resistance is a form of checks-and-balances on management and acts to preserve the organization's culture."
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IT Change at Costco, 2007.
This paper argues that Costco executives first need to change the culture of the company if they are to be successful in making changes in the area of IT management.
1,760 words (approx. 7.0 pages), 5 sources, APA, £ 39.95
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Abstract
This paper explains that, at the center of any successful business strategy, even irrespective of IT spending or investment, is the ability of management and de facto leaders to initiate and sustain long-term change. The author stresses that the most critical aspects of creating strategies for dealing with organizational changes must focus only on those components of a company's culture, which have the highest potential for reciprocity. The paper also discusses the importance of a customer advisory council and explains that the feedback obtained from customers through such a council will help Costco retain loyal customers and, thereby, maintain a strong return on its IT investment.
Table of Contents:
Recommended Leadership Behaviors to Sustain Momentum
Costco's Organization's Culture and their Influence on Implementation
Strategies for Dealing with Costco's Organizational Culture
Post-Implementation Management Strategies for Costco
From the Paper
"After the website has been completed and the order capture, order management and content management systems have been installed, launched to the general public and in use throughout the company, a series of post-implementation strategies are critical for greater adoption throughout the customer bases and inside the company. These include focusing on publishing the list of enhancements for the system on an Intranet site, giving users an opportunity to contribute new ideas, defining entirely new system initiatives based on larger sets of needs uncovered which will include pricing for example, and finally generating a culture of looking to quantify the feedback and performance of the system and publishing those metrics throughout the company."
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Leading Change, 2005.
A critique of John Kotter's model on leading a change project.
3,910 words (approx. 15.6 pages), 17 sources, MLA, £ 73.95
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Abstract
The focus of this paper is to evaluate John Kotter's model of Leading Change. Experiences from the Experience change simulation as well as different models of change based on organisational behaviour theories are also taken into consideration.
Outline
Introduction
Perspectives of Change
Theories on Organisational Behaviour
Where Does Kotter Fit in?
Experience Change Simulation
Advantages of OD Models (John Kotter/Experience Change)
Evaluation of John Kotter's Change Model
Evaluation Based on Strategy and Structure
Evaluation Based on the Perspectives of Change
Evaluation Based on Contingency Theory
Evaluation Based on Power, Politics and Organisational Change
Conclusions
From the Paper
"In an attempt to regain strategic and structural fit, change can be thought of in terms of a continuum in which we have the perspective 'voluntarism' at one end, the perspective 'environmental determinism' on the other and 'weak voluntarism' or 'soft determinism' in the middle (Genus 1998). The voluntaristic perspective is the domain of planned views of strategy and change and the most of OD change models is based on this perspective. Mintzberg's planning school and Porters positioning school follow the voluntaristic perspective (Mintzberg, Ahlstrand & Lampel 1998). Different planned models like Lippet et. al., Cummings & Huse, Bullock & Battern etc... elaborated from Lewin's model unfreezing, changing & refreezing change model fall under this category (Burnes 1996). In the environmental deterministic perspective, choice is severely constrained by external forces. This limit to choice or the inability of the organization to predict the rules of the environment is referred to strict population ecology or natural selection (Clark & Staunton cited in Genus 1998). Population ecology emphasizes on organization ecology which advocates organization adaptiveness and corporation between firms (Genus 1998). The change model in this category is the garbage can model of organizational choice (Cohen et. al. cited in Genus 1998)."
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"Leading Change "--A Review, 2007.
This paper reviews John P. Kotter's management classic entitled "Leading Change".
1,613 words (approx. 6.5 pages), 1 source, APA, £ 36.95
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Abstract
In this review of "Leading Change," the writer outlines author John P. Kotter's eight crucial steps in facilitating change acceptance within an organization. Each step is defined and described. Additionally, the paper highlights Kotter's belief in measurable short-term and long-term goals and the importance of leadership in management. The writer cites Kotter's view that it is the manager who motivates his workers to accept change, and the manager must change from within before he can hope to encourage others to implement change.
From the Paper
"It is evident in these principles that, for Kotter, change is not a numbers-based formula or about choosing the best practices alone. It is also about getting the right people to enforce new changes, and it requires psychological strategies of motivation as well as simply reinforcing the purpose of the change in the long term. To reinforce the title of his work--leadership, or wanting to make other persons fulfill a vision is key, rather than mere management, or merely passing on orders to other persons. Many can manage, but few can lead."
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"Leading in a Culture of Change", 2004.
Book report on the book, "Leading in a Culture of Change", by Michael Fullan.
765 words (approx. 3.1 pages), 1 source, MLA, £ 18.95
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Abstract
The book, "Leading in a Culture of Change", by Michael Fullan discusses the essential factors that help develop effective leadership (and management) in a period and society that is dominated by cultural diversity. The writer explains that, by using the five components of effective leadership as the main core of the book?s organization, each chapter is a detailed discussion of each of these components, relating them to issues concerning leadership and management in a culturally diverse organization, especially in the workplace environment.
From the Paper
"The first component of effective leadership, Moral Purpose, is defined by Fullan as ?[a]cting with the betterment of employees in mind? (3). This definition clearly is clearly identified with leadership, since it takes into account the responsibility of the leader not only to his subordinates and colleagues, but to his/her self as well. Indeed, Fullan categorizes moral purpose in leadership as more concerned with the ?means? with which an organization approaches its decision-making process than its ?end? or outcome (13). Indeed, leaders should center their focus not only in formulating an effective solution or decision to a problem within an organization; it is equally important for leaders to determine carefully whether the decision arrived at benefits all the members of the organization or not. In effect, the first component establishes the most important and essential factor that motivates an individual to lead?that is, having a moral purpose and philosophy to live by."
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Ecological Footprints: Sustaining Our Earth, 2002.
Explains the effects ecological footprints have on sustaining our country and the planet Earth.
2,406 words (approx. 9.6 pages), 6 sources, £ 50.95
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Abstract
This paper discusses how ecological footprints, effective ecological tools used to help maintain our world, impose many questions in sustaining the earth?s life. Charts are included with the paper.
Defining Our Ecological Footprint
Dependency on Nature
Carrying Capacity of Cities and Earth
Comparison between Countries
Natural Capita: Effects on the Earth
Impact of the World Economies
Solutions
From the Paper
"The world economy has a great impact on the ecological footprints of the world. Every country wants to obtain economic growth to produce more money. But in doing this, they have to deplete their natural capital, which in turn, is not helping in sustaining this world. As William Rees states, ?there is simply not enough on the planet to sustain present international development trends using prevailing technologies? (Westra and Werhane ed. 1998, 115). So something drastic has to be done. As the ecological footprints of humans are already too large for the earth to handle, how can we accommodate the rising materials and rising in population, while trying to sustain the earth. Most analysts agree that it can happen in two ways: through a reduction in the standard of living or through the increase in material and energy efficiency (Westra and Werhane ed. 1998, 115). These two issues also apply problems, through cultural, economic, and social values. Especially in the more developed countries. To lower the standard of living would be outright rejected in the more developed countries such as Canada and the U. S. So indeed, most people agree that ?global sustainability is achievable only through large increases in the consumption of goods and services in both poorer and richer countries? (Westra and Werhane ed. 1998, 115). But still a problem arises. There will still be inequity in the growth of the more and less developed countries. It seems the richer get richer and the poorer get poorer. A consensus seems to be emerging though. They say that the needed consumption will work if there is a reduction in the material energy costs of goods and services. "
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"Leading Without Power", 2006.
A discussion of Max De Pree's "Leading Without Power: Finding Hope in Serving Community."
1,359 words (approx. 5.4 pages), 1 source, MLA, £ 31.95
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Abstract
This paper examines "Leading Without Power: Finding Hope in Serving Community" by Max De Pree, and explains how De Pree's lessons apply to modern society. The paper looks at De Pree's theory that non-profit organizations can be used as a model for corporation culture, and discusses the Soviet theory of input measurement, and how De Pree applies the theory to getting results in modern day corporations.
From the Paper
"Max De Pree, author of Leading Without Power: Finding Hope in Serving Community, was the CEO of Herman Miller, the office furniture company, and had written two books before this one. This one explores an interesting anomaly in American culture: The fact that the nation with the most vibrant business sector on the planet also has a thriving non-profit sector, and it is that sector that provides most of the satisfaction individuals derive from their lifetime pursuits."
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Leading with the Soul, 2007.
This paper examines the book 'Leading with the Soul' by L.G. Bolman, and T.E. Deal, which discusses leadership and management.
794 words (approx. 3.2 pages), 2 sources, APA, £ 19.95
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Abstract
In this article, the writers note that like many books on management and leadership, "Leading with the Soul" by L.G. Bolman and T.E. Deal address common concerns that organizations and individuals have when addressing important leadership issues. The writers point out that the difference between this book and other leadership books is that the authors take a spiritual look at concepts including leadership and management philosophy. The paper further explains that the book examines leadership by exploring it using philosophical, religious and spiritual inquiry. The authors also examine how psychotherapy can influence one's leadership ability and success within the organization.
Outline:
Book Overview
Reflection
Conclusion
From the Paper
"Bolman & Deal suggest there are many gifts that come with leadership, among them authorship over others, power and significance. A leader has an obligation to give to those under him to encourage others to try new things or new ways of doing things to inspire hope, success and achievement. The authors suggest the "gift of authorship" allows leaders to create successful organizations because it encourages greater knowledge sharing and encourages employees to take responsibility for their success and that of the organization. The "gift of love" as described by the authors is sharing the idea that any organization has to create a culture that embraces each member as members of a family. For this family to work each member, whether an employee or manager must learn to listen to one another and appreciate each member's contributions to the team."
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Delacroix's "Liberty Leading the People", 2006.
This paper examine's Eugene Delacroix's artwork, "Liberty Leading the People" via iconography and iconology.
1,125 words (approx. 4.5 pages), 9 sources, £ 30.95
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Abstract
This paper explores Eugene Delacroix's best known work of political romanticism, "Liberte Leading the People", attending to its iconographic, allegorical appeal, and the iconology of symbols and connected meanings. Like all art of the kind, the canvas appeals to human emotive tendencies and beliefs, as opposed to the more banal and disputed facts of July 1830 that saw the house of Orleans brought to power.
From the Paper
"Iconography addresses the meaning of works of art, as compared to their form, towards exploration of iconology, as opposed to the viewer's merely intuitive recognition of what a work represents. Panofsky outlined the iconographic approach's focus on images and allegories as compared to more symbolic values obtained through iconological interpretation. (Meaning 40-41) James Rubin's article on Eugene Delacroix's work of the 1820s describes a young man whose career coincided with the rise of French romanticism, in the dissatisfaction preceding the revolution of July 28, 1830."
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"Leading Strategic Change", 2005.
A review of J Stewart Black and Hal Gregersen's "Leading Strategic Change: Breaking Through the Brain Barrier".
1,548 words (approx. 6.2 pages), 1 source, MLA, £ 34.95
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Abstract
This paper discusses Black and Gregersen's book which claims that 70%of all organizations that seek strategic change, fail in their attempts to reform poor past practices and adapt to new challenges. It explains that this book attempts to analyze why this is so, and provides some potential solutions and guidelines for change-focused managers in organizations.
From the Paper
"Over the course of Leading Strategic Change, J. Stewart Black and Hal B. Gregersen examine the central reasons behind organizational failures to make necessary changes to adapt to circumstances. The authors trace organizational fears of change and failures to implement necessary changes in a sustainable fashion back to the tendency in human individuals to resist change. Black and Gregersen call these individual psychological obstacles 'brain barriers' that prevent organizational strategic changes becoming success stories. They call these brain barriers 'failures'-the failure to see, failure to move, and the failure to finish. The failure to see "keeps the change process from even getting started." But sometimes, even when change is put into motion, the "failure to move" keeps an organization's actors from fully entering the fray of the marketplace, and the "failure to finish" prevents the desired organizational changes from being implemented in a lasting fashion. (13-14)"
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