Imagine that you are an executive for XYZ Inc. a high-end retail chain that sells luxury watches jewelry and hand bags. You?ve just been put in charge of the company?s first international expansion opening a store in Shanghai China. This will be a short-term small-scale change for the organization. After one year you will be expected to begin opening additional stores in Brazil Russia India and China (also known as the B.R.I.C. countries). This will be a long-term large-scale change. In five pages explain which change model you would follow for the short-term change and which youChange Model would follow for the long-term change. Provide rationale for your decision and discuss the effects that these changes would have on the employees managers and executives within the organization. Include at least three references and follow standard APA formatting for your paper. Summary Implementing planned organizational change is partly a science partly an art. It has also become part of a desired skill set?and mindset?needed by most companies regardless of industry size and geographic location. While experience is important in this endeavor knowing and using classic and contemporary wisdom from models roadmaps and frameworks is necessary. CEOs and practicing managers hire coaches and consultants who specialize in change management to help diagnose plan and implement individual group and organizational changes in their organizations. This chapter introduces the art and knowledge of implementing change. Building on the first two chapters we go inside a big-picture change roadmap to show how three CEOs (Mulally at Ford Bossidy at AlliedSignal/Honeywell and Andrea Jung at Avon) used coaches theory expertise knowledge and courage to successfully plan execute and transform companies that were in trouble financially operationally and strategically in their marketplaces. We show how change champions can use these same skills and capacities such as visioning developing a mission and new values motivating change developing political support mapping and managing stakeholders and leading the actual transition. To effectively lead and manage the implementation process it is also important to (1) keep the big picture in mind; (2) choose the right interventions; (3) use a sound change model to plan and manage the change process; (4) keep people engaged and make the incentive for change greater than the incentive to stay the same; and (5) identify and manage resistance to change. This involves understanding how to align an organization?s new vision mission and values to fit its strategy culture and people structure and operating systems?as exemplified in the stories of the three CEOs Mulally Bossidy and Jung. They also had to change their own mindsets?become the change they expected of those whom they led. The chapter also shows what is involved in structuring and assigning individuals and teams to help drive the change. This involves selecting a sponsor from the organization who can be trusted and who is able to oversee the entire change process. Then an Executive team that works with Leadership and Consulting Project teams must be recruited to educate communicate motivate and manage detail activities to make the new vision an organizational reality. Finally we discuss how to effectively lead and manage internal and external stakeholders during the implementation process. This requires recognizing and dealing with politics power and conflict to ensure ethical and collaborative cultures and practices in all change efforts. View as multi-pages”
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