Write a 15-page report (use 1.5 or 2.0 line spacing) about the organization, that includes the following details:
Overview: Create an overview of the organization (history, type of product or service, type of organization, management style, organizational values, mission statement, and culture/history around the idea of change as well as the characteristics of the leader/manager). Discuss the management/leadership style evident within the organization and/or department. If you use the case study as your organization, state this, and create an overview of that organization from the information provided in the case study.
Assumptions: As you expand upon the characteristics of your organization (or case study), the employees within the organization, and the interventions that you propose, you will need to describe your assumptions about what the employees may do, how they may respond, and how you and they will deal with certain resources, time, and responses by others within the organization. Here you must state your assumptions about how you would expect the employees to behave (if you have not followed through directly) and the rationale for your assumptions.
Assessment: Using a tool for assessment, assess your selected organization as it prepares to move through or has moved through, one phase of change. Include what you have assessed (with rationale) and how you would conduct your assessment (with rationale).
You will assess one of the following:
• Readiness (the climate for change)
• Resistance to change transition
• Commitment to implementation and sustaining momentum
• Institutionalization of change
Evaluation: Judge the state of the organization in relation to the phase that you are analyzing (readiness, resistance, commitment, or institutionalization) and provide a rationale for your judgment.
In this evaluation, use the information from your assessment methods for your judgment.
Strategies: Based upon your above judgment, outline a minimum of five strategies to facilitate the process of change throughout the phase of change that you have analyzed, incorporating the qualities described in your profile (Assumptions). These strategies should be ones that you as a leader could implement and should be congruent with the information gathered in relation to organizational assessment. Be specific and provide examples. If the employees are not participating in the change process, demonstrate how your strategies may affect the employees involved in the change process.
Your strategies may be different if the employees are actively participating in the change processes.
Provide a rationale for the strategies you propose and demonstrate how these strategies meet criteria and course standards for change interventions.
Future trends: Describe the importance of an organization being an ever-changing organization that would be able to cope with future change initiatives. What role would the leadership/management play in facilitating such change? Be specific and provide actual examples.
Summary: Describe what you learned about change management; include your personal perspective on your learning of the concepts on change management as explored through the modules of this course.
References: Create an annotated bibliography of at least five references for the phase of change that you have selected. Include a short descriptive note about the content of each reference and/or when it would be useful.
These solutions may offer step-by-step problem-solving explanations or good writing examples that include modern styles of formatting and construction of bibliographies out of text citations and references. Students may use these solutions for personal skill-building and practice. Unethical use is strictly forbidden.Oticon, a hearing aid technology company was established in 1904 in Copenhagen and has since grown to become one of the largest producers of hearing aid worldwide in 70's and a market leader. This Danish company has experienced a declining market share in the 1980s as the hearing aid aesthetics and trends were changing to models that were "in ears". By 1987 the company experienced money losses with a 15% drop in market share, which is when the CEO of Oticon changed, Lars Kolind was appointed in order to turn the situation around. In order to improve efficiency and cut losses, the CEO reduced the size of the staff and focused the business on key markets while reducing the price of hearing aid by 20%. Lars Kolind's strategy has proven successful, as by the beginning of the 90s Oticon has become profitable again...
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