HW Help BUS 661

Questions/Business/ManagementHW Help BUS 661
1. Consider an organizational change that you are familiar with. Provide an evaluation of the change initiative, and then respond to the following questions: a. What is the rationale presented for the change? b. What are the internal and external pressures considered in the change? c. To what extent are single versus multiple rationales utilized? 2. There are common change processes that face most organizations. Some of the changes affect the processes of doing business and some of the changes affect the people within the organization. Drawing from this week’s lecture and readings, choose one of the common change initiatives and define the issues that might emerge at the “front line” for those responsible for implementing or facilitating the change. Be sure to support your points with the concepts discussed in the text. Both questions needs to be 200 word minimum.

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BestSolutionMasterA 397 TUTOR Posted 934. Sold 839. Bought 3. Asked 8. Solution preview:
* Consider an organizational change that you are familiar with Provide an evalua**** ** *** ****** initiative, *** **** ******* ** *** following questions * **** ** *** rationale presented *** *** ******* * **** *** *** ******** *** ******** pressures considered ** *** ******* * ** **** ****** *** ****** ****** ******** rationales utilized? * ***** *** *** ****** processes **** **** **** organizations **** ** *** ******* ****** *** processes ** ***** ******** *** **** ** *** ******* ****** *** ****** ****** *** organization ******* **** **** ******** ******* *** readings, ****** *** ** *** *** ****** initiatives *** ****** *** ****** **** ***** ****** ** *** ******** ******* *** ***** responsible *** implementing ** facilitating *** ****** ** **** ** ******* **** ****** **** *** ******** discussed ** *** **** **** questions ***** ** ** *** **** *******

Attachments
E activity.docx
Organizational change
The change that we are going to be discussing here in this assignment ** ***** *** ****** ** *** ***** *** *** strategies **** *** **** ** ** organization *** rationale ** **** ****** ** **** ** ******** ****** significant ******* **** ****** *** **** ****** *** ******* *** *** ******* ** *** organization **** *** ***** ***** ** ******* ****** ** *** *** *** particular organization ***** **** ** *** ******** ******** *** **** important ****** ***** ******* **** ** organizational ****** ** *** ****** ** *** ******** *** ******** environment Sometimes *** ******** environment ** * particular organization *** **** *** organization ** ****** *** ***** *** strategies *** **** ***** ** ******* ** *** ******** **** *** organization *** ** ****** *** ****** **** ** ** targeting, *** distribution ** ******** *** *** ***** **** ** ***** ** ** organization ** *** ****** ******* ******* *** ******** ** **** **** *** manufacturing ** *** ********E activity 2.docx
E-Activity *
ORGANIZATIONAL CHANGE
Some of the changes that are seen in an organ******* *** ******* ** strategy, structure ** *** organization, *** ***** ** *** **** *** *** ******* Technology ** *** *** ******** ** *** ******* **** ** **** ** ** organizational ****** ***** ******* *** **** ***** ******** ******* ** *** ******* *** organization ***** ** institute ****** ******* ** *** *** ****** ***** **** **** ** ***** ** ******* *** ***** **** **** **** * ****** ** *** strategic ****** **** ** ** origination ******* *** resources ** ******* *** * *** ******** ******* ** * ***** ***** ** ***** ******* ** ***** ** ***** productivity ** **** ** *** *** **** ***** ** * ***** ***** ***** *** * ****** *** ****** ******
Understanding *** **** ** ***** ***** * strategic ******
******** * *** **** *** ****** ***** ** ** **** **** *** *** ******** *** *** organization
Implementing ******* ***** ** ******** *** ******Price: $20.00

Prof_Expert4_UA 98 TUTOR Posted 180. Sold 177. Solution preview:
Change_Manegement Introduction Change management involves some major decisions T** ***** ****** ** * **** Company’s ****** management ***** *** **** ***** discusses effective ****** management strategies Effective ****** management ******** ******** *** ****** ** *** ******** ***** **** employees ******** * Rationales (Reasons) *** * **** ****** ** leadership * **** Organizational ****** *** * **** ******* implemented * ****** ** *** ******* *** management ***** *** * **** Company’s *** ** ******* ******* **** *** annoement **** ** **** ** Somsack_Sikhounmuong **** ******* *** **** ** *** *** Women’s ****** department **** *** *** **** ** *** **** department *** *** ***** **** ** *** * ******** ******** ****** Department **** **** ***** **** *** ******* ** *** ****** ** ** ***** ** * **** * ***** *** perspective ** *** **** *** *** **** *** ****** ******* ** *** ****** expertise ** *** ******* ******* especially *** aesthetic expertise ** *** * ******** ******* ******* ***** *** * **** management **** ** *** ******* ******* especially *** customers, *** ****** *** *** leadership ****** *** ******** ***** ** ******* *** *** * **** Leadership ****** ******** *** ******* emphasized **** *** ****** *** * necessary *** ****** **** ***** *** **** **** * *** ****** ****** ******* ******** **** ** currently *** **** ***** *** ***** **** ** **** *** ******* continued ** ***** **** *** ****** *** **** ** ***** ** ******** *** ******** ****** ******* ** ***** ** revenues, ******** *** ******** **** *** ******** ***** **** *** expertise ** *** *** ***** *** *** **** **** **** *** **** ******* implementation ** significant improvements ** *** ******* ** *** ******* ******** Specifically, *** *** **** **** introduce improvements ** *** ******* products’ **** aesthetic ****** ****** ** **** ** ******* ****** *** ******** ** encourage ****** ***** *** ****** subordinates *** ******** ***** Realities ******** ****** **** ***** ** ******* ******** ****** ** *** customers, *** **** *** **** ******* ** **** **** ******* ***** ** ******** ***** External_Pressures *** *** * **** Leadership ****** ******** ***** *** ******** pressures ***** **** consideration ** *** * **** marketing ****** *** ****** ***** ** **** *** **** ** ****** ** *** ******** ****** conditions *** **** ****** ******* *** ***** **** **** *** ****** ** *** ****** ****** *** *** ***** ** Sikhounmuong qualified ******* ** prioritized * marketing ******** **** ******* ** ******* *** ******** ******* ****** ***** ** *** ****** ******* *** ******** ***** *** *** **** preferred ******* ***** ****** ******** ** ***** ** ******** **** ******** (Maheshwari, ***** Furthermore, ***** *** ******** pressures ***** **** consideration ** *** * **** marketing ******** ****** *** ******* ****** ******* *** classified ** economically ***** *** ******** ****** ******** **** “poor” customers Consequently, *** customers preferred ***** ****** ******** Consequently, * **** ******* ******* ***** ****** ******** ** ******** *** dwindling ******** *** petitors, ******** ******** *** Nordstrom_Rack **** ******* ******** *** discounted ******* ******** ******* *** ***** * **** customers **** *** ******* **** ** *** ***** ****** ******** (Maheshwari, ***** * ****** ** Multiple_Rationales (reasons) ** ***** ** *** ******** ****** rationale, *** * **** ******* ******* *** ******* ****** **** **** ** **** ** ** Sikhounmuong *** ****** *** ** **** **** implementing * ****** *** ******* **** *** ****** *** ** **** **** ******* *** ******* *** ****** customers’ ******** ******* ***** *** customer’s ****** *** ***** ****** ******* *** ** *** leadership ****** ****** ***** ** ***** ** ******** rationales, *** * **** ******* *** ******* ******* *** *** leadership ****** ****** *** *** **** ******* ** * ****** ** *** ******* ****** ******** ******** ** ** ***** *** *** ***** *** **** effective ** Sikhounmuong *** ** **** ** ******** ******* ****** ** ***** ** Sikhounmuong *** * ****** ****** **** marketing *** **** ******* ***** ****** ******* ******* ****** ***** ******** * ***** **** ****** management ***** *** mon_changes ** *** ***** ***** employees ** **** organizations *** frontline **** implement *** prescribed ******* ******* ***** *** ** *** ******** ******* ** ******** *** ******* ***** ** *** * **** ******* *** ****** *** ** ******* *** ****** ****** ******* **** ******** **** *** ******* ******** *** ******** ***** **** **** ******** ***** ** * ******** ****** ** *** ******** **** ** Employees ***** ** ***** *** ***** ** customers ****** *** ******* **** ** ******* **** *** ** retrenched Likewise, ***** ** * possibility **** *** employees *** ******* **** ** *** employees *** *** employees **** ******* ** *** production, marketing, *** ****** ** *** *** ******* **** Consequently, *** ***** **** managers, *** immediate ******** ******** ** *** ******** production **** *** marketing ******* ******* employees **** *** **** ** implementing *** ****** (Maheshwari, ***** Consequently, *** ***** **** ******** **** **** ****** *** ******* ** *** ******* ******* ***** *** ***** *** ****** ***** ** *** ******* *** ***** **** ******** *** ***** ******** ******** ** ***** departments *** ***** *** ** *** ******* *** ***** ******** positions ** *** ***** *** ***** **** ******* **** ******** *** employees, ****** *** ** *** corresponding separation *** *** ***** ******* prescribed ******** Initially, *** ***** **** ******** **** ******** *** subordinates ** ******* *** ******* **** **** **** *** **** ******** **** ******* ******** ******** *** ******** **** **** *** employees ** ***** **** ****** *** *** environment *** ******** ***** * Conclusion Change_management ******** *** implementation ** ***** decisions *** * **** Company’s ****** ***** ******** replacing *** ******* ****** **** *** ***** **** ******** **** ******** *** ******** production *** marketing employees ** ***** ** *** ******* **** environment *** **** ******** **** ****** *** ******* ** change-affected subordinates, including transferring **** employees ** ***** ******* **** ****** *** **** Evidently, effective ****** management leadership ******** persuading *** employees ** ****** *** workplace ****** ** ******** **** **** *** ******** ******* transferring ***** employees *** ****** ** ******** *** terminating ***** *** ****** ***** ** ****** ** ***** ** *** *** unfamiliar environment References ***** * ****** ****** Management * ** ****** Leadership ******* ** ****** Management, * **** *** **** Maheshwari, * ****** **** *** * **** ******** **** ******** ******** *** ****** ****** ** ******* ***** ******** * * * PRNewsire ****** **** *** * **** ****** *** ****** Organizational ******* *** ******** Improvement ** ******** * * * ****** * ****** Resistance * Constructive **** *** ****** Management Management ******** ******* * ** **** *******

Attachments
Butler4.doc
Change_Manegement
Introduction
Change management involves some major decisions T** ***** ****** ** * **** Company’s ****** management ***** *** **** ***** discusses effective ****** management strategies Effective ****** management ******** ******** *** ****** ** *** ******** ***** **** employees
******** * Rationales (Reasons) *** * **** ****** ** leadership
* **** Organizational ******
*** * **** ******* implemented * ****** ** *** ******* *** management ***** *** * **** Company’s *** ** ******* ******* **** *** annoement **** ** **** ** Somsack_Sikhounmuong **** ******* *** **** ** *** *** Women’s ****** department **** *** *** **** ** *** **** department *** *** ***** **** ** *** * ******** ******** ****** Department **** **** ***** **** *** ******* ** *** ****** ** ** ***** ** * **** * ***** *** perspective ** *** **** *** *** **** *** ****** ******* ** *** ****** expertise ** *** ******* ******* especially *** aesthetic expertise ** *** * ******** ******* ******* ***** *** * **** management **** ** *** ******* ******* especially *** customers, *** ****** *** *** leadership ****** *** ******** *****
** ******* *** *** * **** Leadership ******
******** *** ******* emphasized **** *** ****** *** * necessary *** ****** **** ***** *** **** **** * *** ****** ****** ******* ******** **** ** currently *** **** ***** *** ***** **** ** **** *** ******* continued ** ***** **** *** ****** *** **** ** ***** ** ******** *** ******** ****** ******* ** ***** ** revenues, ******** *** ******** **** *** ******** *****
**** *** expertise ** *** *** ***** *** *** **** **** **** *** **** ******* implementation ** significant improvements ** *** ******* ** *** ******* ******** Specifically, *** *** **** **** introduce improvements ** *** ******* products’ **** aesthetic ****** ****** ** **** ** ******* ****** *** ******** ** encourage ****** ***** *** ****** subordinates *** ******** ***** Realities ******** ****** **** ***** ** ******* ******** ****** ** *** customers, *** **** *** **** ******* ** **** **** ******* *****
** ******** * External_Pressures *** *** * **** Leadership ******
******** ***** *** ******** pressures ***** **** consideration ** *** * **** marketing ****** *** ****** ***** ** **** *** **** ** ****** ** *** ******** ****** conditions *** **** ****** ******* *** ***** **** **** *** ****** ** *** ****** ****** *** *** ***** ** Sikhounmuong qualified ******* ** prioritized * marketing ******** **** ******* ** ******* *** ******** ******* ****** ***** ** *** ****** ******* *** ******** ***** *** *** **** preferred ******* ***** ****** ******** ** ***** ** ******** **** ******** (Maheshwari, *****
Furthermore, ***** *** ******** pressures ***** **** consideration ** *** * **** marketing ******** ****** *** ******* ****** ******* *** classified ** economically ***** *** ******** ****** ******** **** “poor” customers Consequently, *** customers preferred ***** ****** ******** Consequently, * **** ******* ******* ***** ****** ******** ** ******** *** dwindling ******** *** petitors, ******** ******** *** Nordstrom_Rack **** ******* ******** *** discounted ******* ******** ******* *** ***** * **** customers **** *** ******* **** ** *** ***** ****** ******** (Maheshwari, *****
* ****** ** Multiple_Rationales (reasons)
** ***** ** *** ******** ****** rationale, *** * **** ******* ******* *** ******* ****** **** **** ** **** ** ** Sikhounmuong *** ****** *** ** **** **** implementing * ****** *** ******* **** *** ****** *** ** **** **** ******* *** ******* *** ****** customers’ ******** ******* ***** *** customer’s ****** *** ***** ****** ******* *** ** *** leadership ****** ****** *****
** ***** ** ******** rationales, *** * **** ******* *** ******* ******* *** *** leadership ****** ****** *** *** **** ******* ** * ****** ** *** ******* ****** ******** ******** ** ** ***** *** *** ***** *** **** effective ** Sikhounmuong *** ** **** ** ******** ******* ****** ** ***** ** Sikhounmuong *** * ****** ****** **** marketing *** **** ******* ***** ****** ******* ******* ****** *****
******** * ***** **** ****** management
***** *** mon_changes ** *** ***** ***** employees ** **** organizations *** frontline **** implement *** prescribed ******* ******* ***** *** ** *** ******** ******* ** ******** *** ******* ***** ** *** * **** ******* *** ****** *** ** ******* *** ****** ****** ******* **** ******** **** *** ******* ******** *** ******** ***** **** **** ******** ***** ** * ******** ****** ** *** ******** **** ** Employees ***** ** ***** *** ***** ** customers ****** *** ******* **** ** ******* **** *** ** retrenched Likewise, ***** ** * possibility **** *** employees *** ******* **** ** *** employees *** *** employees **** ******* ** *** production, marketing, *** ****** ** *** *** ******* **** Consequently, *** ***** **** managers, *** immediate ******** ******** ** *** ******** production **** *** marketing ******* ******* employees **** *** **** ** implementing *** ****** (Maheshwari, *****
Consequently, *** ***** **** ******** **** **** ****** *** ******* ** *** ******* ******* ***** *** ***** *** ****** ***** ** *** ******* *** ***** **** ******** *** ***** ******** ******** ** ***** departments *** ***** *** ** *** ******* *** ***** ******** positions ** *** ***** *** ***** **** ******* **** ******** *** employees, ****** *** ** *** corresponding separation *** *** ***** ******* prescribed ******** Initially, *** ***** **** ******** **** ******** *** subordinates ** ******* *** ******* **** **** **** *** **** ******** **** ******* ******** ******** *** ******** **** **** *** employees ** ***** **** ****** *** *** environment *** ******** ***** *
Conclusion
Change_management ******** *** implementation ** ***** decisions *** * **** Company’s ****** ***** ******** replacing *** ******* ****** **** *** ***** **** ******** **** ******** *** ******** production *** marketing employees ** ***** ** *** ******* **** environment *** **** ******** **** ****** *** ******* ** change-affected subordinates, including transferring **** employees ** ***** ******* **** ****** *** **** Evidently, effective ****** management leadership ******** persuading *** employees ** ****** *** workplace ****** ** ******** **** **** *** ******** ******* transferring ***** employees *** ****** ** ******** *** terminating ***** *** ****** ***** ** ****** ** ***** ** *** *** unfamiliar environment
References
***** * ****** ****** Management * ** ****** Leadership ******* ** ****** Management, * **** *** ****
Maheshwari, * ****** **** *** * **** ******** **** ******** ******** *** ****** ****** ** ******* ***** ******** * * *
PRNewsire ****** **** *** * **** ****** *** ****** Organizational ******* *** ******** Improvement ** ******** * * *Seller has stop selling this tutorial to prevent plagarism. Please message tutor above to get the latest work.

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