Change Model Essay

Imagine that you are an executive for XYZ, Inc., a high-end retail mountain range that sells luxury watches, jewelry, and hand bags. Youve just been put in charge of the go withs first international expansion, opening a store in Shanghai, China. This will be a short-run, small-scale change for the organization. After hotshot 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 change.In five pages, explain which change model you would follow for the short-term change and which you would follow for the long-term change. Provide rationale for your decision and deal the effects that these changes would have on the employees, managers, and executives within the organization. Include at least(prenominal) three references and follow standard APA formatting for your paper.SummaryImplementing planned organizational change is subroutinely a science, partly an art. It h as also bring part of a desired skill setand mindsetneeded 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 alter 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- check 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 stretch out financially, operationally, and strategically in their marketplaces. We show how change champions can use these aforementioned(pre nominal) skills and capacities suchas visioning, developing a mission and new values, motive change, developing political support, mapping and managing stakeholders, and bleeding the actual transition.To effectively pass on and manage the implementation process, it is also important to (1) celebrate the big picture in mind (2) choose the right interventions (3) use a move change model to plan and manage the change process (4) keep people engaged and make the inducement for change greater than the incentive to stay the same and (5) identify and manage resistance to change. This involves understanding how to set an organizations new vision, mission, and values to fit its strategy, culture and people, structure, and direct systemsas exemplified in the stories of the three CEOs Mulally, Bossidy, and Jung. They also had to change their own mindsetsbecome the change they expected of those whom they led.The chapter also shows what is involved in structuring and assigning individual s and teams to help drive the change. This involves selecting a sponsor from the organization who can be indisputable 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 occurrence 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 escort ethical and collaborative cultures and practices in all change efforts.View as multi-pages