Managing Organizational Change By Michael W. Durant‚ CCE‚ CPA The increased pace of change that many of us have encountered over the past ten years has been dramatic. During the late 1980s‚ many of us were grappling with issues that we had never encountered. The accelerated use of leverage as a means of increasing shareholder wealth left the balance sheet of some of America’s finest organizations in disarray. Many of our largest customers‚ that for years represented minimal risk and required
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RUNNING HEAD: ORGANIZATIONAL EMR CHANGE Organizational EMR Change HCS 587 Organizational EMR Change A small medical office is expanding organizationally but not in the space department. Some changes need to be made to employ space more efficiently in the most cost-effective route. Switching medical records electronically from paper is a route that improves the function of the facility and also resolves the space issue. Paper records are common in most health care facilities‚ but because
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A LEARNING-BASED APPROACH TO ORGANIZATIONAL CHANGE: FIVE CASE STUDIES OF GUIDED CHANGE INITIATIVES EXECUTIVE SUMMARY Five successful examples of a learning-based approach to organizational change were studied in order to identify some key success factors. All five change initiatives‚ in major manufacturing corporations‚ were guided and supported through the MIT Center for Organizational Learning . Following the change there were dramatic improvements in business results . This article examines
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Organisational Change 3. Definition of Driving Forces 4. The Change Process 5. Conclusion 6. Bibliography 1. Introduction Change‚ like death and taxes‚ is one thing of which we can be certain. Organisational change can be uncomfortable and awkward but it can also be positive. Marriage‚ the birth of a child and a job promotion are often happy changes which are easier to accept than some negative changes such as divorce or death. Whether a change is good or
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HONG KONG BAPTIST UNIVERSITY CONTINGENCY PLAN Team Member 陈韵筱 12427470 黄汝兮 12404594 罗诗韵 12414670 罗雨婷 12405426 邵滟婷 12414654 Content 1. Introduction……………………………………………………………….…3 2. Objectives of the plan………………………………………………………..3 3. Stakeholders of Hong Kong Baptist University……………………………..4 4. List of potential risks………………………………………………………...4 5. Fabricating academic credentials of teaching staffs………… ………………..5 5.1 Situation identification…………………………………………
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Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation‚ to lead a company‚ or to make decisions. Instead‚ the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation. In contingency theory of leadership‚ the success of the leader is a function of various contingencies in the form of subordinate‚ task‚ and/or
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third-party investigation………………....…..13 5.4 Communication channels…………...…………………………………….16 6. Training……………………………………………………………………..19 7. Rehearsals……………………………………………………………….….19 Appendix…………………………………………………………………...…20 1. INTRODUCTION This contingency plan is prepared to eliminate or reduce damages from crises that influenced Hong Kong Baptist University (HKBU) or incidents that trigger potential damage against the university in respect of reputation‚ image or financial stability. HKBU was established
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CONTINGENCY contingency plan is a plan devised for an outcome other than in the usual (expected) plan.[1] It is often used for risk management when an exceptional risk that‚ though unlikely‚ would have catastrophic consequences. Contingency plans are often devised by governments orbusinesses. For example‚ suppose many employees of a company are traveling together on an aircraft which crashes‚ killing all aboard. The company could be severely strained or even ruined by such a loss. Accordingly‚
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Strategic organizational change: the role of leadership‚ learning‚ motivation and productivity Steven H. Appelbaum Faculty of Commerce and Administration‚ Concordia University‚ Montreal‚ Quebec‚ Canada Normand St-Pierre Canadian Imperial Bank of Commerce‚ Montreal‚ Quebec‚ Canada William Glavas Pratt and Whitney Canada‚ Montreal‚ Quebec‚ Canada Presents an overview of strategic organizational change (SOC) and its managerial impact on leadership‚ learning‚ motivation and productivity. Theoretical
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Failure In Organizational Change: An Exploration of the Role of Values‚ Journal of Change Management‚ ABSTRACT One of the most remarkable aspects of organizational change efforts is their low success rate. There is substantial evidence that some 70% of all change initiatives fail. This article explores the argument that a potentially significant reason for this is a lack of alignment between the value system of the change intervention and of those members of an organization undergoing the change. In order
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