TASK-1 Change is permanent and change is the only thing which does not change in the world. So change is an inevitable strategy which drives any business or non-business organisation. Change in management can be explained as a process of transforming individuals‚ organisations and teams in an organisation from present situation to the targeted status or standard. It is an organisational method intended to assist change stakeholders to accept and embrace changes in their business environment or
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1. Introduction Established in 1983 in Singapore‚ SMRT‚ a transport service provider‚ took over the roles and responsibility to operate Singapore’s Mass Rapid Transit (MRT) when it started its operations back in 1987. From 1987 to 2013‚ SMRT has grown from a medium sized corporation to a billion dollar Multi-national Company. SMRT now controls the far-reaching MRT and the light rail (LRT) system in Singapore which includes 93 stations which spreads over 136.4 km (as of 2013). Beside the MRT and
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1.0 Introduction Sales force automation is involving in all activities in sale department which include customer management‚ information sharing and other else‚ to boost up with the software. It is easy to connect between the organization and the sales manager trough this software. Sale force automation can be showed with difference style when connect with difference technology. For example‚ ATM is a type of sales force automation software that help the bank to satisfy the customer need which
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John P. Kotter‚ 1996‚ Leading Change‚ Successful Change And The Force That Drives It‚ Ch 2‚ pg 17-31 Schriesheim C‚ DeNisi A. 1981‚ Task Dimensions as Moderators of the Effects of Instrumental Leadership: A Two-Sample Replicated Test of Path-Goal Leadership Theory‚ Journal of Applied Psychology 1981‚ Vol. 66‚ No. 5‚ 589-597‚ viewed 18 April‚ 2011 Linda L. Neider‚ Chester Schrieshem‚ 2002‚ Leadership‚ Path-Goal Theory of Leadership‚ Ch 4‚ pg 116-117 John P. Kotter‚ Leonard A. Schlesinger‚ 2008‚ Choosing
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of the business. 2. Construct a change management strategy for dealing with this situation. In so doing‚ identify what approach (es) to managing resistance you recommend and provide a clear justification for your choice. An article by Kotter and Schlesinger provides the classic description on managing the
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I. Task 1: There are many leadership theories that have oriented and contributed for the leaders in management. One of them is the “Situational Approach” theory‚ which was found by Paul Hersey and Kenneth Blanchard (1979). In this task‚ we will evaluate the usefulness of the leadership styles mentioned in the theory‚ then compare and contrast with some of the other styles. 1. Evaluate Four leadership styles include: Directing‚ Coaching‚ Supporting and Delegating. According to Seth Godin (2012
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Introduction Organizational change‚ a vibrant force in the current scenario of rapid developments‚ is an in¬evitable feature of organizational life. The environment within and outside the organizations is changing at an ever-increasing pace‚ creating the need for faster response to the environment and eventually for deep seated transformations within the organizations themselves. Visit the link below to watch the video on Model of organizational change. Models of change Learning outcome: 4.0
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UNIT 3 RESISTANCE TO CHANGE An important element of any change initiative which is resistance to change LEARNING OBJECTIVES 1. Define resistance to change. 2. Explain the life cycle of resistance to change. 3. Discuss the causes of resistance. 4. Describe the strategies to manage resistance. * WHAT IS RESISTANCE TO CHANGE? Change creates anxiety‚ uncertainty and stress‚ even for those managing change Seldom are there any guarantees that the new approach will work - will deliver the
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organizational change. Jones‚ G. R. (2004). Organization Theory‚ Design‚ and Change. New York: Addison-Wesley Publishing Company. Jones. (1988). Organizational Theory. In Burgelman‚ R. A.‚ & Maidique‚ M. A. Kotter‚ J. P. (1994). Leadership change: The eight steps to transformation. In J. A. Kotter‚ J. P.‚ & Schlesinger‚ L. A. (1979). Choosing strategies for change. Harvard Business Review‚ 57‚ 106-114. Lewin‚ K. (1951). Field Theory in Social Science: Selected Theoretical Papers. Schein‚ E. H. (1992). Organizational
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Best of HBR JOHN P. KOTTER AND LEONARD A. SCHLESINGER Choosing Strategies for Change considered that there is nothing more difficult to carry out‚ nor more doubtful of success‚ nor more dangerous to handle‚ than to initiate a new order of things.”1 In 1973‚ The Conference Board asked 13 eminent authorities to speculate what significant management issues and problems would develop over the next 20 years. One of the strongest themes that runs through their subsequent reports is a concern
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