The three stages of the change process are:O unfreezing, adjustment, and refreezing.adjustment, unfreezing and refreezing.adjustment, unfreezing, and re-adjustment.adjustment, re-adjustment, and unfreezing.

Change is an unavoidable event in any association, and effective change should be overseen. The…

Answered: The three stages of the change process…

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 1SGB: Create a Group Control System Step 1. From into groups of three to five students. Each group will...

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Identify and explain two advantages of the Kotter's 8 step change model over both Lewins model and the 4 Stages of change model.
What are the pros and cons of the Kotter change model?
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What is considered change management? Briefly explain ‘Ackerman’s (1997)’ three types of change.
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Create a Group Control System Step 1. From into groups of three to five students. Each group will assume that another student group has been given an assignment of writing a major paper that will involve research by individual group members that will be integrated into the final paper. Each group member has to do his or part. Step 2. Your assignment is develop a list of rules and identify some statistics by which to control the behavior of members in that group. Brainstorm and discuss potential to govern member behavior and consequences for breaking those rules. Step 3. First, select the five rules that you think are most important for governing group member behavior. Consider the following situations that rules might cover; arriving late for a meeting: missing a meeting: failing to complete a work assignment; disagreements about desired quality of work; how to resolve conflicts about paper content; differences in participation , such as one person doing all the talking and someone else talking hardly at all; how to handle meetings that start late; the use of an agenda and handling deviations from the agenda; and any other situation that your group a cover. Step 4. Now consider what statistics could be developed to measure the behavior and outcome of the group pertaining to those five rules. What kinds of things could be counted to understand how group is performing and whether members are the following rules? Step 5. Discuss the following questions. Why are rules important as a means of control? What are the advantages and disadvantages of having many rules (hierarchical control) versus few rules (decentralized control) for a student group? How can statistics help a group ensure? appropriate behavior and a high-quality product? Step 6. Be prepared to present your conclusions to the Class.
Analyze each reaction against the proposed situation in: Counterproductive, Ineffective, Not very effective, Reasonably effective, Effective or Very effective. You are returning from a few days off. Tomorrow you need to make a presentation to the board and your manager has prepared the slides for you. He did this because he knew you would have little time and thought it best for you to focus on preparing the presentation itself. However, the slides are bad, with little impact and far from what you think is ideal. You: - Explain the situation to your manager, comment on what points the presentation might be best for and ask him to get the slides right before the presentation. Counterproductive Ineffective Not very effective Reasonably effective Effective Very effective - Focuses on improving the slides so that they are the way you would like them for tomorrow. Counterproductive Ineffective Not very effective Reasonably effective Effective Very effective - It fixes only a few…
Making Planning Effective The planning barriers, according to Plunkett and Attner, are as follows: But why are these consired as barriers in the failure of planning? Manager's inability to plan Improper planning process Lack of commitment to the planning process Improper information Focusing on the present at the expense of the future Too much reliance on the planning department Concentrating on the controllable variables
which strategies may consider for the implementing change, explain the Kotter’s 8 Step of Change Model
Chapter 10 in your eText discusses Kotter's (2007) eight-step change model. Which of these steps do you think is the most challenging? Which is most important? Give specific examples of how an organization either effectively navigated all 8 steps or alternatively, missed one of the steps and it led to change resistance or ineffective change.
Mental Models One of a manager’s most important skills is to be able to identify solutions to operational problems and manage corrective actions (change) to improve performance. Many times, it is the latter (change) that becomes the most difficult to manage. This challenge stems from presence of mental models, which are deeply ingrained beliefs, assumptions, and generalizations of how something should work, perform, function, etc. Mental models can have a detrimental effect on implementing change. For this Discussion, consider an organization that you are familiar with and post the following: Provide a brief description of the organization. Describe a mental model that you have witnessed and that has interfered with or prevented an improvement process from being implemented. Finally, give your thoughts about whether you think this mental model can be overcome.
An organizational change model provides a basis for exploring what needs to change and offers a process to initiate change. Burke (2018) states "These models represent an integration of content and process and have evolved from both practice and theory" (p.207). Identifying the need for change, the organization's readiness to change, and potential resistance to change, determines how change is approached. Of course, application of specific change models can present challenges. However, Michels and Murphy (2021) developed a nine-trait framework for measuring an organization's change power using four of the most common company archetypes, therefore identifying factors that can increase an organization's ability to change. In the same way, Radel (2021) demonstrates the simplicity of a change framework and the McKinsey 7S Model in a visual diagram of all the necessary components for change to happen. As you explore conceptual and integrated models for understanding organizational…

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The three stages of the change process are: unfreezing, adjustment, and refreezing. adjustment, unfreezing and refreezing. adjustment, unfreezing, and re-adjustment. adjustment, re-adjustment, and unfreezing. 20000