“leading Change” Simulation
“leading Change” Simulation
Organizational Leadership and Change Management LDR/515
“Leading Change” Simulation
Angela Cassidy, Carl V. Gibson, Angela Hairston,
Trey LaRoe, and Troy Neumann
Mentor: Mr. Bruce W. Webb
University of Phoenix
Date: June 4, 2007
Week Four Leading Change
“Leading Change” Simulation Exercise
Run the “Leading Change” simulation found on your rEsourceSM course page as an individual before meeting with your Learning Team. Then, as a team, complete the following assignment.
Cultural barriers to change can cause the most well-planned change management process to fail. This 1,250-1,500-word paper will focus on recommending what management strategies are necessary to identify and overcome commitment barriers. You will consider barriers that might inhibit long-term sustainability from an organizational culture or human perspective. The necessary information for this assignment will be obtained from the simulation your team has just completed and a minimum of two to three peer-reviewed journal articles. Each team member will need to take notes during the simulation regarding the major systems and players involved in the scenario.
Required elements of the paper:
a. Provide a brief summary of the change process or plan presented in the simulation.
b. Identify the key stakeholders that are affected by this change and describe their perceptions of the proposed change. Compare and contrast these perceptions and categorize them into common categories that the team will construct in a brainstorming session. For instance, you might consider categories such as job retention, payroll/salary, or communication. These are only a few examples. Feel free to construct your own categories as appropriate.
c. For each different stakeholder perception listed in each category, determine if it poses high risk or low risk to long-term commitment to change.
d. Develop a strategy to address each stakeholder perception listed in each category.
e. Develop at least one goal that could be used to measure the success of each strategy developed.
f. Based upon your research, propose monitoring and evaluation tools that would be useful in determining progress toward these goals.
CHANGE MANAGEMENT: CrysTel
Change Management: CrysTel Telecommunications
MBA 520: Transformational Leadership
Marsha K. Hardeman
January 29, 2007
Change Management: CrysTel Telecommunications
Introduction
Change is constant. Change in organizations is said to often be made in three areas: 1) structure, i.e. new services or programs; 2) technology, i.e. alteration in equipment and/or automation; and 3) people, i.e. selection, hiring, training, relationships, and attitudes. The book, Managing Change, states that, “…because organizations are interrelated systems, a change in one of these three areas is likely to involve a change in the other two areas as well” (NHSC, n.d.). The key to incorporating and managing change is to begin the process with preparation in the areas which will be affected. Preparing for employee resistance to the change process can give leaders and managers the upper-hand in trying to avoid the negative implications to organizational change.
Effective leadership can develop a “learning culture and promotion of innovation for organizations to help sustain change” (University, Building a culture for sustaining change, 2004). This change management plan for CrysTel Telecommunications will identify implications of change, potential resistance to change, monitoring progress of change, and recommendations for continued success as CrysTel implements change within the organization.
Implications of organizational change
CrysTel Telecommunications hired a consultant to determine the level of resistance to change within the organization. A communications company with 2500 employees