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Essay / Research Paper Abstract
A 3 page paper that discusses the images change management concept. The paper explains a change initiative and identifies what the organization did. The writer applies the six images to different people involved and I general, provides an assessment. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: ME12_PG696520.doc
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Unformatted sample text from the term paper:
Electronic records will provide immediate access to records by health care professionals. The system will facilitate better and quicker communication between providers, A change management team was established to aide
in the transition. This team partnered with the project implementation team as well as with organizational leaders. The purpose was to facilitate activities that were designed to reduce employee resistance
and to gain commitment. Two of the activities were a dress rehearsal and a Change Agent Network. Agents came from within the organization and were like extensions to the change
management team and acted as peer cheerleaders. Network members receive updated information constantly along with tips on how to encourage their peers to accept the changes. A time line was
created for surveys intended to assess the degree of employee commitment to the project: Baseline was 6-8 months prior to Go-live launch of electronic records; Pre Go-live would be sent
2 weeks before Go-live; post Go-live would be sent 30 days after Go-live, and 90 Day Post Go-live sent 90 days after the Go-live. Importance of Images Concepts and
Application Sharif (2010) explains the images of managing change create a matrix. There are two images of managing: controlling activities and shaping capabilities, which would demand a coach, interpreter, or
nurturer. Sharif (2010) takes this further and brings in the type of change such as intended change, partially intended, and unintended. Each matrix box depends on the cross-reference identified below:
* Controlling activities are: director for intended change, navigator for partially intended change, and caretaker for unintended change. * Shaping capabilities are: Coach for intended change; interpreter for partially intended
change; and nurturer for unintended change. The change manager needs to understand these different approaches if the change initiative is to be successful. The matrix provides the manager with guidance
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