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Essay / Research Paper Abstract
An 8 page paper that begins with a summary. The hypothetical Board of a coffee shop company has identified specific outcomes for a strategic change plan. The writer identifies TQM as an approach that will meet most of the desired outcomes. This is combined with creating a learning organization. The essay also discusses employee resistance to change and how to manage that. The plan ends with alternative suggestions should the economy fall lower, stay the same or improve. Bibliography lists 9 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGchngp9.rtf
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Unformatted sample text from the term paper:
of Total Quality Management, which is an approach many companies are now embracing given this unstable economy. The essay presents the essential information about TQM and Senges learning organization, which
complement each other. The plan also discusses employee resistance to change, the reasons for it, and how to handle it. The plan ends with alternative suggestions should the economy fall
lower, stay the same or improve. Expected Outcomes The Board of a large specialty coffee retailer wants to develop a strategic plan for change that will accomplish
the following goals: 1. Make the organization more competitive. 2. Provide high quality customer service. 3. Become a learning organization. 4. Have employees become more innovative and creative. 5. Recruit,
retain and reward a competent work force. 6. Become more technological in its operations. 7. Overcome employee resistance to change. 8. Prepare for the future by creating alternative plans that
will respond to the economy. Strategic Plan for Change The first six goals are directly related to the organizational culture of this company. The corporate culture is described as
everything the company does and how they do it. The culture impacts performance and productivity. Coogan & Partners conducted a study of high-performing and low-performing companies and found that companies
who had a strong corporate culture grew at a rate of 6.3 percent compared to a negative growth factor of -7.8 percent for companies with weak cultures (Business Wire, 2006).
It is not easy to change the corporate culture. Most theorists suggest the culture will not change unless there is a serious threat to the organizations future or unless
a very strong leader takes the helm (Duncanson, 2004). This author would describe the current situation as a culture gap; there is a discrepancy between where the Board wants the
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