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Essay / Research Paper Abstract
A 4 page paper that discusses an article by Bowman on changes made at a university and an article by Brown about virtual high schools. The paper reports the change leadership approaches identified in the Bowman article and which had to be used with one of the university’s initiatives. It discusses the benefits of virtual high schools as identified by headmasters. The paper compares and contrasts these two studies. Bibliography lists 2 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PG691744.doc
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Unformatted sample text from the term paper:
the last two decades, organizations in all sectors have been faced with massive changes. Bowman (2000) described six major organizational changes that were made at Winona State University in the
1997-1998 school year. The author also described six change leadership styles: Anti-change, Rational, Panacea, Bolt-on, Integrated, and Continuous (Bowman, 2000). Each style is based on an individuals attitudes, perceptions, and
subsequent behaviors that are related to how a leader thinks any disruption in the normal operations of an organization should be dealt with (Bowman, 2000). The anti-change leader tries to
avoid as many disruptions in the process as possible. The rational change leader focuses on how the change can be constrained and uses logic to meet the change. The Panacea
change leader uses communication and even training to limit the disruptions. The Bolt-on leader tries to regain a sense of control by using different management techniques. The integrated change leader
tries to find ways to use the existing structure. The Continuous change leader tries to reduce any implementation demand that is not absolutely necessary (Bowman, 2000). One
of those changes at Winona State University was the Laptop University Initiative (Bowman, 2000). The author explained that this particular change resulted in near-chaos. It surpassed any of the typical
change leadership styles the author had described. This initiative required all students to lease and IBM ThinkPad in order to support the universitys technology efforts. The rational change leader approach
would seem to be the logical choice for an approach but it did not work (Bowman, 2000). Students were up in arms against the initiative because of the cost to
them. The decision was one that was affronted with high emotion. Browns (2009) study of virtual schools also pointed out that switching to electronic media for education is an
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