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Essay / Research Paper Abstract
A 3 page paper answering 5 questions about change management. Three questions address culture in a specific organization; the other two ask for identification and discussion of three factors necessary for long-term commitment to change, obstacles that can prevent that commitment and how to overcome those obstacles. Bibliography lists 6 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgChgWk5DQs.rtf
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Unformatted sample text from the term paper:
long-term commitment to change? One of this weeks articles, "Implementation: Key to organizational change" (Smith and Mourier, 1999), lies outside the required date
range and technically is too old to use here. The article shares several points with Packards (2002) article addressing TQM and organizational change, and Hellers (n.d.) undated article discussing
business change, however. Three factors common to each article are (1) "Define the change effort as an element of your business strategy" (Smith and Mourier, 1999; p. 37); (2)
"Focus change on a chosen opponent: The Enemy" (Heller, n.d.); and (3) define a vision of the future post-change completion (Packard, 2002). Defining
the change effort and providing at least some background to employees as to why it is needed provides a clear view of the reasons behind the change. Management commitment
for the long term is crucial, but employees also need to "buy in" to the change and remain committed to the change effort over time. Defining it prevents the
effort from seeming to be just a management exercise undertaken for perhaps questionable reasons. Focusing on a specific opponent supports commitment at both
managerial and employee levels by preventing the illusion of change for changes own sake. Instead, the change initiative becomes something that all work for with a common purpose.
Maintaining a vision of how the effort will change organizational life when it has been completed accomplishes the same purpose. 2. What are at least three obstacles which would prohibit a
change plan from being successful? Many organizations have initiated change efforts that have failed; most of those blame either staff or external conditions
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