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Walden University - BUSI 3003-5
  • 2 Pages Week 3 Midterm Exam
    Week 3 Midterm Exam

    School: Walden University

    Course: Dynamics Of Change

    Week 3 Midterm Exam Grade Details 1.Question: Which of the following is not part of the "slow death" process of not confronting the need for deep change? Your Answer: Violation of trust Thirst for vision Burnout CORREC None of the above T Points Received:

  • 9 Pages week 1 reflection and discussion
    Week 1 Reflection And Discussion

    School: Walden University

    Course: Dynamics Of Change

    Chapter 1: Walking Naked into the Land of Uncertainty p 3 13 Reflection and Discussion: pg 13 Personal Steps to Change: 1. List the ten most significant personal changes you have ever made: There is an important link between deep change at the personal le

  • 2 Pages WK_6_DQ_Phillips
    WK_6_DQ_Phillips

    School: Walden University

    Course: Dynamics Of Change

    WK_6_DQ_Phillips What actions do leaders need to take to drive and sustain organizational change? This was not an easy question to answer. The leaders actions will make the organizational change succeed or fail. It is important for leaders to know what ac

  • 6 Pages Week 6
    Week 6

    School: Walden University

    Course: Dynamics Of Change

    Week 6: Leadership Roles, Vision, and the Power of the Individual in Organizational Change Introduction: Assume you are leading a team in your organization. There is a significant change occurring in your organization that will impact your team directly.

  • 3 Pages Week 6 Discussion Notes
    Week 6 Discussion Notes

    School: Walden University

    Course: Dynamics Of Change

    Week 6 Discussion Notes: What actions do leaders need to take to drive and sustain organizational change? The first three stages of large scale change recognition, developing a shared vision, and implementation require incredible amounts of time and energ

  • 1 Page Response for dicussion
    Response For Dicussion

    School: Walden University

    Course: Dynamics Of Change

    Which issues are off limits for discussion in your organization, and what would be required to make them allowable? How would this change your organization? One issue that is off limits for discussion in my organization is gas prices. I always bring up th

  • 2 Pages REFPhillipsL
    REFPhillipsL

    School: Walden University

    Course: Dynamics Of Change

    Reflection 1 Reflection By: Lisa Phillips Class: Instructor: Date: January 13, 2012 Walden University Reflection 2 So much information was given throughout this course that has changed my perspectives on organizational change. Change is a scary process bu

  • 2 Pages reflection notes
    Reflection Notes

    School: Walden University

    Course: Dynamics Of Change

    Reflection 1 Reflection By: Lisa Phillips Class: Instructor: Date: January 13, 2012 Walden University Reflection 2 So much information was given throughout this course that has changed my perspectives on organizational change. Change is a scary process bu

  • 3 Pages Final Portfolio Project
    Final Portfolio Project

    School: Walden University

    Course: Dynamics Of Change

    Final Portfolio Project: Identify a program or situation to be changed in an organization you are familiar with. The way orders are taken or received working at Cottage Inn Pizza located in Canton Michigan. While no single change management plan or method

  • 8 Pages FPRPhillipsL
    FPRPhillipsL

    School: Walden University

    Course: Dynamics Of Change

    Change Management Plan for Cottage Inn Pizza 1 Change Management Plan for Cottage Inn Pizza Final Project Portfolio By: Lisa Phillips Class: MGMT-3102-5/BUSI-3003-5 The Dynamics of Change Instructor: Ralph Stauffer School: Walden University Date: January

  • 1 Page wk_5_DQ_Phillips
    Wk_5_DQ_Phillips

    School: Walden University

    Course: Dynamics Of Change

    Wk_5_DQPhillips How does culture affect organizational change? In any organization the culture shapes and is shaped by the people, the work they do, and the formal structures and processes that coordinate their efforts. In most organizations there is more

  • 4 Pages Week 5
    Week 5

    School: Walden University

    Course: Dynamics Of Change

    Week 5: Strategic Issues in Organizational Change, Organizational Culture, and Overcoming Resistance Introduction: Organizational culture is a concept that describes the attitudes, experiences, beliefs, and values of an organization. As a leader, you need

  • 4 Pages Week 5 Discussion Notes
    Week 5 Discussion Notes

    School: Walden University

    Course: Dynamics Of Change

    Week 5 Discussion Notes: Culture (Nadler) Redesigning hardware, however, means making major changes in the formal organizational arrangements the structure, producesses, and systems that dictate how work is grouped, controlled, and coordinated. Such struc

  • 3 Pages Week 5 Application
    Week 5 Application

    School: Walden University

    Course: Dynamics Of Change

    Week 5 Application: Identify an organization you are familiar with that needs to make a change in its culture, and then use Nadlers Twelve Interventions for Operating Environment Change in order to identify which components apply and what needs to occur f

  • 2 Pages Week 5 Application Notes
    Week 5 Application Notes

    School: Walden University

    Course: Dynamics Of Change

    Week 5 Application Notes: Nadler: (pgs 220 -226) Figure 10.5 Twelve Interventions for Operating Environment Change: 1. Collaborative Culture Definition: 2. Collaborative Culture Definition: 3. Measurement and gap analysis: 4. Stakeholder analysis and enga

  • 7 Pages WK_4_DQ_GroupC
    WK_4_DQ_GroupC

    School: Walden University

    Course: Dynamics Of Change

    Lars Kolinds Deep Change for Oticon 1 Lars Kolinds Deep Change for Oticon By: Group C: James Dwight, Eugene Jackson, Katherine Lynn, Ryan Mcphun, Sandra Paige, Lisa Phillips Date: December 29, 2011 Class: MGMT 3102 5/BUSI 3003 5 The Dynamics of Change Pro

  • 3 Pages Week 4
    Week 4

    School: Walden University

    Course: Dynamics Of Change

    Week 4: Shared Direction, Strategy, and Changing the Organization Introduction Do you think mastering technology, being innovative, or possessing high qualifications will automatically make you a leader? It will definitely help you acquire a leadership po

  • 1 Page Week 4 Group Project Part B
    Week 4 Group Project Part B

    School: Walden University

    Course: Dynamics Of Change

    Week 4 Group Project Part B: Make a team recommendation on how Lars Kolind should proceed, given the resistance he is facing. My recommendation on how Lars Kolind should proceed is the same way he is leading. Slow death was facing the company and Lars Kol

  • 2 Pages Managing Organizational Change
    Managing Organizational Change

    School: Walden University

    Course: Dynamics Of Change

    Managing Organizational Change Revolution at Oticon A/S (A): 1. What are the competitive requirements of Oticon in the audiology industry? Define a strategy for achieving competitive advantage in this industry. Compare and evaluate your strategy with the

  • 3 Pages Introduction fixed
    Introduction Fixed

    School: Walden University

    Course: Dynamics Of Change

    Introduction Oticon was established in 1904 by Hans Demant, whose wife was hearing-impaired . He brought back an electronic hearing aid for her, and it immediately became popular. Hans Demant began to export hearing aids to sell in Europe leading to the f

  • 3 Pages Group Project Personal Notes
    Group Project Personal Notes

    School: Walden University

    Course: Dynamics Of Change

    Group Project Personal Notes: Analyze the change effort using Nadler's integrated change agendavalues, governance, operating environment, operational performance, organization, strategy, and purpose. Pg. 138 THE AGENDA FOR CHANGE: Together, the CEO and th

  • 3 Pages Group Project C Notes
    Group Project C Notes

    School: Walden University

    Course: Dynamics Of Change

    Group Project C Notes: Nadler Quotes: Before turning to specific strategic aspects of change, Houghton insisted that senior team members first come to grips with the issue of corporate values. The seven values, communicated in a formal statement to all em

  • 13 Pages Oticon
    Oticon

    School: Walden University

    Course: Dynamics Of Change

  • 6 Pages Managing Organizational Change - Oticon
    Managing Organizational Change - Oticon

    School: Walden University

    Course: Dynamics Of Change

    Managing Organizational Change Revolution at Oticon A/S (A): 1. What are the competitive requirements of Oticon in the audiology industry? Define a strategy for achieving competitive advantage in this industry. Compare and evaluate your strategy with the

  • 1 Page WK3
    WK3

    School: Walden University

    Course: Dynamics Of Change

    WK3_DQ_PhillipsL While working at Subway, the general manager noticed the lack of motivation to the new changes that recently happen. In chapter five we learned that steps 5 through 8 are involved in the need to motivate change. Each step is listed below

  • 3 Pages Week 3
    Week 3

    School: Walden University

    Course: Dynamics Of Change

    Week 3: Overcoming Obstacles to Change and Why Change is Imperative Introduction: Have you ever experienced people resisting a change you communicated to them? How did you handle the situation? Did you try to convince them? Communicating a change needs to

  • 5 Pages Week 3 Discussion Notes
    Week 3 Discussion Notes

    School: Walden University

    Course: Dynamics Of Change

    Week 3 Discussion Notes: Consider this list of the most common kinds of corporate change: Strategic change: Structural change: Cultural Change: New Technology Change: Merger and acquisition change: Breakup and spin-off change: Downsizing change: Expansion

  • 2 Pages Wk2APPPhillips
    Wk2APPPhillips

    School: Walden University

    Course: Dynamics Of Change

    Wk 2 APP Phillips notes: The relationship between communication and organizational change has attracted increased attention from scholars and practitioners during the last decade. In order to cope with competition, technological developments, and customer

  • 1 Page WK_2_DQ_Phillips
    WK_2_DQ_Phillips

    School: Walden University

    Course: Dynamics Of Change

    Wk_2_DQ_Phillips 1. How does what you have read about the S Curve affect your thinking about your own organization? As I read about the S Curve I found the importance of charting change in the company or organization over time. This made me think about th

  • 4 Pages Week 2
    Week 2

    School: Walden University

    Course: Dynamics Of Change

    Week 2: Foundational Concepts in Organizational Change Introduction: Consider that you are working for an organization. Has any corporate change affected you or a coworker? Did communication play a role in the change process? How was the change communicat

  • 5 Pages Week 2 Notes
    Week 2 Notes

    School: Walden University

    Course: Dynamics Of Change

    Week 2 Notes: Yellow highlights are for discussion, while blue highlights are for application Chapter One: What It Takes; Pages 1 20 FOCUS ON: the three areas that organizations can focus on for a truly sustainable competitive advantage. SEARCHING FOR COM

  • 1 Page Week 2 discussion response
    Week 2 Discussion Response

    School: Walden University

    Course: Dynamics Of Change

    Week 2 discussion response, 1. Response to Jackie Cooper, You have a great post this week. Your example reminds me of my sister. She works as a manager of a restaurant located inside of a mall. She has told me numerous of times that if the stores sell the

  • 4 Pages Week 2 Discussion Notes
    Week 2 Discussion Notes

    School: Walden University

    Course: Dynamics Of Change

    Week 2 Discussion Notes: How does what you have read about the S Curve affect your thinking about your own organization? These oscillations indicate degrees of company change in strategy, structure, and people. The greater the oscillation, the more destab

  • 10 Pages article
    Article

    School: Walden University

    Course: Dynamics Of Change

    Abstract (Summary) Purpose - The purpose of the present review of communication approaches to organizational change is to identify and further develop the range of perspectives available in the literature and to present a framework oncommunication and cha

  • 2 Pages application
    Application

    School: Walden University

    Course: Dynamics Of Change

    WK_2_APP_Phillips Lisa Phillips Johansson, C., & Heide, M. (2008). Speaking of Change: three communication approaches in studies of organizational change. Corporate Communications, 13(3), 288-305. The purpose of the present review of communication approac

  • 1 Page WK1
    WK1

    School: Walden University

    Course: Dynamics Of Change

    WK1_DQ_Phillips Why is it important for individuals to change? Since change can happen at both the organizational and personal level we should first answer why it is important for companies to change? Understanding the importance of change in an organizat

  • 4 Pages Week 1
    Week 1

    School: Walden University

    Course: Dynamics Of Change

    Week 1: Deep Change Concepts and Transforming Perspectives about Personal Change Introduction Reflect on the changes that have taken place in your personal or professional life. Did you initiate these changes, or were they imposed upon you? Were they sudd

  • 8 Pages Week 1 Notes
    Week 1 Notes

    School: Walden University

    Course: Dynamics Of Change

    Chapter 1: Walking Naked into the Land of Uncertainty Incremental change is usually the result of a rational analysis and planning process. Incremental change is usually limited in scope and is often reversible. Incremental change usually does not disrupt

  • 4 Pages Week 1 discussion
    Week 1 Discussion

    School: Walden University

    Course: Dynamics Of Change

    Week 1 discussion Notes: Why is it important for individuals to change? Why is it important for organizations to change? FOUNDATIONS FOR MANAGING CHANGE IN ORGANIZATIONS Introduction Why Is It Critical for Leaders and Managers to Be Successful at Organiza

  • 1 Page Welcome to
    Welcome To

    School: Walden University

    Course: Dynamics Of Change

    BUSI 3003/MGMT 3102: Dynamics of Change Welcome to BUSI 3003/MGMT 3102: Dynamics of Change! Changes are an integral part of our personal and professional lives. The external world is constantly changing, and we need to reinvent ourselves to stay connected

  • 3 Pages Schedule of Assignments
    Schedule Of Assignments

    School: Walden University

    Course: Dynamics Of Change

    Schedule of Assignments BUSI 3003/MGMT 3102: Dynamics of Change The schedule below lists activities and assignments for each week of the course. Use this schedule to keep track of the assignments due in each week. Due Days Discussions: Original postings t

  • 7 Pages course support
    Course Support

    School: Walden University

    Course: Dynamics Of Change

    BUSI 3003/MGMT 3102 Dynamics of Change Course Support and Calendar Information It is highly recommended that you print the following items for your reference so that you have all key information available to you off-line: This Syllabus Schedule of Assignm

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