Devry HRM587 all week assignment latest 2016 july

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Devry HRM587 all week assignment latest 2016 july

                                         Question

Devry HRM587 ARTICLE ORAL PRESENTATION latest 2016 july

ARTICLE ORAL PRESENTATION DUE WEEKS 3, 4, 5, 6(THE DAY AFTER YOU PRESENT)

3 pgs minimum 100 points

When you identify an article to summarize and present to the class, please use the following guidelines. This INCLUDES a discussion on thepurplesection identified in the discussion area.

1. Read the article carefully.

2. Be prepared tofacilitate and lead the discussionand review of the article.

3. Submit a hard copy of your review to the dropbox in the following format:(75 POINTS)

The textbook talks about 16 types of “change.” They are: first order, second order, anticipatory, reactive, adaptive, tuning, adaptation, reorientation, recreation, midroad, tectonic, incremental, transformational, downsizing, technological, mergers and acquisitions.
1. Consider the company you have selected and discuss a recent change which has occurred at that organization. 
2. From the list above, identify the “type” of change utilized and explain why it was/is necessary. 
3. Do you agree with the change which the company has decided to take? Why or why not?
4. From the course textbook explain the theory of the change. 
· Vision (current state to future desired state)
· Image
· Problem/issue at your company/industry
· Goals for change (identify clear examples)
· Diagnostic Model you will use. How & why?
· Communication Plan
· How will you monitor/evaluate change processes? (i.e., resistance and progress)
· Recommendation and Sustaining Change: How can you be sure change efforts and implementation strategy will work?

4. Make an oral presentation of the article to the class.(25 POINTS)

This presentation should be no more than 10 minutes in length. DO NOT regurgitate the article. Instead, help the class understand the important lessons we should take away from the reading.

5. Lead the discussion and answer any questions that arise relating to the article.

YOU ARE THE EXPERT!

The article can be no later than 5 years ago.

Devery week 3 HRM587 CASE ANALYSIS PAPER latest 2016 july

CASE ANALYSIS PAPER DUE WEEK 3

5 pgs minimum 150 points

Many students initially find case analysis of management problems to be difficult and uncomfortable. This is due to the relative lack of structure of most problems found in management. No correctly answered list of pre-questions or mechanical process will lead to the "right" answer. In fact, there usually is no single, definitively "right" solution to most managerial problems. When analyzing a case, remember that there are often many possible solutions. The goal is not to findthe solution,but to examine the case and practice analyzing and solving real world problems from a change management perspective.

You may use the following format to guide your thinking and to frame your written case analysis.

I. Introduction (15 points)

The purpose of this paper is to analyze a case involving change and to make a viable proposal for future action. In the introduction, you should summarize your recommendation and how the paper will convince the reader that this is the best course of action.

II. Analysis of the Case (65 points)

Why did events occur the way they did during the change process?

· Use the theoretical concepts from the book and readings to analyze events of the case.

· Identify the important implications of the facts given.

· Thoroughly analyze why people are behaving as they are, and how that behavior relates to organizational change theory.

· Identify multiple and subtle, rather than just the "obvious" causes and implications of what's going on.

· Give a logical interpretation of the facts and explanations of behavior in response to the change.

· Focuson important aspects of the case.

· Consider relevant theory and "knowledge" of organizational change and development.

· Focus on how the change took place rather than just on what changes needed to be made.

· What are the most significant implications? Your analysis should drive the reader to see the need to address one major issue above all others.

Note: Signs of a Poor Analysis:

Restatement of the case: The "he did this and they did that" papers which never analyze why people behave as they do, nor suggest what might be done, nor draw any general lessons, etc. If you make a statement, be able to explain WHY.

(NOTE, however, it may be very important to document inferences with facts from the case but this can be done without a lengthy restatement of the case.)

Oversimplification

Distortion of facts

Unwarranted or unexplained assumptions

Making value judgments in the name of fact

III. Alternative Actions to Make the Change Process more Effective (30 points)

Consideration of alternative proposals to resolve the major issue identified in your analysis. Each alternative should be mutually exclusive, meaning that if you choose one, you cannot choose the others.

Pros--Arguments and positive aspects of the proposed course of action

Cons--Recognition and adequate consideration of obvious counter arguments and negative aspects of the proposed courses of action.

IV. Recommended (20 points)

· Present a sound rationale for the proposed course of action.

· Give evidence in the solution proposed that you understanding the conceptual material read and theory presented.

· Anticipate possible problems that might arise in following the proposed plan of action.

V. Generalizations (20 points)

Identify general "lessons" demonstrated by the case that are likely to have application for you in your organization or in a different setting?

· Recognize what is of particular importance for other situations.

· Give evidence of learning, and insight into organizational systems.

· Recognize and make explicit the times when you are expressing your own values.

Note: Some cases are largely "analysis" cases crying out for an explanation of what's going on and why. Other cases are largely "action" cases crying out for an answer to the question: What should be done in this situation? Yet, generally speaking, most cases require attention to both with relative emphasis a matter of logic and judgment.

Devry HRM587 final exam latest 2016 july

Page 1

Question 1. 1. (TCO All) For the next set of questions , you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover:

TCO A - Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees.

TCO B - Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models” are used in Change Management, for diagnosing an organization’s need for change.

TCO C - Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization.

TCO D - Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change.

TCO E - Given a selected Change Management implementation “model”, determine the causes of change and develop a plan of action to implement the change.

TCO F - Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change.

TCO G - Given that developing a “vision for change” and communicating that “vision” is a critical part of the change process, analyze the key elements of the “vision for change” and develop a strategy to communicate the change to the stakeholder.

TCO H - Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning” organization, develop a plan to implement change in a sustainable manner that can be applied to any change.

Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected.

State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.

Include in the answer the name of the company you are discussing.

Explain/analyze why you think this way.

(Points : 35)

Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.

Evaluate ONE of your two companies’ change interventions through the lens of Rand’s Six Step Model. State first the steps. (10 points) Assess how well the company realized each of the steps and what areas were less than successful in their implementation. Speak to those failed steps and what the implications were for the success or failure of the implementation. (10 points) Do you feel that Rand’s model did assist (if it was used) or would have assisted (if you feel it wasn’t used) in this change? Why or why not? (15 points) (Points : 35)

Question 3. 3. (TCO 3) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.

You will discuss some of the “unanticipated outcomes” which occurred during the change process in ONE of the two companies you studied this term.First state the company and the  change process. Then, state at least two unanticipated outcomes from the change process, and whether they were negative or positive. If negative, what could have been done to avoid these outcomes? If positive, what could have been done (or what was done) to accentuate these (and why were they unintended?) Do you feel the unintended consequences were greater or less than the intended ones? Why do you think so? Explain in depth. (Points : 35)

Question 4. 4. (TCO All) This question does not address your course project. This change scenario is envisioned instead, for this question. First, the scenario, and then the question.

Scenario: You have been asked to lead a project changing the company from the use of a performance management system/appraisal method where supervisors get to decide the ratings and rankings of their particular direct reports and each person’s subsequent raise amount, to a new method where “forced ranking” is implemented. This means that Department Heads get copies of all of the ratings of their entire department members from the supervisors, and then rank each employee to other employees in the department, and then, each employee is ranked throughout the company overall. The person who ultimately determines the final rating/ranking and raise for each employee is typically two to three levels above. The head of HR feels this will cut down on the amount of lawsuits over unfair ratings as well as it will assist them in ensuring parity of raises across the system. In the past, raises were all over the board – supervisors got a pot of $ and divided it as they saw fit. Now, they will be 1-4% - based on the final rankings done by the top management. Supervisors will have little to no input into their team’s raises going forward.

The question: This term, we studied organizational development theory versus the more systematic nStep method of conducting a change process.What would be the pros/cons of using OD theory for this change project? What would be the pros/cons of using  nStep? Which nStep method would you choose if you used one? Of the two methods (OD or nStep), which would you recommend we use for this particular change program? Why? (Points : 35)

Question 5. 5. (TCOs C,D) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.

Consider ONE of your company’s change projects (not both companies – just one.) State the company and the change process/program/project.Name the leader of the change from that  company. Answer the following questions about that change:

A. Was the leader of this change project transactional or transformational? Define those two terms and explain why you feel your leader was mainly one or the other, or evenly divided between both.

B. Evaluate the leader’s implementation of the change as it compared to the company’s vision and mission statement. Were they aligned? Did this alignment (or misalignment) contribute to the success or failure of the change? Why or why not? (Points : 35)

Page 2

Question 1. 1. (TCO A) The following manager “image” of change would most likely be which “image” of change?

This manager of change follows Kotter’s checklist like a recipe, and will first establish a sense of urgency, and expect the others in the team to follow in suit. In this case, the manager will assume that the new change is going to be better, and then will work toward that change happening. (Points : 7)

Navigator image

Caretaker image

Interpreter image

Director image

Janitor image

Question 2. 2. (TCO A) Which of the following best shows forces for change vs. forces for stability? (Points : 7)

Change forces are: adapting, sustaining, and predicting; whereas stability forces are: bureaucracy, trust, and control.

Change forces include: lay-offs, IPOs, and inventing new products; whereas stability forces are: hiring, stock buy-backs, and regular yearly dividends.

Change forces include: lay-offs, stock buy-backs, and bi-annual new models of iPhones; whereas stability forces are hiring freezes, bureaucracy, and regular yearly dividends.

Change forces include: Harry Potter Park at Universal Studios, Walt Disney Cruise Lines, and McDonald’s lattes; and stability forces are Cruise ship sinking at Giglio Island, bridging and buffering strategies, and JetBlue’s public apology after the Valentine’s Day fiasco.

Both A and C

Question 3. 3. (TCO B) Which of the following best defines the “7-S” model of diagnosing change? (Points : 7)

Includes purpose, structure, rewards, and helpful mechanisms

Is based on the conceptualization of the organization as a transformation process

Can be a starting point for an organization that has not given attention to the trends that may impact its future operations

Includes strategy, structure, process, and lateral capability

Includes structure, style, skills, super-ordinate goals, etc.

Question 4. 4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points : 7)

Your key players are those with the highest level of interest, but a lower level of power.

Your key players are those with the lowest level of interest, but the highest level of power.

Your most unimportant players are those with low levels of power but high interest.

Your stakeholders who need to be “kept informed only” are those with high levels of interest but lower levels of power.

Your stakeholders who need to be “kept informed only” are those with low levels of interest but higher levels of power.

Question 5. 5. (TCO C) The Burke-Litwin model differentiates between what two factors, better than other models? (Points : 7)

Transformational change and environmental change

Transactional change and transformational change

Environmental change and structure

Motivation and leadership

Performance and motivation

Question 6. 6. (TCO C) A very broad-ranging diagnostic tool for change agents which should be used as a starting point when an organization has ignored the impact of trends on the business is (Points : 7)

diagnosis by image.

diagnosis by scenario analysis.

diagnosis using the PESTEL framework.

diagnosis by gap analysis.

diagnosis by transubstantiation.

Question 7. 7. (TCO D)The actions of a visionary leader casting appropriate roles, engaging in dialogue to create message appeal, and directing the change through verbal and non-verbal behaviors is called (Points : 7)

scripting.

performing.

staging.

norming.

framing.

Question 8. 8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points : 7)

Self-Awareness.

Social Awareness.

Relationship Management.

Self-Management.

Personal and Social.

Question 9. 9. (TCO G) The “inspirational leadership” style of communicating change as described by Reardon and Reardon states that a leader’s communication strategy for successful change will do the following: (Points : 7)

create consensus; the main communication process is simply involvement.

focus on performance and results orientation; the communication will direct people toward tasks.

totally and irrationally immerse him/herself in the overwhelming amount of change to enact, the leader will spray information about the change daily and pray that others will take the message and run, inspiring others to act accordingly.

develop a vision of the future and encourage a cohesive community of other change leaders who will support the vision by communication through creating trust and getting people mobilized around the change effort.

hire a pastor to come and work with the organization.

Question 10. 10. (TCO G) Crisis management communication strategies for corporate situations which create injury or massive environmental damage (such as the BP Gulf Oil Disaster) might include any of the following, but almost always should include this one very important piece: (Points : 7)

total and full denial of blame.

shifting the blame.

apology.

shift the blame and apologize.

initial delay/silence while reviewing victim responses to the crisis.

Question 11. 11. (TCO H) A sign that a change is “sustained” could be seen as (Points : 7)

a significant and abrupt drop in the stock price of the company.

receiving an offer from a competitor to buy the company.

sending out WARN act notices.

finding that the change has become baked into the culture.

a reward system which is outdated.

Question 12. 12. (TCOs F, G, H) Review this scenario.

Drug Company CRZ is notified that its new anti-depressant drug, “Interplay” is causing its patients to experience hallucinations and serious heart palpitations. The FDA issues a recall and investigation. Company CRZ reviews the formula and invests $95 million in new research and development.Five of the scientists go to the department head and state that they believe the new version of the drug will actually be  worse than the older version, and that the drug needs to be scrapped entirely. The company has already announced to their shareholders they expect FDA approval in the next 6 months, so he orders them back to the drawing board, and gets authority for another $85 million in R&D. Interplay gets final approval from the FDA in 6 months, and the new medication releases to the public. The department head is promoted to Executive Vice President of the company. In 6 months, the drug is determined to have killed 6% of its users and is being called the “new LSD of the 21st Century.” In the debriefing stage, the Ex-Executive VP is heard to say, “We had put so much $$ into it, I just had to see this through to fruition.”

Which of the following statements is most applicable and appropriate to use in this situation? (Points : 8)

Expect some unanticipated outcomes.

Be alert to some measurement limitations.

Don’t declare victory too soon.

Beware escalation of commitment.

Devery HRM587 project paper

DUE WEEK 7

10pgs minimum (see doc sharing) 200 pts

Option 1 – DIAGNOSIS PAPER

Applying models and concepts from the course, analyze a significant change initiative you have observed / have been affected by / have had a hand in implementing in your organization. It can be a change that your company is currently undergoing, or one that has recently been completed. You must know enough about the change to be able to do a comprehensive analysis.How did your top competitor fare in this analysis?

Examples of changes you might analyze include:

Restructuring or reorganization	Merger or acquisition
Downsizing or rapid expansion	Benchmarking or reengineering
Outsourcing	Implementing new technologies
Technical or work process redesign	Shifting strategy

FORMAT

Your diagnosis course project paper should be a complete analysis of the issues associated with the change and use the following format:

1.    Executive Summary (20 points)ONE FULL PAGE MINIMUM REQUIRED

1.    Describe the organization / organizational unit.

2.    Identify the situation, issues, or problems that lead to the change. Include mention of such factors as where the organization was in its life cycle, environmental issues driving the change, etc.

3.    State the organization’s goals for the change – intended outcomes.

4.    Provide a brief explanation of your evaluation of the effort.

1.    Assessment / Diagnosis (40 points)THREE FULL PAGES MINIMUM REQUIRED

1.    Describe the analysis that was done prior to the planning of the change implementation and the findings of that analysis which (supposedly) led to the planned changes. (The nitty-gritty detail may be included in the Appendix rather than the body of the paper).

2.    If no prior analysis was apparent, describe the process by which the organization decided the specific changes that were to take place, and how those changes were to be implemented (how was the change implementation plan determined).

1.    Analysis of the Change Strategy (70 points)FOUR FULL PAGES MINIMUM REQUIRED

1.    Describe the change implementation strategy – the model of change employed (from Lewin, Kotter, Nadler, Jick, etc.).

2.    Describe how the change was structured and sequenced.

3.    Describe how political support for the change was obtained and how successful those efforts were.

4.    Describe how momentum for the change was built and sustained.

5.    Describe what the change leaders did to prevent or minimize resistance to change; if there was resistance, what was the nature of the resistance, and how did the change leaders deal with that resistance?

6.    Describe the monitoring mechanisms and how the information from the monitoring was used / not used.

2.    Results / Outcomes (25 points)ONE FULL PAGE MINIMUM REQUIRED

1.    Compare the actual outcomes with the expected outcomes (include the unplanned outcomes).

2.    Include negative impacts as well as positive.

1.    Evaluation of the Effort (25 points)ONE FULL PAGE MINIMUM REQUIRED

1.    Incorporating principles from the course, explain your assessment of the effectiveness of this effort – what was done effectively, and what could have been done more effectively?

2.    Describe what you have learned about “Managing Organizational Change” from this effort and your analysis of it.

1.    References (you must make reference to a minimum of twelve (12) articles from academic journals (10 points) INCLUDE TURNITIN REPORT

1.    Utilization of documents from the text

2.    Library and other resources

1.    Appendix (10 points)REQUIRED!

1.    Change documents (organization communications; e-mails, memos, etc.).

2.    Research documents (employee surveys, interviews, etc.).

Option 2 – RESEARCH PAPER

Select one of the major theoretical perspectives on change discussed in the course and produces a research paper on that topic. The objective here is to take the topic past where our class discussion leaves it. The student should:

1.    Locate additional sources that describe varied perspectives on the topic.

2.    Address how the varied perspectives relate to or complement what has been discussed in class.

3.    Discuss how strategic change relates to the varied perspectives and whether they are predictive or explanatory.

4.    Describe how a practicing manager might make use of what you have found to better manage change.

5.    How did your top competitor fare in this analysis?

Examples of topics that you might research include:

Change management models	Developing a vision for change
Leadership styles	Communicating change
Strategic management	Cultural change
Managing resistance to change

FORMAT

Your research Course Project paper should focus on organizational change management and use the following format:

1.    Executive Summary (20 points)TWO FULL PAGES MINIMUM REQUIRED

1.    Briefly describes the topic and how it relates to organizational change management.

2.    Establishes an area of concern that the paper will cover (how the varied perspectives relate to change management).

3.    Provides a brief explanation of your findings and how the practicing manager can use what you have found.

1.    Literature Review (100 points) FIVE FULL PAGES MINIMUM REQUIRED

1.    Describe how the topic has been addressed in the text and course assignments.

2.    Address how the varied perspectives relate to the topic and managing organizational change.

3.    Discuss how the topic and the varied perspectives relate to strategic change and if they are predictive or explanatory.

1.    Discussion & Conclusion (70 points) THREE FULL PAGES MINIMUM REQUIRED

1.    Discuss your experience with the topic and managing organizational change

2.    Describe how a practicing manager might make use of what you have found to better manage change.

1.    References (you must make reference to a minimum of at least twelve (12) articles from academic journals (10 points)INCLUDE TURNITIN REPORT

1.    Utilization of documents from the text

2.    Library and other resources

      

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