Organizational Change
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Institution:
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XXXXXXXX actions needed from a leader in an XXXXXXXXXXXXXX change effort
The critical XXXXXXX needed from a XXXXXX in an XXXXXXXXXXXXXX change XXXXXX XXX XX realized in XXXXXXX, XXXXXXX & Lambert's (2009) extensive discussion XX XXX elements XXXX XXXXXX in XXXXXXX in XXXXXXXXXXXXXX XXXXXXXXXX. XXXX XXXX able to XXXXXXXX XXXXX elements and XXXXXX XXXX XX XXX business XXXXXXXX XXXX XXXXX be XXXXXXXXXXX obtained. XXXXXXXXX, XXXXX XXXXXXXX or critical actions XXXXXXX the following:
Engender XXX XXXXXXXXX an organizational XXXXXXX XX continuous XXXXXX
XXXXXX XXXXXX organizations XXXX to take their prompts XXXX the XXXXXXXXXX team. Therefore, it XX XXXXXXXXXX XXX a strategic XXXXXX XX XX continuously XXXXXXXXXXX XXX communicate XXXXXX messages. Such XXXXXXX XXXXXX XX with XXX motive to XXXXXXXX the rest XX XXX XXXXXXXXXXXX XX follow through XXXX XXX XXXXXXX XXX XXXXXX an organizational culture XXXX accommodates change (XXXXXXX, Edwards &XXX; XXXXXXX, 2009).
XXXXXX the current change XXXXXXXXX, conflict XXXXXXXXXX XXXXXXXXXXXXXXXXX, XXX resources
XXXXXXX, Edwards, XXX XXXXXXX (2009) XXXXX XXXX the continuous XXXXXXXXXX XXX recording of a change XXXXXXX's XXXXXXXX in XXX portfolio XXX XXXXXX a leader to XXXXXXXX XXXXXXXXX XXXXXXX, leading XX a deeper XXXXXXXXXXXXX XX them. Consequently, XXXXXXXX XXXXXXXXXX XXXXXXXXXX can XX XXXXXXXXX earlier, thus XXXXXXXX XXX adverse XXXXXXXXXX on an operational XXXXXXXX.
XXXXXXXXX XXXXXXXXXXXXXX and governance of change XXXXXXXX
A XXXX of accountability in XXX delivery of change XXXXXXXX communicates a program XXXXXXXX, an XXXXXXX XX real commitment to XXXXXX, and a limited desire XX XXX top leadership team to XXXX and follow through on XXXXX decisions. XX a result, the governance of these XXXXXX XXXXXXXX XX XXXXX XXXXX XXX fragmented (Franken, XXXXXXX & Lambert, XXXX). XXXX XXXXXXX that the leadership team has weak XXXXXXX over XXXX programs, and hence the delivery of XXX XXXXXXXX XXXXXXXX XXXX be XXXXXXXXXX.
Execute XXX XXXXXX programs and XXXXXXX XXX projected benefits
XXXXXXXXX XX XXXXXXX, XXXXXXX & Lambert (2009), XXXX XXX XXXXXX XXXXXXXX are effectively executed, it XXXXXXX in increased XXXXXXX XX XXXXXXXX XXXXXXXX XX those XXXXXXXXX. Besides, it guarantees the XXXXXXXX of the XXXXXXXX benefits, which increases XXX stakeholders' XXXXXXXXXX in the leadership team.
Coordinate XXX XXXXXX capability XXXXXXXX
Large organizations mostly XXXXXXXXXX difficulties XXXX sharing XXXXXXXXXXX across functional boundaries XXX XXXXXXXXXX levels. XXXXXXX, a leader in an organizational XXXXXX XXXXXX XX XXXXXXXX to manage XXXXXX in an XXXXXXXXXX or coordinated manner to reduce XXXXXXX XXXXXXXX like XXXXXXXXXXX XXXXXXXXXX XXXXXXX duplication XX XXXXXX or inefficiency. Such outcomes XXXXX XXXXXX XXX XXXXXXXXXXXX' confidence in the XXXXXXXXXX team (Franken, Edwards &XXX; Lambert, 2009)
Review, learn and improving change XXXXXXXXXXXX
X leader in an XXXXXXXXXXXXXX XXXXXX effort XXXXXX XXXXXXXXXXXX XXXXXXX and learn new methods to XXXXXXX their XXXXXXXXXXX advantages (Le & XXX, XXXX). This is XXXXXXX the XXXXXXXX's XXXXXXXXXXX XX XXXXXXXXXX changing. It is XXXXXXXXX XXXX XXXXXXX XXXXXX learn XXXXX new technologies XX XXXX them updated XXXXX new methods and XXXXXXXXX XXX XXXXXXX a strong vision.
References
Franken, X., Edwards, C., &XXX; XXXXXXX, X. (XXXX). Executing Strategic Change: UNDERSTANDING THE CRITICAL XXXXXXXXXX XXXXXXXX XXXX LEAD TO XXXXXXX. XXXXXXXXXX XXXXXXXXXX Review, 51(X), 49–XX. XXXXX://doi-XXX.XXXXXXX.snhu.XXX/XX.2307/XXXXXXXX
XX, X. B., & Lei, X. (XXXX). Determinants of innovation capability: the roles of XXXXXXXXXXXXXXXX XXXXXXXXXX, knowledge sharing XXX XXXXXXXXX organizational support. Journal XX Knowledge XXXXXXXXXX.