Organizational Change
Name:
Institution:
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Critical actions needed from a XXXXXX in an XXXXXXXXXXXXXX XXXXXX effort
XXX XXXXXXXX actions needed XXXX a XXXXXX in an organizational XXXXXX effort XXX XX XXXXXXXX in Franken, Edwards & Lambert's (XXXX) XXXXXXXXX discussion on XXX elements that XXXXXX in XXXXXXX in XXXXXXXXXXXXXX XXXXXXXXXX. They XXXX able XX XXXXXXXX these XXXXXXXX XXX linked them XX XXX XXXXXXXX XXXXXXXX XXXX would be XXXXXXXXXXX obtained. XXXXXXXXX, XXXXX XXXXXXXX or critical actions include the following:
XXXXXXXX and reinforce an XXXXXXXXXXXXXX culture XX continuous change
XXXXXX within XXXXXXXXXXXXX XXXX to XXXX XXXXX prompts XXXX XXX XXXXXXXXXX XXXX. XXXXXXXXX, it is imperative XXX a strategic XXXXXX XX be XXXXXXXXXXXX XXXXXXXXXXX XXX communicate change XXXXXXXX. Such XXXXXXX XXXXXX be XXXX XXX XXXXXX to XXXXXXXX the rest of the XXXXXXXXXXXX XX XXXXXX XXXXXXX with XXX XXXXXXX XXX XXXXXX an organizational XXXXXXX that accommodates XXXXXX (Franken, XXXXXXX & Lambert, 2009).
Manage the current XXXXXX portfolio, conflict XXXXXXXXXX XXXXXXXXXXXXXXXXX, XXX XXXXXXXXX
Franken, Edwards, and Lambert (XXXX) XXXXX that XXX continuous monitoring and recording XX a change program's XXXXXXXX in XXX portfolio XXX enable a XXXXXX to identify XXXXXXXXX XXXXXXX, XXXXXXX XX a deeper XXXXXXXXXXXXX of XXXX. XXXXXXXXXXXX, XXXXXXXX XXXXXXXXXX XXXXXXXXXX can be XXXXXXXXX XXXXXXX, XXXX XXXXXXXX any XXXXXXX influences on an XXXXXXXXXXX business.
Establish XXXXXXXXXXXXXX XXX governance XX change programs
A lack XX accountability in XXX XXXXXXXX XX change XXXXXXXX XXXXXXXXXXXX a program XXXXXXXX, an absence of XXXX XXXXXXXXXX to change, XXX a XXXXXXX XXXXXX by the XXX XXXXXXXXXX XXXX to XXXX XXX follow XXXXXXX XX tough decisions. XX a XXXXXX, the governance XX XXXXX XXXXXX programs XX XXXXX XXXXX XXX fragmented (Franken, XXXXXXX &XXX; XXXXXXX, 2009). XXXX implies that XXX leadership team has weak XXXXXXX XXXX XXXX XXXXXXXX, and XXXXX the XXXXXXXX of the XXXXXXXX XXXXXXXX will be influenced.
Execute XXX change programs XXX XXXXXXX XXX XXXXXXXXX benefits
According to Franken, Edwards &XXX; Lambert (XXXX), XXXX XXX change programs XXX XXXXXXXXXXX XXXXXXXX, it XXXXXXX in increased XXXXXXX XX expenses XXXXXXXX XX those XXXXXXXXX. Besides, it XXXXXXXXXX the delivery XX the business benefits, which XXXXXXXXX XXX stakeholders' confidence in the XXXXXXXXXX team.
Coordinate the XXXXXX XXXXXXXXXX XXXXXXXX
XXXXX organizations mostly experience difficulties XXXX sharing XXXXXXXXXXX XXXXXX XXXXXXXXXX XXXXXXXXXX XXX XXXXXXXXXX XXXXXX. XXXXXXX, a leader in an XXXXXXXXXXXXXX XXXXXX effort is XXXXXXXX XX manage XXXXXX in an XXXXXXXXXX or coordinated manner to reduce XXXXXXX XXXXXXXX like compromised management control duplication of effort or XXXXXXXXXXXX. XXXX outcomes would reduce XXX XXXXXXXXXXXX' XXXXXXXXXX in XXX XXXXXXXXXX team (Franken, XXXXXXX &XXX; XXXXXXX, 2009)
Review, learn XXX XXXXXXXXX XXXXXX capabilities
A leader in an organizational XXXXXX XXXXXX should continuously analyze and learn XXX XXXXXXX XX improve their competitive XXXXXXXXXX (Le & Lei, XXXX). This XX XXXXXXX the business's environment is constantly changing. It is necessary XXXX leaders should XXXXX XXXXX new technologies XX keep XXXX XXXXXXX about new methods and softwares and XXXXXXX a strong XXXXXX.
References
Franken, A., XXXXXXX, X., & XXXXXXX, X. (2009). XXXXXXXXX XXXXXXXXX Change: XXXXXXXXXXXXX XXX XXXXXXXX MANAGEMENT XXXXXXXX THAT LEAD XX SUCCESS. XXXXXXXXXX Management Review, 51(3), XX–73. XXXXX://XXX-org.ezproxy.snhu.edu/XX.XXXX/XXXXXXXX
Le, P. B., &XXX; XXX, H. (2019). Determinants XX innovation XXXXXXXXXX: XXX XXXXX of transformational XXXXXXXXXX, XXXXXXXXX sharing and XXXXXXXXX XXXXXXXXXXXXXX support. XXXXXXX XX Knowledge Management.