Read EACH Students Response
Provide THREE references to support your answer to the student
I dont care of you use the same references to respond to all three students but each answer MUST have three PEER REVIEWED references to support your response on if you agree or dont agree with the students answer to this weeks questions
THREE STUDENT RESPONSES REQUIRE THREE SEPERATE ANSWERS WITH PEER REVIEWED REFERENCES –
WEEK 2 STUDENT RESPONSES
Topic 2 DQ 1
Though organizational change is an ongoing process in a global economy, not all organizations readily adapt to change. Offer examples of ways leaders could evaluate their organization’s readiness for change.
STUDENT 1- Jam W
Failing to assess an organization’s readiness is one of the biggest mistakes leaders can make when thinking about a major change. As a result, organizations run the risk of disgruntle employees not willing to engage in change. The readiness of change in an organization depends on the preparedness of various players in the industry. People are the most significant concern in assessing the issues for change readiness (Alolabi 2021 p.1). The common changes in an organization consist of layoffs or downsizing, restructuring operations, and reorganizing teams. Some organizations engage in practices such as mergers, reengineering, and the development of new technology to ensure their readiness for organizational change (Alolabi 2021 p.2). Tools such as surveys and questionnaires can used to incur data that can be used to decide on if change is needed. Components such as low state test scores with in a school district can prompt educational leaders to implement as change plan.
Alolabi, Y.A., Ayupp, K., Dwaikat, M., (2021). Issues and implications of readiness to change. Adm. Sci. 11, 140. https://www.mdpi.com/2076-3387/11/4/140
STUDENT 2- Vic
Jahn et al. (2020) stated that understanding an organization’s readiness for change is the fundamental building block for all successful transformations. Organizations must constantly assess the preparedness of leaders, employees, and the transformation program. To transform successfully, organizations should prepare for change and take the right actions at three levels. At each four phases of transformation, leaders must address three change journeys. Leader- Executives and managers need to be activated, aligned, energized, and equipped to inspire and drive the change. People-Employees need to be engaged and empowered in real time through transparent multiway communications. Program-New governance and adaptive end-to-end program management practices need to be in place to ensure rapid change. Goals and Commitment. Executives create alignment and transparency around the vision and goals. Baseline and Target. After establishing a clear picture of the organization today and what it will become in the future, the broader leadership team makes the case for change to employees and other stakeholders. Solution and Capability Development. Leaders create detailed business initiatives (introducing new processes, systems, and operating models), pinpoint the changes that need to be made across the business, and identify new capabilities that will be required to implement successfully. Implementation and Sustained Improvement. Frontline leaders and teams execute solutions and promote new behaviors to support the right outcomes. A change readiness assessment should always take into account what is needed at each distinct phase. Neal (2019) argues that the first thing to do is to determine before anyone jump’s in, commitment and the investment should be made, or take a calculated risk if the conditions for change are favorable.
Jahn, J., Luiz, M., Messenbock, R., and Merner, R. (2020). Are you ready to transform? Boston Consutting Group. Retrieved on 4/9/2023, from https://www.bcg.com/publications/2020/are-you-ready-to-transform
Neal, D. (2019). How to tell if your organization is ready for change. PCMA Convene. Retrieved on 4/9/2023, from https://www.pcma.org/organizational-change-initiatives-don-neal/
STUDENT 3- Dam
Leaders play an important role in the methods used for organizational change. While not all organizations readily adapt to change, organizational change is needed to compete and remain relevant in a rapidly unpredictable global economy. While some changes can be approached at ease in incremental phases, others require urgency. Khan et al., identify the conceptualization for readiness at an individual and organizational level, both being interrelated because of the organization’s impact at the individual level and the role of collective individuals’ representative of the organization (2014). Change requires collaboration between leaders and employees to plan for upcoming expectations, roles, and opinions that may serve to better improve the goals and support the reason for the change. Gürdür et al., identify the use of digitalization and technology as a way to assess organizational change and readiness through data-driven information that can be shared and expanded on quicker and efficiently when need be (2019). Surveys and questionnaires that are specific in assessing change ask questions that relate to employee perspectives and experiences through the fast collection of information.
Gürdür, D., El-khoury, J., & Törngren, M. (2019). Digitalizing Swedish industry: What is next?: Data analytics readiness assessment of Swedish industry, according to survey results. Computers in Industry, 105, 153-163.
Khan, S., Timmings, C., Moore, J. E., Marquez, C., Pyka, K., Gheihman, G., & Straus, S. E. (2014). The development of an online decision support tool for organizational readiness for change. Implementation Science, 9(1), 1. doi:10.1186/1748-5908-9-56
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