What are model leadership behaviors that should be encouraged across the organization at any time? How should leaders inspire the workforce to cultivate an environment that encourages knowledge sharing?

Model Leadership Behavior

Overview Your efforts at finalizing the Change Management toolkit are appreciated by the vice president (VP) and management ► team of the U.S. branch of the Singaporean software solutions provider. The earlier submissions you shared, including a change readiness report presentation on employee engagement and a report on change management models, have convinced leadership about your expertise at planning the required organizational change.

You also shared the change management plan last week, which identifies stakeholders of significance, outlines strategic goals, and recommends steps and strategies to implement the organizational changes required. While the VP applauded the details of the plan, members of the leadership team have been sending you questions about their role in change implementation.
As an experienced HR consultant, you decide its best to collate your responses to their queries. You decide to send a memo with some model leadership behaviors expected during change implementation. You will also emphasize that the leadership team needs to own the change management plan and the role of HR is that of a facilitator rather than a leader of change.

Prompt Write a memo to the company leadership. In your memo, emphasize the need for model leadership behavior, especially during crisis or times of significant change. Also, emphasize that the role of HR is that of a change facilitator, as opposed to a change leader.

Specifically, you must address the following criteria:
• Describe the need for model leadership behavior during times of organizational change.

  • What are model leadership behaviors that should be encouraged across the organization at any time?
  • How should leaders inspire the workforce to cultivate an environment that encourages knowledge sharing?

• Explain how leaders should coach and mentor employees as the workforce transitions through change.

  • How is a change leader different from a stakeholder of change?
  • How can change leaders coach and mentor the workforce to deal with change?

• Describe the role of HR as a facilitator of change.

  • How correct is it to expect HR to lead rather than facilitate change?
  • How exactly is a change facilitator different from a change leader?

Why are some employees more accepting of change while others might be more resistant? How does the Forms of Resistance Grid explain the common reasons for resistance to change?

Check In 687

In this project, you will demonstrate mastery of the following competence

  • Develop a workforce
  • Propose an operating plan
  • Justify organizational change

Scenario You are an HR consultant, contracted by the VP of an LLC in Wilmington, Delaware, to solve their internal challenges. This U.S. office is a branch of a larger Singaporean software solutions organization that has a total of 140 employees and generates $20M in revenue per year. The CEO of this organization, headquartered in Singapore, wants to explore new markets in the United States, gain access to new customers, diversify risk, leverage resources, and increase profits.

  • Unfortunately, the newly formed U.S. branch has been facing several problems from the beginning.
  • Employees at the call center and the sales and marketing division are disengaged and emotionally fatigued due to contradictory communication between the branch’s leadership and the leadership at the Singaporean headquarters.
  • The branch team members feel frustrated and undervalued as a result of conflicting feedback from their VP and management team.
  • Messages from leadership lack consistency, especially regarding policies and practices related to human resources.
  • There is no training for team members.
  • Communication problems between the Singaporean headquarters and U.S. branch are resulting in low employee morale.

Overall, the standard operating procedures (SOP) followed successfully at the headquarters in Singapore could not be replicated at the U.S. branch. As a result, the CEO’s vision of successfully furthering expansion into the U.S. market remains unfulfilled.

Your goal as an HR consultant is to create a change management toolkit that includes the following:

  • A needs assessment or change readiness audit
  • An organizational change management plan
  • A change management communication plan
  • A letter recommending strategies to ensure that the changes and their benefits are retained

To create the toolkit, you will compile your work from Milestones One and Two. So far, you have completed your change readiness audit and created a change management plan. Now, you will record and share a presentation to demonstrate your change management communication plan. This plan should include your recommendations for workforce development techniques and how you plan to communicate these to employees and leadership of the U.S. branch, as well as leadership at the Singaporean headquarters.

It is not enough to implement change successfully; efforts should also be made to sustain the change. You must also write an executive letter to the VP of the U.S. branch, recommending strategies and best practices to ensure that the changes are implemented and maintained.

 

Directions Change Management Toolkit

 

 

Part One: Change Readiness/Needs Assessment Audit Report

Submit your change readiness report from Milestone One that was created according to the following criteria. Be sure to revise your report based on feedback you received on your milestone. In this report prepared for the VP, you will discuss the change readiness of the workforce and leadership, willingness and capabilities for change, and any historical barriers to change from past planned or unplanned change management experiences.

Use the Employee Engagement Survey, Leaders’ Self-Evaluations, Exit Interviews, and Forms of Resistance Grid from the Supporting Materials section to assess the change-readiness of employees of the U.S. branch.

Specifically, you must address the following rubric criteria:
1. Based off the Employee Engagement Survey data, create visuals that illustrate areas in need of change, specifically in the U.S. branch. Your visuals must address the following:

  • a. Appraisal, job-role stagnation, and promotion or recognition
  • b. Apathy or disinterest regarding the vision, mission, and values of the organization (Singaporean headquarters and U.S. branch)
  • c. Lack of trust in managers, especially senior leaders
  • d. Impressions about the organization’s (Singaporean headquarters and U.S. branch) attitude to inclusion and diversity
  • e. Justify your selection of data points from the Employee Engagement Survey results

2. Discuss employees’ confidence in change management practices.

  • a. Consider the information available through the Employee Engagement Survey and Leaders’ Self-Evaluations.
  • b. Do employees have a high degree of confidence in the organization’s leadership? Explain your reasoning.
  • c. Explain the urgency for change at the employee and leadership level.
  • d. Analyze the middle managers’ (team leads’) role in creating an adoption mindset:
  • How could they serve as a bridge between the senior leaders and the frontline staff?
  • ■ Are they ready to take ownership of the proposed change? Explain your reasoning. e. How do leadership styles and power distribution impact change readiness?

3. Identify opportunities to increase change readiness/trust at the U.S. branch:

  • a. Why are some employees more accepting of change while others might be more resistant?
  • b. How does the Forms of Resistance Grid explain the common reasons for resistance to change?
  • ■ Use the Exit Interviews and the Forms of Resistance Grid, to discuss any two forms of resistance from this list: ambivalence, peer-focused dissent, upward dissent, sabotage, and refusal/exit.

4. Use Hofstede’s cultural dimension model and the Exit Interviews, Employee Engagement Survey, and Leaders’ Self-Evaluations to explain cultural considerations that may have created difficulties for the employees of the U.S. branch to adjust to the Singaporean headquarters’ SOPs.

  • a. Summarize the importance of cultural considerations using Hofstede’s Cultural Dimensions Model in the context of the U.S. branch and the Singaporean headquarters.
  • ■ Explain how Hofstede’s model helps analyze cultural differences based on specific evidence and not on pre-conceived notions about different cultures.
  • ■ Discuss how differences in specific dimensions of Hofstede’s model may result in misunderstanding and change management frustration or failure.
  • b. Discuss individualism and one other dimension from the list below that might impact the cross-cultural communication and business practice differences among the U.S. and the Singaporean employees:
  • ■ Uncertainty avoidance
  • ■ Power distance

 

Part Two: Change Management Plan

Submit your change management plan from Milestone Two that was created according to the following criteria Be sure to revise your plan based on feedback that you received on your milestone. In this report prepared for the VP, you will detail the strategy to convince the workforce to implement the changes.

Refer to the Case for Change Guide and other company data, such as the Leaders’ Self-Evaluations, the Vision, Mission, and Strategic Goals document, and the Employee Engagement Survey (all linked below in Supporting Materials). Ensure that the report details the pre-implementation and implementation phases of the change management plan.

Specifically, you must address the following rubric criteria:
1. Identify two key stakeholders or sponsor roles for the change process from the Singapore headquarters and the U.S. branch.

  • a Refer to the Leaders’ Self-Evaluations document for additional context.

2. Discuss the significance of each stakeholder’s role in gaining buy-in, acceptance, and support for change across departments.

  • a How can each stakeholder improve the change initiatives’ likelihood of success (for example, by acting as opinion leaders, connectors, counselors, and journalists)?

3. Identify strategic goals that align with the change management plan and provide rationale. Consider the following in your response:

  • a Refer to the Vision, Mission, and Strategic Goals document; U.S. Branch Overview; and Leaders’ Self-Evaluations.
  • b. Ensure there is alignment of the change management plan with the strategic goals of the organization (Singaporean headquarters and U.S. branch).
  • c. Research emerging trends that could influence employees of the U.S. branch.

4. Explain how improvements to organizational systems can ensure successful and sustained behavioral change.

  • a Refer to the Exit Interviews to identify the areas of change.
  • b. What are the processes, procedures, or policies that need improvement?
  • c. How will these improvements impact behavioral change of employees at the U.S. branch?

5. Recommend enhancement strategies for team collaboration.

  • a Refer to the Exit Interviews and the Leaders’ Self-Evaluations to identify the problems of team collaboration.
  • b. What are the reasons for the lack of collaboration between team members across both locations of the organization?
  • c. How can an individual performer become a team player to improve team collaboration?
  • d. How should leadership behavior change to build trust?

6. Determine a change management model that can be used at the U.S. branch and provide justification.

  • a Based on your evaluation of the challenges that the U.S. branch is currently facing, choose from the following change management models:
  • ■ Kotter’s Change Management Model, Lewin’s Change Management Model, or the ADKAR Change Management Model
  • b. How would you use the model you chose at the U.S. branch?

7. Describe the steps needed to implement the change management model at the U.S. branch. Support your response with research.

  • a How would you mitigate and remove any roadblocks in the change management process?
  • b. What are your plans to deal with the impact of planned and/or unplanned changes and any contingencies?
  • c. What milestones need to be accomplished for change implementation to succeed? d. How would you measure success on your plan?

 

Part Three: Change Management Communication Plan and Continuity Strategies A. Change Management Communication Plan Presentation
Submit a creative and polished PowerPoint presentation with narration to share your change management communication plan. The communication plan should include your recommendations for workforce developm’ent techniques and how you plan to communicate these to the U.S. branch employees.

Specifically, you must address the following rubric criteria:
1. Define the audience by performing a target audience analysis. (slides 1-2)

2. Determine core and audience-specific communication objectives and messages, including appropriate tone. You may include the following information (slides 3-4):

a. Discuss goals of the communications campaign. You may consider the following points:

  • Why is this communication campaign needed?
  • What are the essential topics to communicate to company leadership?
  • What do front-line employees need to know as they experience and deal with the impact of change?
  • How will you convey need and urgency for change? Discuss What’s in It for Me (WIIFM).
  • Use a story or a graphic to connect with the change vision for success to the communication plan.

b. Define and communicate new performance expectations and what stakeholders need to do to prepare for change.

3. Recommend two workforce development techniques to support employees’ adaptation to change and build on existing skills and strengths. Consider the following (slides 5-6):

  • a. What do you want the employees of the U.S. branch to do differently?
  • b. How should the organization’s leadership support employees during the change, through training and development programs to address the gaps?

4. Determine and review the best delivery channels for each communication based on the target audience analysis. Select a minimum of three channels as part of a multi-prong communication strategy. You may include the following information (slides 7-8):

  • a. What would be the communication timeline for delivery of all messages? Create an outline.
  • b. How often will the branch’s change initiators communicate with this audience?
  • c. Outline communication responsibilities and assignments. Who is responsible for leading communications with this audience?

5. Include your plan for a feedback loop to monitor and manage the communication campaign. (slides 9-10)

  • a. Determine metrics or key performance indicators (KPIs) to track the success of the communication campaign.
  • b. Outline how the metrics will be implemented and tracked through a feedback loop.

B. Executive Letter Write an executive letter to the VP of the U.S. branch recommending a strategy and best practices for sustaining the change efforts. Specifically, you must address the following criteria:
1. Recommend one strategy for evaluating the business impact of change. a. How can they sustain change efforts through performance management?

2. Recommend two best practices for ensuring new skills are applied on the job. a. Include at least one reinforcement technique leadership can use to sustain change.

 

In your own words, summarize the article. To which extent do you agree or disagree with the author point of view “that internal customers’ needs are important as externals to create a true quality environment” and Why?

CUSTOMER-FOCUSED ENVIRONMENT

In this article, the author discusses the different definition of customers either internal or external and how satisfying all customers’ needs helps the organization in term of accomplishing its quality objectives. Read the article, and answer the following questions:

Assignment Question(s):

1. In your own words, summarize the article. (150 words) ( 5 marks )

2. To which extent do you agree or disagree with the author point of view “that internal customers’ needs are important as externals to create a true quality environment” and Why? (150 words) ( 5 marks )

3. Discuss the tools needed to operate within the new environment as indicated by the author. ( 100 words) ( 5 mark )

Describe an event (be specific) that you think might affect a small business. Predict and describe the possible risks. Explain how you’d deal with these risks if you were a small business owner.

Discussion daily forum almost last two questions

Question 1:Let’s think about how we can compete with incumbents and big players in the market.

Post three suggestions on how small businesses can stand out and compete with big players with the help of sales and marketing. Use at least one citation of an appropriate resource. And the second question is as follows:Let’s talk about possible events that can affect small businesses in the near future.

In your post, describe an event (be specific) that you think might affect a small business. Predict and describe the possible risks. Explain how you’d deal with these risks if you were a small business owner.

 

In what ways do you think this topic will benefit your future work, and it what ways do you think it is not particularly relevant for your future work? Are there critics of the theory? Why or why not?

DISCUSSION QUESTION

You will write a 2,500-word term paper for this course, which will be comprised of two parts:

Part 1: Reflection on key learning – (500 words)
During the course, we will have worked on 14 topics. You are required to select the topic of which you think learning will be most relevant for your future career. In explaining the importance of this topic and how it will benefit your career, you need also to refer to relevant theories on the topic and your own perspective with critical analysis (i.e., in what ways do you think this topic will benefit your future work, and it what ways do you think it is not particularly relevant for your future work? Are there critics of the theory? Why or why not?

Part 2: The Essay – (max 2000 words)
You are to choose one of the session topics and make a critical case study on this topic using a real organization. Ideally, this will be an organization you currently work for or have worked for in the past. If you have never worked, choose an organization you have a lot of knowledge about or can easily access.

Create strategy consolidation groups from the Ansoff and TOWS Matrix ideas, create a title for each group, and select one strategy from each group to be “the” one strategy to potentially pursue in each group.

TOWS and QSPM

Part I: TOWS Strategy Development

Use the listed SWOT analysis below as a guide to develop ten potential strategies per block. In parenthesis provide what strength/weaknesses and Opportunities/Threats number you used to come up with the strategy. For example (S1, O1). For more examples see chapter 26.

 

  Strengths

1. Wide geographic presence

2. Customer satisfaction

3. Good Inventory

4. Consistent Investment in R&D

5. Strong financial position

6. New product mix

7. Talent management

8. Diverse revenue models

9. Brand recognition

10. Efficient supply chain

Weakness

1. High turnover of employees

2. Business model can be copied easy

3. Lack of skilled staff

4. Online presence

5. Customer services

6. Outdated logistic systems

7. High cost of replacing experts in Co.

8. Decrease in per-unit sales

9. Business policies impacts morale

10. Higher prices of products

Opportunities

1. Greening of Government

2. Drop prices due to cheaper rates

3. New environmental regulations

4. New marketing and strategy

5. New favorable tax structure

6. New product development

7. E-Commerce channels

8. Fruitful application in related product market

9. Popularity

10. Support from government

SO Strategies

1.

2.

3.

4.

5.

6.

7.

8.

9.

10

WO Strategies

1.

2.

3.

4.

5.

6.

7.

8.

9.

10

Threats

1. Customer shifting to e-commerce

2. Rising labor costs

3. Demand of product changes w/ seasons

4. Inconsistent arrival of products

5. Legal risks due to product regulation. Vary by market

6. Vulnerable to currency fluctuation

7. Restriction to modification in foreign markets

8. Increase influence of regional distributors

9. Decrease in supplies

10. Political Instability

ST Strategies

1.

2.

3.

4.

5.

6.

7.

8.

9.

10

WT Strategies

1.

2.

3.

4.

5.

6.

7.

8.

9.

10

 

Part II: Strategy Consolidation for Company

Create strategy consolidation groups from the Ansoff and TOWS Matrix ideas, create a title for each group, and select one strategy from each group to be “the” one strategy to potentially pursue in each group:

 

1. Overarching Strategy 2. Overarching Strategy 3. Overarching Strategy
     
1. 1. 1.
2. 2. 2.
3. 3. 3.
4. 4. 4.
5. 5. 5.
6. 6. 6.
7. 7. 7.
8. 8. 8.
9. 9. 9.
10. 10. 10.
4. Overarching Strategy 5. Overarching Strategy 6. Overarching Strategy
     
1. 1. 1.
2. 2. 2.
3. 3. 3.
4. 4. 4.
5. 5. 5.
6. 6. 6.
7. 7. 7.
8. 8. 8.
9. 9. 9.
10. 10. 10.

 

 

Part III: QSPM for Dick’s Sporting Goods

Complete in Excel file.

What is Foreign Direct Investment, and explain its three different types. What should be considered when deciding where to locate production facilities?

Homework global

Response to each question should be 2 to 3 paragraphs. 400-500 words.

Each question needs to Have in-text citations and references. (3) Three in-text citations and (3) three references.

Answer the following questions using information contained within the module, text, and additional research. Be sure to cite and support your claims, facts, and arguments:

  • What is Foreign Direct Investment, and explain its three different types.
  • What should be considered when deciding where to locate production facilities?
  • Explain the Made in China 2025 plan, its goals, and its reasoning.
  • With wages rising in China, describe how this has provided opportunities for Vietnam and Bangladesh.
  • Explain how Toyota’s recalls in Japan, Europe, and the US were a wake-up call for the company’s leadership.
  • Explain the effects of the US, the largest energy consumer now being the largest crude oil producer, followed by Russia and Saudi Arabia.
  • Considering the oil and gas industries primarily, explain how the environmental impact is changing global politics.

Consider the behavior of this company as described in the article linked below. What message(s) are the leaders sending by having taken this action?

Business Question

Consider the behavior of this company as described in the article linked below (and find other articles or sources to further learn about the actions)

What message(s) are the leaders sending by having taken this action?

  • Link: https://www.wsj.com/articles/opioid-victims-confront-purdue-pharmas-sacklers-in-bankruptcy-court-11646951414

Distinguish between a spot foreign exchange transaction and a forward foreign exchange transaction. Calculate return and risk on foreign exchange transactions. Describe the role of financial institutions in foreign exchange transactions.

Business Question

  1. Understand what foreign exchange markets and foreign exchange rates are.
  2. Identify the world’s largest foreign exchange markets.
  3. Know what the euro is and how/why it was created.
  4. Distinguish between a spot foreign exchange transaction and a forward foreign exchange transaction.
  5. Calculate return and risk on foreign exchange transactions.
  6. Describe the role of financial institutions in foreign exchange transactions.
  7. Identify the relations among interest rates, inflation, and exchange rates.

With Mishra deciding to accept the new production target of 27,000 units, what kind of mindset and leadership would he require to successfully meet this challenge?

Business Question

1. With Mishra deciding to accept the new production target of 27,000 units, what kind of mindset and leadership would he require to successfully meet this challenge?

2. Evaluate the interventions that Mishra introduced. What could have been done differently?

3. How would you assess Mishra’s leadership style? Would you have adopted a different approach to deal with the challenges?

4. Compare and contrast plant leadership and corporate leadership.

5. Are Mishra’s actions likely to succeed? Are they likely to create any future issues?