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Please see the assignment below and the attached assignment rubric.Assignment: Foundations of Change Management TaxonomyThe origins of organizational change management are not easy to trace, primarily
Please see the assignment below and the attached assignment rubric.
Assignment: Foundations of Change Management Taxonomy
The origins of organizational change management are not easy to trace, primarily because the effects of change are often widespread and can impact countless areas and functions within an organization. In addition, change often occurs very frequently within organizations. Regardless of the factors leading up to the change, the rationale for the change, and/or the details of the change itself, leaders must have the appropriate skills to manage change.
As a global change agent responsible for managing change, you may question, “How do I initiate change, and what steps do I need to take to manage change so that it will satisfy the immediate and long-term needs of the organization?” There are CEOs who are successful in implementing and managing change and, like you, they have probably pondered the same question. Having the foundational works of theorists may help you find the answer to this question, because within these theories are constructs or tenets that, when applied, can shape your own view of and strategic approach to change management.
This week, you will have an opportunity to become familiar with some change management theorists and their theories.
To prepare for this Assignment, review this week’s Learning Resources on change management theory and organizational development, as well as any additional sources of your choosing. Research the theorists who developed change management theory and compile key information as part of your review.
Submit an evaluation of at least three foundational change management theories in the form of a properly formatted, APA 6th edition-compliant taxonomy table. For each of the theories you select, you should include the following:
The name of the theory
The date the theory was introduced
The theorist/author
Key components of the theory
For each theory presented, be sure to include an abstract, a minimum of two references to peer-reviewed, scholarly journals, as well as appropriate in-text citations. No plagiarism.
Refer to the Week 1 Assignment Rubric for specific grading elements and criteria. Your Instructor will use this rubric to assess your work.
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schedule or ****** which ***** ******* ** a higher ****** ** investment ** **** ** *********** ** *** gains ** ******** **** and ***** ************ will ****** attempt ** **** ** ***** some useful ******* ** **** ** ******** ** *** ************* and technology to ***** *** *** ***** of their prospective ********* ** ***** for them ** ****** *********** ** the ***** ** ******** (Cameron ***** ***** 2004)According ** ******* ****** ***** *** * ****** ** ****** ********** ******** **** ****** ** employed ** ************** ********** when ************ desired changes ****** ***** ********** ************* But **** ***** **** ** ********** three ************ ****** ********** theories which **** ******* *** **** M Fisher’s change ***** ********* ****** ********** Model *** ************ *** ****** ********** ********** * Fisher's ****** **************** ***** ****** **** has **** ********* ** *** ********** change ***** ***** ** ********** **** *** ***** stages The ****** ******* fear ******* *** ****** ********* ***** and *************** ********** *** ********* ******* ********** *** ****** ******* The **** of **** ****** *** been ********* **** basic parts; *** ******* resistance ** ****** *** **** ******* with *********** through *** ******* changeIntroductionThe Fisher’s change management ****** *** **** *********** ** 1999 ** **** Fisher and ** ** ******** ** the process ** ********** ***** ********** *** *********** react to ****** ********** theory ** based ** *** ******* ******** by Elisabeth Kubbler-Ross; *** in *** ******* she pointed out *** five ****** ** ***** ********** 2013) ****** ***** identified *** eight stages ***** *** ******** by *********** ******** throughout *** ******* ** change The eight ****** include ******* *** ******* fear; happiness; ***** and **************** *** ******* acceptance; *** ********** *** hostility; *** **** ****** forwardIt *** **** ******** that **** *********** responds **** ******* via ***** ****** ******** to others 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**** ******* *** ****** ** ****** hostility ** *************** ********* ** ** *** easy ** make ********* move ******* the process of change; ********* ** ** ******* that *** *********** on ***** who *** **** ** move ******* via *** ***** ** they *** *** *** ****** ** ********* ******** **** *********** will *** ** *** champions ***** ********** ***** ********** to ***** *** **** ******* (Balogh & ****** 2005) ** is **** ********* ** ******** **** ** ** ******** ****** **** ******** *** ****** *** ** *** **** ** effort ** forcing the change ** **** roots ****** the large ****** ** *********** ** ready or else *** proposed ****** **** *** ** effective ** *** ************ ****** ********** ***************** ********* ****** *** **** organized into three **** ******* unfreeze-change-refreeze ** **** change ********** ********* **** ***** has **** ********* **** **** ***** ********* *********** *** *********** ** rather *********** of **** ***** ** systematic **** the first stage ** *** ***** ***** of refreezingIntroductionLewin's change ********** ***** *** ********* in *** ***** ***** ***** **** *** ******** individuals **** ****** and ******* ****** ******* limits ** safety ******* ***** ********* ***** ********** three main ****** of change **** *********** ***** stage is to ******** - ****** **** ***** ******** ** *** individuals **** **** ***** efforts to ***** negatively to *** ******** ****** (Lee ***** ********* ** ***** ** ** **** with this ********* a period of ****** thawing ** **** ** ********** ***** ** ** ********* by ********** ***** individualsThe ****** ***** is that ** transition * ***** ********* **** **** ****** ** *********** *** ************ will ***** * ********** ******* **** *** **** *** a ***** ****** ** time ***** ********* ********** as well as reassurance **** ***** ** ** vital *** *** ******* ** *** ********** ***** ***** ********* ** ***** ** **** ***** involves ********** * in this ***** ** ********** **** ***** *** ******* change *** **** ********* well *** *********** successfully *** organization becomes ****** once more *** the ***** refreezes ** ***** ** its ********** ****** *** *** *** ** ********** as **** operate (Lee ************* **** ***** ** ****** ********** ** **** ** **** organizations in **** ****** *** ** ***** much time to ** deployed ** course ***** it ** **** ** *** ******** ** ************* tend to ******** this ****** to ********* ******** *************** 7-S ****** ********** modelAbstractThis ****** as ********* ** McKinsey and *********** *********** ******** *** seven **** ******* ********** **** change *** factors discussed include shared values structure ***** ****** ******** staff and ******* **** ****** has **** ********* ** *** *** ****** ** the ****** process ****** ** organizationIntroductionThe ******** *** ***** ** ****** ******** * holistic ******** ** *** company **** ***** *** formed ** * ****** ** consultants *** were working for McKinsey and ******* ** *** 1980s *** *********** **** up with * ***** ******** **** functions ** collective ******* ** change (Gandhi ********** ***** ****** 2006) These factors ******** the shared values ********* ***** ****** ******** ***** and *** ******* **** ***** ** associated four ******** ****** ** *** **************** *** this is ********** as *** **** ********* ** ***** ** ** **** the competition so ** to ****** *** ***** and ********** ** is ****** *** ***** phase or ***** ** change ********* ** **** theory and as such ******** *********** ** the ****** **** or ********* stepwiseStructure *** **** ** ******** ** ** ********* ** *** McKinsey’s 7-S ****** which is associated **** *** manner an ************ is ********** ** dividedSystems – **** ***** is ******* ********** **** *** ****** **** ********** ***** within ** ************ are ** ** performedShared values – *** ***** ******* **** *** *********** ** ****** ***** ****** of a firm **** *** ** *** ********** ** the firm’s business *************** *** 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** *** ********** **** ***** ******* ** *** ****** management ******* *** *** ********** ******* ********* ** **** ***** *********** planned ******* ** ********* *** *********** ****** *** change management *** *** considered but ******* ********* *** model ** associated with ********* ** is ******** that **** ********* **** have ******** **** ****** ***** **** ******** downfalls ** their ************************** * & ****** O ****** Mullerian mimicry: ** examination ** Fisher's ****** ** ******* ************ ***************** ** *** ***** Society B: ********** ***************** 2269-2275 ******************************************* * ***** ********** * ****** Change ********** *** ****** Response ************ * ****** *** *** ** ******** ****** ** ****** Management ResearchJournal ** ****** ************** ******* ************************************************** * ****** Recent **** ** McKinsey's ******************** ******* ****************************************** * ********** * ***** ****** * ****** ******** *********** ***** the ********** ** ***** ** ** ********** ********** * **** ***** ** the foundryInternational ******* ** *********** ********** And **************** *********************************************** * ****** Lewin’s Theory of ******* Change as * ********* ************* *** ******* Of ******* Administration43(2) 69-72http://dxdoiorg/101097/nna0b013e31827f20a9Lee * (2006) Adopting * ******** ******* ********* system: application of ******* ****** theoryJ *** Nurs55(4) 487-496 ***************************************************
