Title: Your First Name, Your Last Name – Managing Organizational Change
Tags: HRM560, Organizational Change
Description: First Name, Last Name – HRM560 Assignment 3 (Date Uploaded ex. 11-14-2014)
Prepare and present a video that is a maximum of five to seven (5-7) minutes OR write a four to six (4-6) page paper in which you:
Ascertain how each of the steps applies to your specific organization.
Develop a strategy that illustrates how you would address each of the eight (8) stages of change:
Establishing a sense of urgency
Developing vision and strategy
Communicating the vision
Empowering broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches into the culture
Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources.
Note: If you choose to submit a video presentation, please also submit a one (1) page summary of your presentation.
If you choose the written paper, your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Compare theories of change management and select an appropriate theory for an organization change.
Analyze diagnostic models relevant to various aspects of the change management process.
Use technology and information resources to research issues in managing organizational change.
Write clearly and concisely about managing organizational change using proper writing mechanics.
Identify organizational changes that link to vision.
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