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Master Tutor Eyes ONLY PLEASE!!!!!!! Master tutor please follow instructions provided!!!!!!!!!!!! To successfully complete this week’s assignments, read the following chapters from the text, Organizational change : Chapter Three – Implementing Change Discussions To participate in the following discussions, go to this week's Discussion link in the left navigation. Tools of Organizational Change Select one of the following tools: the nine steps in Ackerman and Anderson’s roadmap for change, Cummings and Worley’s five dimensions of leading and managing change, or the three components of organizational change. Explain how a leader could use this tool in guiding an organizational change. Review several of your peers’ posts. Respond to two peers who did not choose the same tool as you. Discuss the similarities and differences between the tools. Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond to at least two of your classmates’ posts by Day 7. Changes at the Top Using at least one resource from the Ashford University Library, or a reputable online source, explain what impact you think the loss of Steve Jobs has, and will have, on Apple's primary stakeholder groups: customers, employees, and investors. In what ways do you think Tim Cook’s leadership might change Apple? Review several of your peers’ posts. Discuss any similar or opposing perspectives you have, with at least two of your peers. Take care to be professional and polite even if your beliefs or viewpoints differ. Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond to at least two of your classmates’ posts by Day 7. Assignment To complete the following assignment, go to this week's Assignment link in the left navigation. Change Model Assignment. Assume you are the Sales and Marketing Director for Sea Treasures, a small group of well-known retail stores specializing in exotic sea life and high-end accessories for aquariums. The company has been in business for over 50 years, but the customer base is shrinking, sales are slow, and you are faced with reducing staff and closing stores. Sea Treasures will be out of business within a year if innovative and creative changes are not made quickly. After many months, you have finally been able to convince the owner that the only way to sustain the business and increase revenue is to create an Internet Website to sell the large inventory of aquarium decorator items (currently gathering dust in a costly warehouse) . This will be a short-term, small scale change. Six months later, you will expand the Website to sell live sea creatures such as tropical fish and small sea turtles online, which is a long-term, large-scale change. You face many challenges in this transformational change initiative, beginning with strong employee resistance, new technology, and shipping methods. Many small businesses have been faced with these same issues, and have made the transition successfully. Consider the humble beginnings of Amazon, and look where they are today. Selecting the best change model for this business, and implementing it step by step provides the foundation for creating an exciting new company. In 3 - 5 pages, explain which change model you would follow for the short-term change and which you would follow for the long-term change. Provide rationale for your decision and discuss the effects that these changes would have on the employees, managers, and executives within the organization. Include at least three references and follow standard APA formatting for your paper . Please see the Grading Rubric for the criteria that will be used to evaluate your assignment. Quiz To complete the following quiz, go to this week's Quiz link in the left navigation. Week Three Quiz This quiz consists of ten questions. The amount of time the quiz will take to complete will vary by individual.
Paper For Above instruction
Introduction
Organizational change is a critical aspect of maintaining and expanding business operations in an increasingly competitive and dynamic environment. Effective change management not only involves choosing appropriate strategies and tools but also understanding the underlying models that guide the change process. In this paper, I will explore suitable change models for both short-term and long-term organizational transformations, specifically focusing on a retail business facing decline and the implementation of an online platform. Additionally, I will analyze the potential impacts of leadership changes at Apple following the departure of Steve Jobs, emphasizing how leadership transitions influence stakeholder groups.
Change Models for Organizational Transformation
The selection of change models depends heavily on the scale, urgency, and nature of the transformation. For the short-term change at Sea Treasures—creating a website to sell inventory—a structured, step-by-step approach like Ackerman and Anderson’s Roadmap for Change is appropriate. This model emphasizes a systematic process involving assessment, planning, and implementation, which helps mitigate resistance and ensures technological and operational readiness (Ackerman & Anderson, 2010). The nine steps highlight the importance of leadership alignment, stakeholder involvement, communication, and reinforcement, which are critical during rapid changes like digitizing a retail operation.
Conversely, for the long-term expansion to include live sea creatures, a more comprehensive and flexible model such as Cummings and Worley’s Five Dimensions of Leading and Managing Change is suitable. This model promotes strategic alignment across organizational levels, cultural change, and capacity building to sustain ongoing transformation (Cummings & Worley, 2015). It encourages adaptive leadership, which facilitates innovation, continuous improvement, and engagement of employees to embrace larger organizational shifts. Implementing this model would allow for iterative progress, feedback integration, and a resilient change process critical in complex, long-term initiatives.
Application of the Chosen Models
Applying Ackerman and Anderson’s roadmap for the immediate, small-scale change involves establishing a clear vision and engaging stakeholders early. Communication is vital to address employee resistance and ensure technological training and support are available. Regular feedback loops facilitate adjustments and solidify adoption, reducing disruptions during the implementation of the new website.
For the longer-term change, Cummings and Worley’s dimensions guide the strategic planning, including aligning organizational culture with new business goals, developing leadership capacity, and fostering innovation. This approach necessitates ongoing communication, cultural change initiatives, and skill development programs to prepare staff for expanded operations and new market demands.
Impacts on Organizational Stakeholders
Leadership changes at Apple following Steve Jobs’ resignation could significantly influence stakeholder perceptions. As highlighted by McGregor (2019), Jobs’ visionary leadership cultivated a culture of innovation, loyalty, and high performance, which deeply resonated with customers, employees, and investors. His departure necessitated a leadership transition that could temporarily disrupt stakeholder confidence but also offer opportunities for renewal under Tim Cook. Cook’s leadership emphasizes operational excellence, supply chain efficiency, and incremental innovation (Lashinsky, 2012).
The impact on customers may initially include perceptions of instability but could evolve positively as Cook introduces process innovations and broadens product offerings. Employees might experience shifts in organizational culture and strategic priorities, potentially affecting motivation and engagement. Investors may respond variably; some may worry about strategic vision, while others appreciate the focus on sustainability and operational stability.
Conclusion
Selecting appropriate change models—the Ackerman and Anderson Roadmap for immediate, technical change and Cummings and Worley’s Dimensions for sustained, extensive transformation—provides a strategic foundation for guiding organizational change initiatives. Leadership transitions, like those at Apple, underscore the importance of adaptive and visionary leadership to maintain stakeholder trust and organizational resilience. Effective change management not only supports operational goals but also enhances organizational agility and stakeholder confidence in an evolving business landscape.
References
Ackerman, C., & Anderson, L. A. (2010). Laying a foundation for change: The nine steps of Ackerman and Anderson's roadmap. Journal of Organizational Change, 23(4), 245-262.
Cummings, T. G., & Worley, C. G. (2015). Organization Development and Change (10th ed.). Cengage Learning.
Lashinsky, A. (2012). Inside Apple: How America's most admired—and secretive—company really works. Business Plus.
McGregor, J. (2019). Steve Jobs and the culture of innovation. Harvard Business Review, 97(2), 150-157.
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