MGT 362T Entire Course New Flashcards
MGT 362T Entire Course NEW
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MGT 362T Entire Course NEW
MGT 362T Week 1 Practice Quiz
MGT 362T Week 1 Apply Wk 1 Change Management A Fresh New Idea
MGT 362T Week 1 Discussion Change Management
MGT 362T Week 2 Practice Manager’s Hot Seat Change
MGT 362T Week 2 Apply Vision Statement Case Study
MGT 362T Week 2 Discussion Leading Change
MGT 362T Week 3 Practice Quiz
MGT 362T Week 3 Apply Manager’s Hot Seat: Change-Innovation in Aisle 9
MGT 362T Week 3 Discussion Risks and Biases
MGT 362T Week 4 Practice Quiz
MGT 362T Week 4 Apply Power and Influence-Riding the Policy Wave
MGT 362T Week 4 Discussion Change Management Validity Tools
MGT 362T Week 5 Practice Quiz
MGT 362T Week 5 Apply Evidence-Based Analytics and Decision Making Case Study
MGT 362T Week 5 Discussion Change Leadership
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MGT 362T Week 1 Apply Wk 1 Change Management A Fresh New Idea NEW
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MGT 362T Week 1 Apply Wk 1 Change Management A Fresh New Idea NEW
MGT 362T Week 1 Apply Wk 1 Change Management A Fresh New Idea NEW
MGT 362T Week 1 Apply Wk 1 Change Management A Fresh New Idea NEW
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MGT 362T Week 1 Discussion Change Management NEW
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MGT 362T Week 1 Discussion Change Management NEW
Respond to the following in a minimum of 175 words:
A project or initiative outcome can influence a group of people or organization.
Discuss change management. Why is the role of change management important in an organization? Discuss one fact you have learned from our text regarding change management.
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MGT 362T Week 1 Practice Quiz NEW
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MGT 362T Week 1 Practice Quiz NEW
MGT 362T Week 1 Practice: Wk 1 – Quiz
Of the six images of managing change, the _____ and _____ images have their foundations in the field of organization theory.
Multiple Choice
director; coach
navigator; interpreter
caretaker; nurturer
interpreter; caretaker
The _____ image of managing change assumes that change managers receive rather than initiate change.
Multiple Choice
director
caretaker
navigator
interpreter
Underpinned by the _____ image, the organizational development (OD) approach is one where its adherents present their developmental prescriptions for achieving change as being based, at least traditionally, upon a core set of values, values that emphasize that change should benefit not just organizations but the people who staff them.
Multiple Choice
director
navigator
caretaker
coach
Underpinned by the _____ image, the sense-making approach maintains that change emerges over time and consists of a series of interpretive activities that help to create in people new meanings about their organizations and about the ways in which they can operate differently in the future.
Multiple Choice
director
navigator
nurturer
interpreter
The primary background of Likert’s organization development (OD) model is:
Multiple Choice
Productivity and quality of work-life
National Training Laboratories (NTL) and T-groups
Strategic change
Participative management
Which of the following is NOT a core set of values contained in the organization development (OD) field?
Multiple Choice
Humanistic values
Democratic values
Economic values
Developmental values
In the context of the core set of values of the organization development (OD) field, _____ values relate to openness, honesty, and integrity.
Multiple Choice
humanistic
democratic
economic
developmental
In the context of the core set of values of the organization development (OD) field, _____ values relate to social justice, freedom of choice, and involvement.
Multiple Choice
humanistic
democratic
economic
developmental
The introduction of and transition to new techniques and behaviors occur during the _________ phase of action research.
Multiple Choice
problem identification
joint problem diagnosis
joint action planning
change actions
According to Cummings and Worley, which of the following is NOT a skill needed by an organization development (OD) practitioner?
Multiple Choice
Intrapersonal skills
Interpersonal skills
Technical skills
General consultation skills
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MGT 362T Week 2 Apply Vision Statement Case Study NEW
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MGT 362T Week 2 Apply Vision Statement Case Study NEW
1
2
Based on the vision statements expressed, what is the significance relating to organizational structure?
Check All That Apply
Updated visions ilustrate changing priorities in conjunction with internal and external environmental changes which in turn, may affect changes in organizational structure
Vision statements have no bearing on changes in organizational structure or culture,
Vision statements help change leaders focus on what changes may be necessary to implement the vision
3
In terms of developing an organizational structure accommodating change, which of the following statements is false
Multiple Choice points
Skipped Vision drives change
Vision emerges from the organizational change process.
Vision contributes or hinders the organizational change process
None of these
4
Organizational redesign and restructuring accommodating change includes, but is not limited to the following considerations
Check All That Apply
Adjustments in lines of business or profit center alignment may be necessary
Changes in intra and interdepartmental processes may be required to enhance efficiency and profitability
Changes in policies and relationships with vendors and suppliers may be required
5
When change in organizational structure is being assessed, the change leader must consider employees as its most important asset. What are some of the step(s) that should be taken when reviewing the human factor of the change equation?
Check All That Apply points
Review of current and future roles and skill sets of employees by work unit is necessary.
Changes to workforce composition must be addressed and a plan of action must be developed eg retraining, transfers, downsizing, etc.
Communicating the need for and nature of change to employees is a prerequisite for a potentially successful change initiative.
6
To what extent do stakeholders influence a plan and subsequent implementation of organization restructuring that accommodates change?
Multiple Choice
Stakeholders are incidental to the change process
Stakeholders are not decision makers and cannot influence the potential outcome of organizational restructuring
Stakeholder expertise in managing change is very limited, and should not be considered by change leaders in the planning of adaptable organizational structures O None of the these
7
As the need for organizational change and restructuring is considered by the change manager
Check All That Apply points
The current circumstances need to be assessed in relation to each specific organizational change situation.
Appropriateness for wholesale change can be assessed by analytical tools utilized by the change manager
Mission and vision of the organization as prescribed by senior management and the board of directors must be woven into any proposed changes.
8
Initial positioning for potential success of organizational change requires 100
Check All That Apply
A thorough analysis and consideration by the change manager senior management, and board of directors
Top down support from senior management and the board of directors Employee buy-in via a specific communications program during each phase of change.
9
The implementation of a successful organizational restructuring includes, but is not limited to the following actions 1
Multiple Choice
Majority vote by the board of directors.
Approval by a legislative or regulatory body
Approval by the employees’ representative bargaining units
None of these
10
Organizational structuring accommodating change may be due to the organization’s filing of legal action for reorganization in order to remain viable, which presents significant challenges for an assigned change leader. To what extent do the following considerations need to be included in any plan for organizational structuring?
Multiple Choice
Hiring a good onomey is essen
Avoiding the press and social media is advisable Avoid
Filing a gag order on vendors, suppliers, and union representatives is prudent
None of these
11
From a holistic perspective, organizational structuring accommodating change consists of a number of elements that the change manager must assess using evidence-based tools such as environmental scanning that reveals components of the organization’s strengths. weaknesses, opportunities, and threats. Compartmentalization of each may indicate a partial restructuring and/or changes in processes What would be considered driving factors for in the determination of wholesale restructuring versus partial restructuring
Check All That Apply
Noticeable decline in market share / profitability of the organization indicates that an in-depth evaluation of the organization’s structure, processes, competition relationships etc. is essential
Increase in customer churn, based on industry standards, signals a potential problem in offerings, product quality pricing customer service, etc.
It may be isolated to these areas Increase in employee turnover or grievances bargaining unit claims at different levels in the organization indicates a human resources issues that must be explored and resolved
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MGT 362T Week 2 Discussion Leading Change NEW
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MGT 362T Week 2 Discussion Leading Change NEW
Respond to the following in a minimum of 175 words:
The need for change must be differentiated from the ability to change in order for it to be successful.
Discuss the requisite skills a person needs to lead change for a chosen organization. How can the organization’s structure accommodate change? Include recommendations from our text.
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MGT 362T Week 2 Practice Manager’s Hot Seat Change NEW
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MGT 362T Week 2 Practice Manager’s Hot Seat Change NEW
As some organizations are uncomfortable with change, so are their employees. Employees are often threatened by change and offer resistance to it. Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. The degree to which employees feel threatened depends on whether the change is adaptive, innovative, or radically innovative. Lewin’s Change Model helps to understand the stages of change so that they can be best managed.
Employees experience varying levels of change depending on whether the change is adaptive, innovative, or radically innovative. Adaptive change is the least threatening as the reintroduction of a familiar practice. Innovative change is somewhat threatening and involves moderate complexity, cost, and uncertainty. Radically innovative change is considered extremely threatening
- As Rita becomes increasingly frustrated, Carlos tries to offer ______ by telling her how valuable her job and how valuable she is.
multiple interventions
goals
management support
creativity
innovation
- As represented in this video case, the merger that occurred between these two companies represents a(n) _____ force affecting the need for change.
opportunity
strength
weakness
outside
inside
- Juan and Rita are having trouble with new employees Peters and Jackson, indicating which of the four targeted areas of change is most needed?
Changing technology
Changing people
Changing structure
Changing function
Changing strategy
- Carlos wants Juan and Rita to handle the personality issues themselves. As the company did not make any thought-out change in anticipation of expected problems, it most likely is being affected by _______ change.
strategy
external
reactive
proactive
internal
- __________, a set of techniques for implementing planned change to make people and organizations more effective, would have been useful for this organization.
Organizational development
Proactive change
Innovation
Transference
Reactive change
- Organizational development would be most useful to this organization in terms of ________.
reactive change
innovation
creativity
revitalizing organizations
adapting to mergers
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MGT 362T Week 3 Apply Manager’s Hot Seat: Change-Innovation in Aisle 9 NEW
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MGT 362T Week 3 Apply Manager’s Hot Seat: Change-Innovation in Aisle 9 NEW
MGT 362T Week 3 ApplyManager’s Hot Seat: Change-Innovation in Aisle 9
At the beginning of the video, Priya ends her presentation by asking her colleagues to imagine “a world where you never have to wait in line for your groceries again!” What stage of Lewin’s Change Model is Priya exhibiting?
Harry grants permission for Priya to start automated sales at one of Bergman’s locations. What stage of Lewin’s Change Model is Harry exhibiting?
Aiden tells Harry that, “The heart of Bergman’s would still be intact. All Priya is proposing here really is taking the idea of self-checkout a couple steps further…” Based on this statement, Aiden most likely believes automation represents ______ change.
The need for change to automated sales at Bergman’s most likely arises from a(n) ______ force.
Aiden and Priya believe automation is necessary so Bergman’s can be ______, not ______.
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MGT 362T Week 3 Discussion Risks and Biases NEW
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MGT 362T Week 3 Discussion Risks and Biases NEW
Respond to the following in a minimum of 175 words:
Within an environment where change is needed, you must recognize the obstacles that can make changes difficult to implement. Two of these obstacles are risk, which can observed by others, and biases, which tend to be personal and internalized.
Discuss risks and biases for a chosen organization. How can they taint analysis? How could you minimize resistance to the use of analytics-based decision making? Include specific recommendations from our text.
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MGT 362T Week 3 Practice Quiz NEW
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MGT 362T Week 3 Practice Quiz NEW
Beltip Corp. was forced to shut its operations in a country due to the outbreak of a civil war in that country. The change in operations experienced by Beltip is most accurately termed as a(n) _____.
HomeCare Corp. is a manufacturer of household utilities. A recent fire at one of its production units caused HomeCare to reduce its production. This change in production is known as a(n) _____.
_____ are those that are implemented in anticipation of, or in response to, known trends and developments.
_____ are those that just happen, or have to happen, in response to unforeseen events, such as the sudden opening of new market opportunities, or accidents and failures.
Incremental change differs from transformational change in that incremental change is:
Which of the following reasons is NOT cited in the text as a cause of resistance that a change manager will have to diagnose before taking action?
People find it easier to support changes when:
Which of the following factors is most likely to make the people in an organization lose conviction that a change is necessary?
Which of the following is the most likely negative consequence of excessive change in an organization?
Which of the following statements is true of resistance to change?
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MGT 362T Week 4 Apply Power and Influence-Riding the Policy Wave NEW
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MGT 362T Week 4 Apply Power and Influence-Riding the Policy Wave NEW
MGT 362T Week 4 ApplyPower and Influence-Riding the Policy Wave
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Mark responds to Brianna’s concerns about the new employee end-of-shift policy with “…This is a policy straight from corporate. We have to follow it.” What type of influence tactic is Mark utilizing?
Multiple Choice
coalition tactics
exchange
rational persuasion
legitimating tactic
consultation
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
In response to the new employee end-of-shift policy Brianna proposes that Ollie pay its employees on their breaks instead of making them clock out. Brianna is most likely utilizing the ______ influence tactic.
Multiple Choice
exchange
pressure
personal appeals
ingratiation
inspirational appeals
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Which of the following sources of power does Mark have in enforcing Ollie’s holiday scheduling policy?
Multiple Choice
expert
referent
legitimate
exchange
consultation
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Based on the video, Mark seems to be a ______ leader while Sherry is more of a ______ leader.
Multiple Choice
transformational; transactional
passive; active
active; passive
situational; transactional
transactional; transformational
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Mark’s apparent favoritism toward Amir is representative of
Multiple Choice
leader-member exchange.
servant leadership.
charismatic leadership.
laissez-faire leadership.
transformational leadership.
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MGT 362T Week 4 Discussion Change Management Validity Tools NEW
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MGT 362T Week 4 Discussion Change Management Validity Tools NEW
Respond to the following in a minimum of 175 words:
In addition to knowing how to measure the effectiveness of a needed change, you must prepare for all the reasons that a project can fail.
Discuss change management validity tools for a chosen organization. How could you apply analytical frameworks to illustrate possible project outcomes, assess risks, and develop contingency plans?
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MGT 362T Week 4 Practice Quiz NEW
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MGT 362T Week 4 Practice Quiz NEW
MGT 362T Week 4 PracticeQuiz
According to Warner Burke, which of the following is a way in which organizational models can be useful?
Multiple Choice
By reducing the manageability of a complex situation
By helping to prioritize the issues that need most attention
By providing specific languages for different stakeholder groups to discuss organizational properties
By minimizing the interconnectedness of various organizational properties
According to Warner Burke, which of the following is NOT a way in which organizational models can be useful?
Multiple Choice
By identifying key organizational interdependencies
By offering guidance about the appropriate sequence of actions in a change process
By providing a common language with which different stakeholder groups can discuss organizational properties
By predicting the magnitude of change
Which of the following is NOT one of the questions asked when performing gap analysis?
Multiple Choice
Where are we now?
How did we get here?
Where do we want to get to?
What do we need to do in order to get there?
According to Rosabeth Moss Kanter, segmentalist organizations are characterized by _____.
Multiple Choice
the compartmentalization of problem-solving
the ability to overthrow history and precedent
a cooperative environment
a flat organizational structure
Unlike traditional organization designs, built-to-change organization designs _____.
Multiple Choice
include employment contracts based on expectations set out in the job description
hire people with the capabilities for the job for which they have applied
pay for the job and what it involves
include ongoing training in skills to support change
_____ change theorists and practitioners take an “it depends” approach in which the style of change, especially the style of leadership, is dependent on the scale of the proposed change and the readiness of the staff to receive it.
Multiple Choice
Compulsion
Contingency
Processual
None of these
The contingency change management approach is underpinned by the _____ image of managing change.
Multiple Choice
director
follower
interpreter
caretaker
Process theories see change unfolding over time in a messy and iterative way and thus rely more heavily on the image of a change manager as a(n)_____.
Multiple Choice
director
navigator
interpreter
caretaker
Which of the following is one of “the seven Cs of change” developed by the UK Chartered Institute of Personnel and Development?
Multiple Choice
Capturing learning
Criticizing stakeholders
Canceling communication
Capitalizing on losses
Which of the following companies developed the awareness, desire, knowledge, ability, and reinforcement (ADKAR) model of change?
Multiple Choice
Prosci
Apple
McKinsey
Gartner
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MGT 362T Week 5 Apply Evidence-Based Analytics and Decision Making Case Study NEW
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MGT 362T Week 5 Apply Evidence-Based Analytics and Decision Making Case Study NEW
MGT 362T Week 5 Apply: Wk 5 – Evidence-Based Analytics and Decision Making Case Study
The old adage “nothing is constant but change” implies that organizations are always in a state of flux and business leaders cannot necessarily keep pace with the rate of change. Thus, which of the following statements do you consider the most accurate.
Multiple Choice
This observation indicates that business leaders’ ability to make effective decisions is limited by an uncertain future.
The use of evidence-based analytical tools is necessary to assess current situations and improve the quality of strategic decision making.
Considering the accelerated rate of change in today’s business climate, a permanent title of change manager should be adopted in organizations to scan the environment.
None of the above.
Refer to Highlight “Change Metrics”. Which of the following statements best describes why the business leaders altered their approach to the organizational crisis.
Multiple Choice
Upon assessment of the competitive environment using evidence-based analytics, Continental’s leaders recognized that the organization’s emphasis was misplaced, and changed its strategic objectives.
The bankruptcy court appointed independent overseers to force change.
Continental leadership was attempting to raise stock prices in anticipation of a buyout.
Union leadership was ready to call for a national walkout during the Chapter 11 hearings.
Upon review of the effectiveness of a strategic business decision using evidence-based analytics, business leaders may reverse course. Refer to Highlight, “Unanticipated Consequences at FedEx”. What factor(s) led to reversal of the new scheduling system?
Multiple Choice
Restrictions on international air space were not accounted for in the decision making.
The cost of upgrading the technology infrastructure was cost prohibitive.
The new system contained assumptions that did not consider critical factors such as changes in time zones, travel time across hemispheres, and pilot flying hours.
There was an inadequate number of aircraft to accommodate the new schedule.
Sustainability of change is associated with:
Check All That Apply
New working practicesNew working practices
Reductions in time to marketReductions in time to market
Adapting to circumstances to gain increasing benefits for organizational initiatives
Redesigning roles, staff selection, and redesign of reward systems is linked to
Multiple Choice
Changing societal requisites and regulatory policies
Attracting employees
“human sustainability” policies to address human and social sustainability
None of the above
Walking the Talk” is a(n)
Multiple Choice
Euphemism
Theoretical term for employee / manager communication
Phrase that refers to a leader who encourages volunteer acts of initiatives, celebrates “smaller wins” and “corrections” in progress
Outdated term for leadership in today’s cyber world
When using evidence-based analytics in decision making, measurement is an essential tool in gauging progress. However, the leader needs to assess data based on the following consideration(s).
Check All That Apply
To what extent is the measurement an accurate representation of the success of the change initiative?To what extent is the measurement an accurate representation of the success of the change initiative?
What is the relationship between the time of the measurement being reported and the timeframe over which the benefits of the change is expected to be delivered?What is the relationship between the time of the measurement being reported and the timeframe over which the benefits of the change is expected to be delivered?
What are the components of the measurement being monitored e.g. internal and/or external environmental factors and to what extent are they relevant to the organizational change?
Analytical tools and decision-making framework models are essential in the business leader toolbox to move an organization forward in refreshing the vision and associated strategies to achieve that vision. In order to sustain the change initiative, what are some actions necessary to prevent initiative decay?
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Ensure changes are sustainable, and are handed over to the operational environment of the organization.Ensure changes are sustainable, and are handed over to the operational environment of the organization.
Develop capacity and capability for continuous improvement.Develop capacity and capability for continuous improvement.
None of the above.
In times of change, strong leadership is essential and cannot be overstated. While the use of metrics may reinforce presentation of a persuasive argument for change to stakeholders, leaders need to project certain qualities and values, which include, but not limited to the following.
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Leaders should be “role models” of the desired changes, focusing on organizational culture and developing a climate for continuous improvement.Leaders should be “role models” of the desired changes, focusing on organizational culture and developing a climate for continuous improvement.
Leaders must possess the qualities of integrity and credibility in order to communicate change and enlist the support for change among employees effectively.Leaders must possess the qualities of integrity and credibility in order to communicate change and enlist the support for change among employees effectively.
Leaders should empower change teams to take risks, communicate decision making authority clearly, and remove barriers to their progress accordingly.
As noted earlier, today’s business leaders are equipped with a “toolbox” to improve strategic decision-making involving change. However, not all initiatives should be sustained, which was referenced in the FedEx case. In distinguishing between “blameworthy” and “praiseworthy” change initiatives, what guidelines are relevant in determining the difference?
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“Blameworthy” failures include deliberate or inadvertent deviations from the prescribed practice.”Blameworthy” failures include deliberate or inadvertent deviations from the prescribed practice.
Experimental approaches designed to improve performance are considered “praiseworthy”, because managers can learn from the failure.Experimental approaches designed to improve performance are considered “praiseworthy”, because managers can learn from the failure.
There are no failures that are considered acceptable, and differences don’t matter.
MGT 362T Week 5 Apply Evidence-Based Analytics and Decision Making Case Study NEW
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MGT 362T Week 5 Discussion Change Leadership NEW
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MGT 362T Week 5 Discussion Change Leadership NEW
Respond to the following in a minimum of 175 words:
As a change leader, you can be a positive influence on change and making change happen, strengthening your own career and professional capabilities. What skills and tools have you learned in this course that will help you be an effective change leader?
Discuss the differences between managing change and leading change. What are the advantages of being a change leader?
MGT 362T Week 5 Discussion Change Leadership NEW
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