Answer & Explanation:I need someone who learned this course to help me complete this paper, Thanks! If you don’t know the model, please don’t bid this task!my topic is HealthCare PharmaciesFormatI. The Organizational Contexta. Using the PESTLE model, what is the context in which the organization finds itself?b. What are the internal issues the organization is dealing with?c. NOTE: Select the diagnostic model you will use (e.g., McKinsey 7-S, Weisbord Six-Box, or any other approved by me) and using the model, explain the internal issues as they would fit the model. For example, one of the “Ss” for the McKinsey 7-S model is “structure.” If the internal issue is that the wrong organizational structure exists due to a change in organizational strategy, then note it that way.II. The Management Problem (Use the diagnostic model you selected)Think of this like a doctor diagnosing illness. Or think of it as a Gap Analysis.a. What symptoms do you observe that suggest something is wrong (e.g., too many errors on forms, turnover is too high, etc.) versus what you should be seeing.b. What could be causing each symptom. Identify the causes (and why they are the causes). Find research that suggests what can cause the symptoms, what happens if not addressed (e.g., Turnover can come from low job satisfaction, and turnover costs an organization $X a year). This can be from academic journals, and can also come from periodicals such as trade publications,BusinessWeek(or similar periodicals), newspapers (especiallyThe Wall Street Journal). The lit review focuses on the management question/problem and provides a framework for why solutions are important to resolve it, and why ignoring it is not an option.c. What needs to change (*note—there may be many issues, but focus on the ones you are most familiar with, or view as most important). By this, given the symptoms, given the causes, what exactly would you change to “fix” the causes (not the symptoms—the causes). i. These are your alternative recommendations. One option is always to do nothing—to leave things as they are. As you develop alternative recommendations, one certain ones will be feasible to do (maybe they are affordable, maybe they are necessary because time is short and they are easier to implement and provide a quicker solution—or maybe because they have the highest long term payoff). As the change leader you need to develop recommendations or solutions. Again, these are the “fixes” for your problem causes. The selected recommendation/solutions will be what you implement.III. The Change Initiative (Use the Kotter 8-Step model; however, you can select another implementation model with my approval. As you work through the implementation, use the Armenakis-Harris-Feild model to show what the change leader (you) would do to create readiness for the change (see item III-v below).a. What is the plan for implementing the change(s) you believe is/are needed? What exactly are you going to implement? Be specific. Provide a step-by-step plan. Specifically note: i. What will your change be (drawn from the developed recommendations/solutions)? ii. What major challenges will you/the organization face in implementing the proposed changes? iii. Who are the stakeholders in this case who can have an impact, for good or ill on the change initiative? What influence can they wield? iv. What types of resistance are you/the organization likely to encounter? How will you address each type of resistance? v. Use the Armenakis, Harris, Feild Institutionalizing Change Model. NOTE: Remember, this model is designed to look at change from the change recipient’s perspective. Thus:1. Consider the five elements of readiness (discrepancy, appropriateness, principal support, efficacy, and valence). This means you are explaining to the organizational members why the change is needed, why the proposed change is appropriate (and, of course, what it is), who is supporting the change (and if none initially, you need to build a coalition—thus, one of the changes may be to get a guiding coalition together), the support the organization will provide the members (this is the efficacy element), and what the “pay-off” will be for both the organization and the members (long term and short term—and note—if it involves pay cuts or downsizing there may be pain for some and no positive pay-off).b. A literature review of why this change initiative is the best alternative (here is where many, if not all of your references may show up).IV. Evaluationa. What are the specific outcomes you seek? For example, a reduction in Turnover (The outcomes actually will be that the symptoms you recorded cease to be. Don’t include outcomes like “a ‘motivated’ workforce’ or ‘better community relations.’ If you can’t quantify it, don’t say it.b. What will you do to evaluate the results of the implementation? For example, use of surveys, quality control measures, recorded cost savings, etc.V. Conclusionsa. Final thoughts, etc.VI. Reference page:a. NOTE: You are required to use a minimum offive peer-reviewed journalarticles/papers in support of your analysis and plan development. Beyond that you can draw from any source (except WIKIPEDIA) to support your analysis and plan.b. NOTE: You should be using outside sources to bolster your case for change, support for the type of change, etc. so you should (a) be citing these sources within the body of the change analysis and plan and (b) including a reference page at the end. NOTE: Both citations and references should be done using APA guidelines. Just a hint–don’t list the reference page with a “VI” or whatever. It should be on a separate page. Center the word “References” and then include your references below that. See the following resources for APA style guidelines: i. Publication Manual of the American Psychological Association(6th ed.). (2009). Washington, DC: American Psychological Association. ii. OWL Purdue Writing Center, click on APA Guide athttps://owl.english.purdue.edu/owl/section/2/10/
healthcare_pharmacies_rq.docx
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HealthCare Pharmacies
HealthCare Pharmacies is a family-owned chain of pharmacies or drugstores consisting of 40
stores scattered across two southern states. It has been a reasonably successful operation for nearly 50
years, serving small to large cities (25,000 up in population) across the region. The company was
founded by two brothers (William Smith, the Pharmacist, and James Smith, the retailer), one a
pharmacist, the other a discount retail specialist. As a result, their focus was on providing not just
pharmaceutical services (filling prescriptions, selling over-the-counter medical supplies), but also selling
any and everything that could be sold. Some prices lower than competitors, some higher. This is
reflective of their history as a small town drug store that also served as the “general” store in some
small communities (in the early days even smaller than 25,000), while recognizing the increasing
competitive impact of national chains such as K-Mart and Woolco (eventually it failed), regional discount
chains (e.g., Miller’s) and the emerging growth of Wal-Mart. Similar to Wal-Mart’s, the Smith brothers
used an encirclement process, opening stores in smaller towns and dominating those markets, before
expanding into larger cities.
The size of the stores typically ranges from 10,000 square feet to 15,000 square feet, depending
on the location. The stores looking much like the larger chain drug stores, with drugs being the primary
but not only focus (stores carry limited foods such as dairy products, canned soups, microwavable food
stuffs, etc., cosmetics, toys, household cleaning supplies, etc.). Additionally, they have traditionally had
a lunch counter with 5-6 booths, and 5-7 tables. The “lunch” counter in some locations also opens for
breakfast. Here, sandwiches, salads, soups, shakes, malts, etc. are sold, much like “soda fountains” or
lunch counters in the 1930s, 1940s and 1950s.
Although the company has been remarkable successful for most of its existence, recently same
store sales have begun to decline, showing a 2-4% decrease each year for the past four years.
Competition is increasing in intensity with Wal-Mart, CVS, Rite-Aid, the resurgence of Wal-Green’s, and
even with some grocery chains (e.g., Publix) including pharmacies in their stores. Even the internet is
having an impact as some potential customers will buy on-line from companies such as Amazon those
items they used to buy in the stores. Additionally, while they have attempted to having a little bit of
everything to offer, emphasis has never been about store appearance (many stores are quite cluttered
in appearance, with boxes stacked in aisles, dimmer lighting or burned-out bulbs, etc.), and the company
has become aware that customers are increasingly unhappy with poor or marginal customer service, in
the pharmacy as well as the rest of the store. A limited survey done for the company by a group of
students in a marketing research course at one of the universities located in a city where HealthCare has
stores has revealed that customers are increasingly unhappy with the service, and some have switched
to competitors whose prices are lower, or who offer better experiences. As one part of their study, the
students chose twelve typical drug store items at random for comparison, such as Head and Shoulders
shampoo, Tylenol Extra Strengths caplets, a Snickers candy bar, underarm deodorant, etc. A “basket” of
these nine items were consistently priced lower at a comparison CVS, and even more so at a Wal-Mart’s.
For example, one Healthcare Pharmacy store priced Scott’s toilet paper (4 rolls) at $5.99, but CVS priced
the same paper at $4.69. Healthcare Pharmacy priced Old Spice deodorant at $5.79, but CVS priced it at
$4.79. In response the company has run some sales and encouraged store managers to be more
customer friendly, but this has not seemed to have lead to improvements. Additionally, prescription
drug sales account for 67% of the revenues at the typical Healthcare Pharmacy store (the “soda
fountain/lunch counter” contributes 10-15% and the rest comes from over the counter
Employees present another problem for Healthcare Pharmacy. While many of the employees
who are long term seem content with how things are, turnover, however, does seem to be increasing,
especially among younger employees (younger than 30). Additionally, there is another troubling
statistic. In the pharmacy business turnover is calculated on a 30 day basis (percentage of terminations
to hires over a 30-day period). Historically, the turnover rate for HealthCare has been around 15%, but
over the past year it has climbed steadily to a level of 27% in the most recently calculated 30-day period.
Since pay is competitive with other pharmacies, there’s no clear answer to the increase.
William Smith passed away a year or so ago. James Smith is getting on in years and has decided
to retire. He has received some interest from an investment firm to sell the company, but would rather
it remain in the family. William’s daughter, Melissa, who has her MBA from State U., and has worked in
retail, in both department stores, and one of the national bookstore chains has joined the company as
the new President. Her uncle says it is up to her to save the company.
Melissa grew up “in the stores” but now returns to them attempting to see them through “new
eyes.” What she sees is troubling: Cluttered stores, with stock seemingly arranged in helter-skelter
fashion, complacency among employees at all levels, indifferent customer service. At company
headquarters, she finds much of the same attitude, but some apparent frustration as several staff
members complain that store managers and employees won’t “do what we tell them to do. They will for
awhile, then the next thing we know, it’s business as usual.” She visits with the HR department to find
out that although the increasing turnover rate has been noticed, there are no plans to study the issue
further or do anything “just yet.” Recruiting practices in hiring for stores, indeed through the
organization seem to be based on “who you know, how you look” and the store manager makes the
hiring decision for each store. Training is largely OJT, except for the pharmacists who are hired upon
graduation from accredited pharmacy schools. Performance reviews are annual, and based on a
discussion of “what’s going on.” Compensation is typical. Store managers are paid a flat salary.
Pharmacists are paid the same salary. Next highest salary is paid to the assistance store managers,
followed by pharmacy technicians, while floor employees (stock shelves, offer some limited service to
customers, run the cash register, etc.) are paid 10% over minimum wage. They all have some level of
healthcare benefits.
Sitting in her new executive office, Melissa feels a migraine coming on as she ponders the task
before her. She thinks a good first step may be to bring in an outside consultant possessing experience
in implementing change within an organization.
look the instruction below:
Summary
· The Change Analysis and Plan (CAP) or Project is designed to achieve two
objectives:
o Student demonstrates the ability to apply course models and content to an
actual change situation or organizational problem.
o By using the student’s own organization for the CAP, the student can
demonstrate to his or her organization management a solution to a real problem.
· Using the CAP Guideline (see assessment section in Blackboard) the student
will apply the format in the guideline to his or her own organization to:
o Describe the organization’s context;
o Describe the management problem, using either the McKinsey 7-S, Weisbord
Six-Box, or other approved (by me) diagnostic model.
o Upon completion of the diagnosis, the student will develop a change initiative
(using the Kotter 8-step model or another model approved by me and
implementing using the AHF leadership model) and plan for implementation.
o This CAP will be prepared using APA formatting, and must contain at least five
external references using appropriate peer-reviewed journal articles (NOT
WIKIPEDIA; NOT something just Googled). Student may use other articles for
support from any source (except WIKIPEDIA)
o Student will use 12-pt font size of Times New Roman, Arial, or Calibri font.
Format
I. The Organizational Context
a. Using the PESTLE model, what is the context in which the organization
finds itself?
b. What are the internal issues the organization is dealing with?
c. NOTE: Select the diagnostic model you will use (e.g., McKinsey 7-S,
Weisbord Six-Box, or any other approved by me) and using the model,
explain the internal issues as they would fit the model. For example, one of
the “Ss” for the McKinsey 7-S model is “structure.” If the internal issue is
that the wrong organizational structure exists due to a change in
organizational strategy, then note it that way.
II. The Management Problem (Use the diagnostic model you selected)
Think of this like a doctor diagnosing illness. Or think of it as a Gap
Analysis.
a. What symptoms do you observe that suggest something is wrong (e.g.,
too many errors on forms, turnover is too high, etc.) versus what you
should be seeing.
b. What could be causing each symptom. Identify the causes (and why
they are the causes). Find research that suggests what can cause the
symptoms, what happens if not addressed (e.g., Turnover can come from
low job satisfaction, and turnover costs an organization $X a year). This
can be from academic journals, and can also come from periodicals such
as trade publications, BusinessWeek (or similar periodicals), newspapers
(especially The Wall Street Journal). The lit review focuses on the
management question/problem and provides a framework for why solutions
are important to resolve it, and why ignoring it is not an option.
c. What needs to change (*note—there may be many issues, but focus on
the ones you are most familiar with, or view as most important). By this,
given the symptoms, given the causes, what exactly would you change to
“fix” the causes (not the symptoms—the causes).
i. These are your alternative recommendations. One option is always to
do nothing—to leave things as they are. As you develop alternative
recommendations, one certain ones will be feasible to do (maybe they are
affordable, maybe they are necessary because time is short and they are
easier to implement and provide a quicker solution—or maybe because
they have the highest long term payoff). As the change leader you need to
develop recommendations or solutions. Again, these are the “fixes” for
your problem causes. The selected recommendation/solutions will be what
you implement.
III. The Change Initiative (Use the Kotter 8-Step model; however, you can
select another implementation model with my approval. As you work
through the implementation, use the Armenakis-Harris-Feild model to show
what the change leader (you) would do to create readiness for the change
(see item III-v below).
a. What is the plan for implementing the change(s) you believe is/are
needed? What exactly are you going to implement? Be specific. Provide a
step-by-step plan. Specifically note:
i. What will your change be (drawn from the developed
recommendations/solutions)?
ii. What major challenges will you/the organization face in implementing
the proposed changes?
iii. Who are the stakeholders in this case who can have an impact, for
good or ill on the change initiative? What influence can they wield?
iv. What types of resistance are you/the organization likely to encounter?
How will you address each type of resistance?
v. Use the Armenakis, Harris, Feild Institutionalizing Change Model.
NOTE: Remember, this model is designed to look at change from the
change recipient’s perspective. Thus:
1. Consider the five elements of readiness (discrepancy, appropriateness,
principal support, efficacy, and valence). This means you are explaining to
the organizational members why the change is needed, why the proposed
change is appropriate (and, of course, what it is), who is supporting the
change (and if none initially, you need to build a coalition—thus, one of the
changes may be to get a guiding coalition together), the support the
organization will provide the members (this is the efficacy element), and
what the “pay-off” will be for both the organization and the members (long
term and short term—and note—if it involves pay cuts or downsizing there
may be pain for some and no positive pay-off).
b. A literature review of why this change initiative is the best alternative
(here is where many, if not all of your references may show up).
IV. Evaluation
a. What are the specific outcomes you seek? For example, a reduction in
Turnover (The outcomes actually will be that the symptoms you recorded
cease to be. Don’t include outcomes like “a ‘motivated’ workforce’ or
‘better community relations.’ If you can’t quantify it, don’t say it.
b. What will you do to evaluate the results of the implementation? For
example, use of surveys, quality control measures, recorded cost savings,
etc.
V. Conclusions
a. Final thoughts, etc.
VI. Reference page:
a. NOTE: You are required to use a minimum of five peer-reviewed
journal articles/papers in support of your analysis and plan development.
Beyond that you can draw from any source (except WIKIPEDIA) to support
your analysis and plan.
b. NOTE: You should be using outside sources to bolster your case for
change, support for the type of change, etc. so you should (a) be citing
these sources within the body of the change analysis and plan and (b)
including a reference page at the end. NOTE: Both citations and references
should be done using APA guidelines. Just a hint–don’t list the reference
page with a “VI” or whatever. It should be on a separate page. Center the
word “References” and then include your references below that. See the
following resources for APA style guidelines:
i. Publication Manual of the American Psychological Association (6th
ed.). (2009). Washington, DC: American Psychological Association.
ii. OWL Purdue Writing Center, click on APA Guide
at https://owl.english.purdue.edu/owl/section/2/10/
Managing
Organizational
Change
A Multiple Perspectives Approach
Third Edition
Ian Palmer
Richard Dunford
David A. Buchanan
MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH, THIRD EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2017 by McGraw-Hill Education. All rights reserved. Printed
in the United States of America. Previous editions © 2009 and 2006. No part of this publication may be reproduced or distributed in any form or by any
means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network
or other electronic storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers outside the United States.
This book is printed on acid-free paper.
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All credits appearing on page or at the end of the book are considered to be an extension of the copyright page.
Cartoon page 101: Toothpaste For Dinner et al. (hereafter TFD/ND/MTTS) are copyright 2002–2013 Drew & Natalie Dee. TFD/ND/MTTS may not be
reproduced in print or broadcast media without explicit written permission from Drew & Natalie Dee. We do not permit any entity to run a “feed” or online
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Library of Congress Cataloging-in-Publication Data
Palmer, Ian, 1957Managing organizational change : a multiple perspectives approach / Ian Palmer, Richard Dunford,
David A. Buchanan. — Third Edition.
p. cm.
Revised edition of Managing organizational change, 2009.
Includes bibliographical references and index.
ISBN 978-0-07-353053-6 (alk. paper)
1. Organizational change. 2. Organizational change–Management. I. Dunford, Richard.
II. Buchanan, David A. III. Title.
HD58.8.P347 2016
658.4’06–dc23
2015033668
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the
authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites.
mheducation.com/highered
DEDICATIONS
From Ian
To Dianne, Matthew, and Michelle
From Richard
To Jill, Nick, and Ally
From David
To Lesley with love—and thanks
This book is also dedicated to the memory of Gib Akin, our
co-author from 2005 to 2014.
Acknowledgements
A number of people have contributed to this edition, and we owe them all a debt of gratitude, including Jonathan Bamber, Lesley Buchanan, Daloni Carlile, Mimi Clarke, and
Alastair McLellan. In addition, we would like to thank our McGraw-Hill Education team,
including Michael Ablassmeir, Director, Laura Hurst Spell, Senior Product Developer; Jeni
McAtee, Evan Roberts, Karen Jozefowicz, Content Project Managers; Gunjan C
handola
(Lumina), Full-Service Content Project Manager; and DeAnna Dausener, Content Licensing Specialist. We would also like to thank the second edition reviewers for their helpful
feedback: Diane Bandow, Troy University; Cynthia Bean, University of South Florida–
St. Petersburg; Bradford R. Frazier, Pfeiffer University; Dominie Garcia, San Jose State
University; Selina Griswold, University of Toledo; Mark Hannan, George Washington
University; Christopher S. Howard, Pfeiffer University; Jim Kerner, Athens State University; Catherine Marsh, North Park University; Patricia A. Matuszek, Troy University;
Ranjna Patel, Bethune Cookman University; Mary Sass, Western Washington University;
Dennis Self, Troy University; Patricia Scescke, National Louis University.
iv
Brief contents
Preface
ix
PART 1 Groundwork: Understanding and Diagnosing Change
1
Managing Change: Stories and Paradoxes 3
2
Images of Change Management 31
3
Why Change? Contemporary Pressures and Drivers 61
4
What to Change? A Diagnostic Approach 101
1
PART 2 Implementation: The Substance and Process of Change 137
5
What Changes—and What Doesn’t? 139
6
Vision and the Direction of Change 171
7
Change Communication Strategies 205
8
Resistance to Change 249
9
Org …
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