Kotter's steps 3 and 4

Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) address each of the critical elements for Section II parts C and D in your change effort analysis.
Make sure to include your recommendations for implementing Kotter’s steps 3 and 4.
C. Form a Strategic Vision
1.Determine the values that are essential to this change. Why are these values essential?
2.Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort?
3.Identify your intended targeted outcomes. Defend your choices.
4.What must occur for the organizational change effort to be considered a success? Defend your response.
D. Communicate the Change
1.What is required for the change to be communicated effectively within the organization? Why?
2.Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change effort. Explain why these actions will be effective.
3.How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?
4.Describe how you will address any concerns or anxieties regarding this change.
5.Who needs to be involved and in what capacity for this change effort to be a success?
For additional details, please refer to the Milestone Two Guidelines and Rubric document.
OL 663 Milestone Two Guidelines and Rubric
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps
3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) reflect on what you think should have been
done in the change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 3 and 4.
This milestone will help you build Section II parts C and D of your final project.
C. Form a Strategic Vision
1. Determine the values that are essential to this change. Why are these values essential?
2. Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort?
3. Identify your intended targeted outcomes. Defend your choices.
4. What must occur for the organizational change effort to be considered a success? Defend your response.
D. Communicate the Change
1. What is required for the change to be communicated effectively within the organization? Why?
2. Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change effort.
Explain why these actions will be effective.
3. How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?
4. Describe how you will address any concerns or anxieties regarding this change.
5. Who needs to be involved and in what capacity for this change effort to be a success?
Rubric
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, oneinch
margins, and at least three sources cited in APA format.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Values Meets “Proficient” criteria, and
defense is well qualified with
examples
Determines values that are
essential for the change and
defends why the values are
essential
Determines values that are
essential for the change, but
does not defend why the values
are essential
Does not determine values that
are essential for the change
12
Change Plan: Vision Meets “Proficient” criteria, and
description uses concrete
examples to qualify claims
Establishes the vision for the
organizational change effort
and describes how vision will be
effective in promoting the
change effort
Establishes the vision for the
organizational change effort,
but does not describe how
vision will be effective in
promoting the change effort
Does not establish the vision for
the organizational change effort
11
Change Plan:
Targeted Outcomes
Meets “Proficient” criteria, and
defense employs industryspecific
language to establish
expertise
Identifies intended targeted
outcomes and defends each
choice
Identifies intended targeted
outcomes, but does not defend
each choice
Does not identify intended
targeted outcomes
11
Change Plan: Success Meets “Proficient” criteria and
defense uses industry-specific
language to establish expertise
Determines what must occur
for the organizational change
effort to be considered a
success and defends response
Determines what must occur
for the organizational change
effort to be considered a
success, but does not defend
response
Does not determine what must
occur for the organizational
change effort to be considered
a success
11
Change Plan:
Communication
Meets “Proficient” criteria, and
explanation utilizes industryspecific
language to establish
expertise
Establishes what is required for
change to be communicated
effectively and explains
response
Establishes what is required for
change to be communicated
effectively, but does not explain
response
Does not establish what is
required for effective
communication
11
Change Plan: TwoWay
Communication
Meets “Proficient” criteria, and
explanation is well supported
and plausible
Determines actions that will be
taken in order to encourage
two-way communication and
explains why selected actions
will be effective
Determines actions that will be
taken in order to encourage
two-way communication, but
does not explain why selected
actions will be effective
Does not determine actions
that will need to be taken in
order to encourage two-way
communication
11
Change Plan: Direct
Supervisors
Meets “Proficient” criteria, and
response is well qualified with
concrete examples
Establishes how direct
supervisors within the
organization will be supported
in their efforts to communicate
with employees regarding the
change effort
Establishes how direct
supervisors within the
organization will be supported
in their efforts to communicate
with employees, but plan is
misaligned with the change
effort
Does not establish how direct
supervisors within the
organization will be supported
in their efforts to communicate
with employees
11
Change Plan:
Concerns or Anxieties
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes how concerns or
anxieties regarding the change
will be addressed
Describes how concerns or
anxieties regarding the change
will be addressed, but
description is cursory or
inaccurate
Does not describe how
concerns or anxieties regarding
the change will be addressed
11
Change Plan:
Involved
Meets “Proficient” criteria, and
description is well supported
and plausible
Determines who will need to be
involved in a change effort and
describes the capacity in which
they will be involved
Determines who will need to be
involved in a change effort, but
does not describe the capacity
in which they will be involved
Does not determine who will
need to be involved in a change
effort
11
Total 100%

Place this order or similar order and get an amazing discount. USE Discount code “GET20” for 20% discount

Posted in Uncategorized