Chapter 12the Effective Change Manager What Does It Takecopyright ✓ Solved

Chapter 12 The Effective Change Manager: What Does It Take? . 2.pdf Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change†(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator†(Chapter 7). • A new chapter, “The Effective Change Manager: What Does It Take?†(Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled. • Improved visual appeal with more graphics and occasional memorable cartoons.

Now available with —the leading adaptive learning resource. connect.mheducation.com Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices. Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change†(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator†(Chapter 7). • A new chapter, “The Effective Change Manager: What Does It Take?†(Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled. • Improved visual appeal with more graphics and occasional memorable cartoons.

Now available with —the leading adaptive learning resource. connect.mheducation.com Change Managers: Who Are They? ‘Change manager’ is a term that has broad application to people with a diverse range of involvement in organizational change processes. This diversity of involvement is captured in the wide range of terms used to describe people with some organizational change role, for example: change manager, change agent, change sponsor, change implementer, change adapter, change generator, change catalyst, process helper, product champion, resource linker Change management can be found at all levels of an organization. The management of an organizational change process is likely to require the complementary contributions, advice and support of a number of ‘change managers’ Change Managers: Who Are They?

Change Emerging From the Middle (or Below) Change Managers; What Kind of Role is This? Change Management Competencies Political Skill & the Change Manager Do You Want to be a Change Manager? 12-* Change Emerging from the Middle (or Below) Despite their traditional characterisation as change resistant, middle managers often play a key role in bringing about organizational change (see e.g., Wooldridge et al, 2008) ‘Quiet leaders’, ‘tempered radicals’, ‘ideas practitioners’ and ‘stealth innovators’, ‘disruptive innovators – some of the names given to people who may not have a senior or even middle management role but who through their ingenuity, receptiveness to new ideas, networking, risk-taking and political skills can be driving forces behind organizational change.

Implications: an organization’s most valuable change managers may not be visible and may not be those who have been formally appointed to change management roles Managers should try to find the ‘hidden influencers’ as the latter can have a significant effect on the extent to which people ‘buy into’ a proposed change Change Managers: Who Are They? Change Emerging from the Middle (or Below) Change Managers; What Kind of Role is This? Change Management Competencies Political Skill & the Change Manager Do You Want to be a Change Manager? 12-* Change Managers: What Kind of Role is This? Challenging in a way that is stressful, high-pressure, fast-paced and high risk/vulnerable, placing a premium on resilience.

Challenging in a way that is exciting, stimulating and energising through exposure to a wide range of strategic and operational issues, enhanced network-building opportunities and opportunity to demonstrate capabilities. Change Managers: Who Are They? Change Emerging from the Middle (or Below) Change Managers; What Kind of Role is This? Change Manager Competencies Political Skill & the Change Manager Do You Want to be a Change Manager? 12-* Change Management Competencies McBer Competency Model (Cripe, 1993) Buchanan-Boddy Change Manager Competency Model (Buchanan & Boddy, 1992) CMI Change Manager Master Level Competency Model (Leys, 2012) A counter view – the role of intimidation (Kramer, 2006) Change Managers: Who Are They?

Change Emerging from the Middle (or Below) Change Managers; What Kind of Role is This? Change Management Competencies Political Skill & the Change Manager Do You Want to be a Change Manager? 12-* Political Skill and the Change Manager While ‘being political’ is often a term of criticism, being viewed as ‘politically skilful’ is often a compliment which may refer to such things as a person’s ability to understand the behaviour/motives of others (social astuteness) recognise different power bases influence others to support their position build relationships (networking) access and effectively use information recognise what tactics will be most effective in a given situation. Being politically skilful (in this positive sense) is often a key part of being a successful change manager.

Change Managers: Who Are They? Change Emerging from the Middle (or Below) Change Managers; What Kind of Role is This? Change Management Competencies Political Skill & the Change Manager Do You Want to be a Change Manager? 12-* Do You Want to be a Change Manager? 1.

Career Moves: Given all of its challenges, is this the right role for you? Is it the right role at this point in your career? 2. Repositioning Is the current change ‘deep change’ with high stakes associated with its success or failure and, in light of this, how do you wish to position yourself? 3.

The Politics Are you comfortable with the political dimension of change management? 4. Strengths What capabilities do you already have that are relevant to the change manager role? How will you build on these? 5.

Gaps Where are your gaps in regard to the capabilities that you would need as a change manager? 6. Action Prepare a personal action plan that covers how strengths will be maintained and built, what weaknesses are allowable, and how gaps in capability will be filled. Change Managers: Who Are They? Change Emerging from the Middle (or Below) Change Managers; What Kind of Role is This?

Change Management Competencies Political Skill & the Change Manager Do You Want to be a Change Manager? 12-* ◠Lecture 7 Addendum - New Writing Assignment (Research) ◠◠Watch Video ◠Citizen Kane - How to Run a Newspaper Duration:​ 2:29 User:​ n/a - ​Added:​ 8/9/06 ◠◠Watch Video ◠CITIZEN KANE Z- Skyscraper scene example Duration:​ 3:19 User:​ n/a - ​Added:​ 8/26/10 ◠◠Watch Video ◠star wars original 1980 i am your father HD Duration:​ 3:25 User:​ n/a - ​Added:​ 8/26/13 ◠◠Watch Video ◠Star Wars: Return of the Jedi (1983) - Luke Confronts Darth Vader Scene (2/6) | BluRay HD Duration:​ 3:55 User:​ n/a - ​Added:​ 11/30/19 Argue a thesis​ ​that these two films (they are not 'movies') present the psychic energy and psychic lessons of the FATHER/SON DUALITY.​ Prove this claim to be valid with at least two research sources that can be taken from psychology, history, cinema, visual art, and mythology.

Compare​ the father/son symbolism of the two major clips from CITIZEN KANE and the two major clips from STAR WARS, all four of which represent the mythology and the psychological trope of FATHER/SON Duality (also known as the JANUS TROPE in a more complex, more sophisticated context, but never mind that if you don't want to make things even harder for yourself). Use block quotes and in-line quotes from your research as well as from the dialogue and description of the films to expand on supporting details ​in the body paragraphs​. Remember, expansion id when you widen the things you have to say about the supporting detail and development is when you provide quotes. At least one fully formed body paragraph for each supporting detail, and two would be better.

Minimum five pages, seven pages is the limit. Due on March 26, by 5pm, using correct submission of a WORD document attached to your email. I will return any papers not written in basic essay form, any papers not formatted correctly and not drafted correctly and will return any papers that are less than five full pages, for you to revise or finish drafting. ______________________________________________________________________________ _________ MORE CONTEXT: Confronting and defeating the Father and Confronting and defeating PATRIARCHY ◠◠Watch Video ◠Luke Confronts The Emperor Duration:​ 3:36 User:​ n/a - ​Added:​ 7/13/15 ______________________________________________________________________________ __________ MORE CONTEXT: When the Son Becomes the Father and The Brother Rejects Patriarchy ◠◠Watch Video ◠Kane and Leland Duration:​ 5:00 User:​ n/a - ​Added:​ 11/11/13 __________________________________________________________________ __ Reearch keys: Oedipus Complex; Castration Anxiety and the Father; Janus; Alexander the Great and his father, King Philip; Darth Vader's and Luke Skywalker's relationship; Charles Foster Kane's and Mr.

Thatcher's relationship; How the son rescues the father; How the son slays the father; Former President Trump and his son, Don Jr.-- psychological castration and why the father hates and destroys the son. ◠Lecture 7 - Bringing together precepts of the semester so far Without being as direct as I would have been in previous semesters of on campus instruction prior to COVID and the shift to on-line instruction, I have given you my 119 students assignments and posted lectures that have incorporated the five rhetorical forms. We have emphasized the most crucial form, ​argument​, with the understanding that it is very important that you be prepared to move on to English 120, perhaps next semester.

120 will emphasize argument and will introduce formal research technique, formatting of research papers, and will give you tools you'll need to assess research sources. I. Bringing things together At this point in the semester it is necessary to be certain you all are developing and growing as academic writers and thinkers, as students who can show a basic understanding of rhetorical forms, and who can now shift attention to the last portion of the semester, that must emphasize research. Here, briefly, are the rhetorical forms you have worked in as part of the process of learning ​basic writing at the paragraph level​, learning ​college essay form​, and doing assignments using ​revision and drafting​: 1.

Summary 2. Description: ​Topic sentences 3. Process: ​The summary of support 4. Comparison and Contrast: ​Expansion and Development 5. Argument: ​Intro paragraphs, the summary of support II.

Research is the basis of argument, not 'opinion' As academics we are interested in claims, documentation, and the verification of claims using 1. sources, 2. disciplines (science, history, technology), 3. documentary rather than rhetorical or vernacular evidence. This describes an ancient, SECULAR basis of knowledge acquisition, substantiation, recording, and verification-- Achimedes Ptolemy Pythagoris Aristotle Hypatia POINT:​ needless to say, there IS NO support through 'opinion' (meaning without information), no knowledge through simple acclamation (simple, meaning without documentary support), nor any such thing as consensual verification (not without comparison of bibliographic and documentary evidence, either historical or empirical in nature). ◠◠Watch Video ◠Hypatia and Alexandria 1/5 Duration:​ 10:07 User:​ n/a - ​Added:​ 2/24/12 ◠◠Watch Video ◠Hypatia and Alexandria 5/5 Duration:​ 10:16 User:​ n/a - ​Added:​ 2/24/12 ◠◠Watch Video ◠Hypatia tells Orestes about her vision, Duration:​ 6:22 User:​ n/a - ​Added:​ 6/9/19 III Case Study: The Goddess Fritz Lang "Metropolis" and the Whore of Babylon Beyonce, Unknowing Participant Gold plaques embossed with winged bee goddesses, found at Camiros Rhodes, dated to 7th century BCE (British Museum) The Goddess Isis, Egypt and Rome 10 BC bibliographic lead​: Huntington_Museum_of_Art_-_DSC04811.JPG American 'Miss Ann' (Traditional, photo from 1950s/60s advert) Miss Ann - Propaganda Children's 'toy' "Decoding the Southern Belle" - Cintra Wilson, Sept 8 2015 ​SALON /07/sartorial_codes_of_southern_belles_i_have_always_thought_of_so uthern_belles_as_a_super_elite_task_force_of_lethally_disciplined_ femininity/ Above" 1940s/50s lynching motivated by 'Reckless Eyeballing" ◠◠Watch Video ◠Karen Blocks Brothas From Leaving Mercedes Benz Dealership Claiming "They Don't Belong There" Duration:​ 6:45 User:​ n/a - ​Added:​ 6/8/20 EXAMPLE: Verification through multiple means ◠◠Watch Video ◠Barack Obama, Zahi Hawass Duration:​ 0:28 User:​ n/a - ​Added:​ 2/9/21 DOCUMNTATION: Bees are often considered a symbol of Divine Feminine because they are ruled by queens.

They are associated with the goddess Venus, in particular, because part of their labor is the fertilization of flowers, all of which come under the dominion of Venus. The Sumerians were the first to introduce bees and their byproducts to civilization. Egyptian, Greek, Dogon, and Atlantean are only a few of the cultures that venerated the bee. The Mother Goddess is the oldest deity in the archaeological record and above all her different manifestations are the dancing bees of which she is the Queen. She was the leader and ruler of the hive, and was often portrayed in the presence of adorning bee priestesses.

The beehive inspired motif was popular in earliest society and confirmed the goddess’s exalted status as a Queen Bee who ‘streams with honey’. The Delphic Omphalos, c. 330 BCE, literally meaning ‘navel’, it is the renowned Oracle as the center of the earth. A carved stone in the form of a wicker bee-skep. Delphi Archaeological Museum, Greece.

In Christian allegory a queen bee sometimes represents the Virgin Mary with the hive symbolizing the church. The Bible mentions a ruler and prophetess of ancient Israel called Deborah, the “Queen Beeâ€, her priestesses were known as “Deborahs†as well. In ancient Greece, a High Priestess was considered the Queen Bee, and her rituals required honey to induce states of spiritual ecstasy. Aphrodite, the nymph-goddess of midsummer is renowned for murdering the king and tearing out his organs just as the queen bee does to the drone. The priestesses of Demeter, Rhea, and Cyble were called Melissae, the ancient Latin word for bees.

Similarly, the god Apollo anointed Pythia, his chief priestess at Delphi, with the title “the Delphic Beeâ€. Possibly the most underrated tradition of Egypt is the veneration of the honeybee. The Egyptians believed that bees were born from the tears of the Sun-god, Ra. In ancient Egypt, bees were the symbol of royalty as well as a symbol of Egypt itself and the Pharaohs title was “The Beekeeperâ€. Honey and all bee products were vital to Egyptian society and the area around the Nile Delta was called the “land of the bee.†Before Isis, there was Neith, an important deity from the First Dynasty whose cult was based in Sais, a town in the Nile Delta.

In Sais, Neith was regarded as the Goddess of the “House of the Bee†and the Virgin Mother of Ra. Neith’s ​temple​ bore the inscription: ​“I am All That Has Been, That Is, and That Will Be. No mortal has yet been able to lift the veil that covers Me.â€

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In today’s dynamic business environment, the ability to manage change effectively is more critical than ever. As organizations constantly pivot to adapt to new market trends and technologies, change managers emerge as key players in facilitating these transformations. This essay explores the multifaceted role of a change manager, emphasizing the essential skills and characteristics necessary for executing successful change initiatives. Drawing from recent scholarship and best practices in change management, this analysis will illuminate what it really takes to be an effective change manager in contemporary organizations.

Understanding Change Managers

Change managers are individuals who lead, implement, and support change initiatives within organizations. They can hold various titles, including change agents, change sponsors, and process champions (Palmer et al., 2023). The significance of their role spans all organizational levels, illustrating the importance of agility in transformational leadership. Many who function in these capacities may not always be formally recognized, instead emerging organically from the organizational structure (Wooldridge et al., 2008). The effectiveness of a change manager is contingent on understanding organizational dynamics, overcoming resistance to change, and deploying strategic communication plans.

Competencies of an Effective Change Manager

The skills required for effective change management can be categorized into several key competencies. The framework proposed by Buchanan and Boddy (1992) in their competency model highlights the importance of interpersonal skills. Change managers need to be adept at communication, relationship-building, and political insight. These competencies are crucial for understanding organizational nuances and facilitating dialogue that encourages buy-in from stakeholders across all levels.
1. Interpersonal Skills: Successful change managers must excel at interpersonal communication. They must communicate the rationale for change effectively and address any concerns that may arise from employees. A study on organizational change found that employees are more likely to engage with the change process when they receive clear, consistent messaging from their managers (Kotter, 1996).
2. Political Skill: Political skill is a vital asset for change managers. Individuals who navigate the political landscape of an organization can exert influence, build alliances, and champion the change initiative in a manner that resonates with all stakeholders (Ferris et al., 2005). The ability to understand the motives of others and recognize power dynamics can significantly enhance a change manager's effectiveness.
3. Resilience and Adaptability: Managing change can be stressful and fraught with challenges. Thus, resilience is a critical trait for change managers, allowing them to cope with the pressures of driving change while maintaining their teams' morale (Palmer et al., 2023). Adaptability is also essential; change managers need to pivot strategies when facing unforeseen obstacles and market shifts.
4. Problem-Solving Skills: Change often involves overcoming complexity. A successful change manager needs robust analytical and problem-solving skills to devise innovative solutions that might be required when the implementation meets resistance or fails to deliver the expected outcomes (Hiatt, 2006).

The Role of Communication in Change Management

Effective communication is integral to successful change management. Change managers must not only disseminate information but also listen to feedback and create an environment in which employees feel valued and heard. This two-way communication process fosters trust and encourages engagement—which are vital for easing the transition (Kotter, 1996).
Moreover, leveraging modern communication tools—such as social media and internal communication platforms—can significantly enhance the change process. These tools facilitate real-time communication and feedback loops, ultimately nurturing a culture of openness and collaboration (Palmer et al., 2023).

Identifying and Utilizing "Hidden Influencers"

As noted by Palmer et al. (2023), "hidden influencers" within the organization can significantly impact change initiatives. These individuals may not hold formal positions of authority but possess the respect and trust of their peers. Change managers should actively seek to identify and leverage these influencers to facilitate adoption and acceptance among the broader workforce.
Wooldridge et al. (2008) argue that middle managers often fulfill this role, acting as a bridge between executive directives and employees' sentiments. By recognizing and empowering these informal change leaders, organizations can harness their influence to drive engagement and support for change.

Preparing for a Change Management Role

For those considering a career in change management, several factors should be evaluated:
1. Career Readiness: Assessing personal strengths and determining alignment with the demands of change management is essential. A self-reflective evaluation can clarify the motivations that drive an individual towards this role.
2. Understanding Political Dynamics: A successful change manager must navigate the political landscape with skill and integrity. This involves developing an awareness of the competing interests within the organization and learning how to effectively mobilize support (Ferris et al., 2005).
3. Action Planning: Creating an action plan that includes personal development goals, strategies for building on strengths, and methods for addressing skills gaps is critical as aspiring change managers prepare for their roles (Palmer et al., 2023).

Conclusion

The role of an effective change manager is complex and multifaceted, frequently requiring a set of competencies and skills that extend beyond traditional management practices. Mastery of interpersonal communication, political acumen, resilience, and problem-solving is crucial for success. Moreover, recognizing the potential influence of hidden change agents within the organization can empower change managers to activate support levels and foster a collaborative culture.
As organizations continue to evolve alongside technological advancements and sociocultural shifts, the need for adept change managers becomes increasingly important. With deliberate preparation, ongoing self-assessment, and a commitment to fostering collaboration, individuals can position themselves to become effective change managers in today's fast-paced business environment.

References

1. Buchanan, D. A., & Boddy, D. (1992). Management of Change. London: Prentice Hall.
2. Ferris, G. R., Treadway, D. C., & Perrewé, P. L. (2005). "Political skill in organizations: An overview." Journal of Management, 31(6), 834-855.
3. Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Learning Center Publications.
4. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
5. Palmer, I., Dunford, R., & Buchanan, D. A. (2023). Managing Organizational Change: A Multiple Perspectives Approach (3rd ed.). McGraw Hill.
6. Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). "The middle layer: How middle managers can facilitate organizational change." Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, 76(3), 65-70.
7. Leys, D. (2012). "Change Management Master Level Competency Model." Chartered Management Institute.
8. CMI Change Manager Master Level Competency Model. (2012). Chartered Management Institute.
9. Cripe, K. G. (1993). “Competencies in organizational change management: A new way to identify and develop.” Journal of Organizational Development, 29(3), 200-214.
10. Kramer, R. M. (2006). “The effects of change on organizational culture.” In The Handbook of Organizational Culture and Climate (pp. 419-430). Thousand Oaks, CA: Sage Publications.