business management in crisis and changes

business management in crisis and changes WEEK 9 LEARNING SET PARTICIPATION In the Learning Set this week, you will continue to dialogue about your workplace-based problem.  As you engage in the problematising process and begin taking action, consider how this week’s concepts and models inform your understanding of your workplace-based problem. Refer to the problem you identified in Week 1’s Learning Set that required a change focus. 1.    Given that Roberts (1990) and Bigley and Roberts (2001) all have slightly different definitions of high- reliability organisations, come up with a hybrid definition relevant to your organisation based on the papers you read. How is this definition relevant to your own organisation? 2.    Given that Comfort et al. (2001) and Carmeli and  Markman (2010) have different definitions of resilience, come up with a hybrid definition and relate it to your own organisation. 3.    How does complexity relate to your organisation’s environment? How will the level of complexity impact your organisation’s ability to be high reliability (Bigley & Roberts, 2001) and resilient (Comfort et al., 2001)? 4.    Using Carmeli and Markman (2010), uncover where your organisation falls on the governance/ capture figure.  How does this help and hurt its ability to change and address crisis? 5.    Refer to your classmates help and how their critiques helped you throughout the module to help you identify your process . 6.    Read the previous task2 assignments to help you identify the workbased problem and  how to write your classmates participation . NB  Learning responses  for week 9 for the 12 student’s responses Post your initial responses to the Learning Set Discussion Forum be sure to engage your Learning Set members with questions about the readings or the above activities. Your participation this week is required.  Remember that your responses will be assessed based upon the timeliness and quality of your work in your Learning Set.  You are expected to participate substantially; specifically, you are to post at least 12 meaningful and insightful responses to your Learning Set. Your Doctoral Tutor will look for the following contributions to the dialogue in your posts: 1.    Asking insightful questions 2.    Adding to the learning of the Set 3.    Offering contributions based upon the literature and your practice 4.    Engaging in critically collaborative inquiry 5.    Promoting critical reflection in set members 6.    Please use external sources and citation while answering responses. Dear writer Please know that these responses should be done in :- 1-see the yellow instructions 2- make for Each student only 1 response. 3. only 3-4 sentence should be my response for each student and not an essay. 4- use external resources in each response and 4- keep the short posts to a minimum and continue . 5- please praise the student and give positive words to encourage them and do not use negative comments do not use always negative feedback against classmates. Please make sure each response has its reference beneath for example Student 1 I totally agree with you john, ……………………………………………………………………………………………………………………………………………………………………………………………….. Ref Dc,ldcvekerpfkerp Student 2 Rima Nice article rima …………………………………………………………………………………………………………………….. Ref .././,,;,/; Change and Crisis Management 1 Copyright - Laureate Online Education © All rights reserved, 2000 – 20 13 , The module, in all its parts: syllabus, guidelines, lectures, discussion questions, technical notes, images and any additional material is copyrighted b y Laureate Online Education B.V. Last update: 23 May, 2013 C h a ng e a n d C r i s i s M a n a g e m e n t Module Syllabus Learner Experience This module begins with the notion that the success of any organisation is dependent upon its ability to manage change and handle crisis while also creating value for its stakeholders. “Crises” in this sense encompass a wide range of events impacting the organisation; events which exceed an organisation’s capabilities to mana ge and which threaten its viability. In this module, students analyse and evaluate several models for change management, and consider their application in practice. A particular emphasis is placed upon the role of crisis as a trigger for and/or, as the con text for change. This module also prepares students to lead change initiatives within a variety of organisational settings. Additionally students will explore and apply skills of effective coaching such as active listening, empowering, enabling change, and using feedback to create interactive dialogue and deeper understanding. Module Aims By the end of the module the student will be able to: • Diagram the process of organisational change • Utilize intervention theory as a means of developing effective decision making strategies regarding process and expected outcomes • Enhance personal capabilities and abilities to navigate change particularly in crisis situations • Evaluate problems in the planning and implementation of organisational change • Describe the behaviou ral and political issues surrounding the implementation of organisational change • Apply skills of effective coaching such as active listening, empowering, enabling change, and using feedback to create interactive dialogue and deeper understanding • Synthesis e the process of anticipating & preparing, rapid response, follow - through & post crisis evaluations • Appraise the role of leadership in managing through and learning from crisis situations Change and Crisis Management 2 Copyright - Laureate Online Education © All rights reserved, 2000 – 20 13 , The module, in all its parts: syllabus, guidelines, lectures, discussion questions, technical notes, images and any additional material is copyrighted b y Laureate Online Education B.V. Last update: 23 May, 2013 Module Learning Outcomes At the end of this module, students will have gained an understanding of the issues involved in change and crisis management and will be able to : • Explain the interrelationships between change and crisis • Map change and crisis, as well as understand the shortcomings that arise from such modelling p rocesses • Play an active role in change and crisis on an individual and organisational level • Anticipate and influence the reactions that they, as well as other employees, have to change and crisis • More effectively learn through change and crisis to enhance their own efficiency as well as that of their organisation Module in Relation to the DBA Programme The module is a core module for the DBA programme. It provides a framework for academic and strat egic thinking. The module is designed so that previous knowledge of other modules is not required. Learning Strategies The mode of delivery of taught modules is by distance learning over the Internet. This mode of study enables students to pursue modules v ia home study. Module delivery involves the establishment of a virtual classroom in which a relatively small group of students (usually 12 – 15) work under the direction of the Doctoral Tutor both as a larger group and in two smaller learning sets , using an internet - based distance learning package. Communication within the virtual classroom is asynchronous, preserving the requirement that students are able to pursue the module in their own time, within the weekly time - frame of each seminar. All communications that take place within the virtual classroom, including all assignments carried out by students and assessments by I nstructors, are recorded and are available for scrutiny by staff with appropriate access permissions. This enables two aspects of quality control: • Module delivery is monitored by staff of the University of Liverpool Management School to ensure that defined syllabuses, procedures, and assessment processes are followed, appropriate standards are maintained and to check that plagiarism has been detected. PLACE THIS ORDER OR A SIMILAR ORDER WITH US TODAY AND GET AN AMAZING DISCOUNT :)