Learning Team B
Brent Holloway, Rebecca Hurst, Ron Jarvis, Joseph
Petschl, & Lakisha Washington
AET/560
5/25/15
Information Systems
Extensive Technology Department
Presiding President has extensive IT background
Leadership offers open door policy and
Organization Scenario
Rushmore originated with a traditional school format
reasons.
current needs
Promotes Rushmore employees with a dissatisfaction
organizations
process
Training Program
1. Reflective Assessment:
-Professional teams assess what is working and what isnt.
-Trends and assessment of organizational structures are
targeted
to create buy in (Cawsey, T., Deszca, G. & Ingols,
C., 2012).
2. Unfreeze:
-Work off the premise that expansion to Africa
and India online markets is the only way to stay in
business.
-Ask teams to develop strategies that target the issues in
the
assessment (Spector, 2013).
Training Program
3. Why and How:
-Teams determine the value in making changes as well as
which
changes will get them from where they are to where they
want to
go (Cawsey, T., Deszca, G. & Ingols, C., 2012)
-Teams take steps to make changes happen, moving forward
(Spector, 2013)
4. Transition:
-Throughout the transition, leaders manage successes and
failures.
-Implementation and modifications of steps are necessary
(Cawsey, T., Deszca, G. & Ingols, C., 2012)
5. Refreezing:
-Once steps are in place and efficient, protocols are set
(Spector, 2013)
Active Listening
Empower
employees to
contribute
Allow Feedback
Quality
Improvement
Incentives
Building Commitment
Share distance learning information and market data with staff
Show potential /projected school income from increased offerings in
Shared Diagnosis
Phase One
Meet with faculty to
review data
Determine trends in
the data
Explore forecast
trends (global,
national, etc.)
Phase Two
Develop action plans
from the data
Include outside
stakeholders
Clarify additional
issues and variables
Additional Data
Collection
Surveys, automated
calls, social media,
mailings
(Spector, 2013)
Continuous Improvement
How?
Data-driven
Continue open communication
Look for diverse innovations and perspectives
Continuous data collection?
Seek diverse views
Keep accurate data
Provide multiple avenues for data collection
Use informal and formal feedback
Why?
Continues monitoring
Prompts adjustments
Capitalizes on opportunities
(Spector, 2013)
employee evaluations
Professionalism and adherence to new
performance ratings
supervisors
Create confidential input sections on university website
Analyze stakeholder inputs to look for change process issues
Conclusion
Successful organizations engage in continuous improvement initiatives
Effective change models assist organizations to move toward their goals
Successful change leaders possess effective communication skills and
organizational stakeholders
Monitoring and assessment are key elements of an effective change
process
References
Cawsey, T., Deszca, G. & Ingols, C. (2012). Organizational change. Retrieved from
The University of Phoenix eBook Collection database.
Image of change metaphor.(2015).Retrieved from
http://www.slidegeeks.com/powerpoint-templates/8811change_metaphor_powerpoint_templates_and_powerpoint_backgrounds_0511/?
SESSID=7kb5or25kgc37iee46jrvv87n4
Hanover Research. (2011, February). www.hanoverresearch.com.
Retrieved from http://www.hanoverresearch.com
Spector, B. (2013). Implementing organizational change: Theory
Boston, MA: Pearson Education Inc.
and practice.