What impact did each professional have on the change management process?

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1a, Think about a change that took place at an organization for which you have worked or with which you have interacted with in the past. Who was involved during the change management process and what was their role? What impact did each professional have on the change management process? Was there a professional who was missing from the change management team? How would his or her involvement make a difference in the project?
1b, Compare two different change management theories or change models. Use peer-reviewed research articles to describe these concepts and provide examples of applications of these theories or models to practice.
2a,Identify a current change that occurred in a large health care organization (news article, journal, etc.). Based on the information available, how would you describe the return on investment of the change for that organization? Discuss both the aspects of cost and time.
2b, Discuss how organizational structure would influence staffing considerations and change management plan execution?
3a,Thinking about your upcoming assignment about setting objectives and goals for a team, set one goal for yourself and one goal in relation to the assignment. Describe the potential impact those goals will have when implementing change. How do you consider all possible outcomes for goals and objectives?
3b, Discuss two ways you would assess an organization’s readiness for change. Once you have determined that your organization is ready for a needed change, how would you assess a potential impact for change before moving forward with implementation. What difference will the change make? How will you think about the change? Who will be affected?
**** please at least one reference per question
use source below and any other.
Source has to 5 years old, no source from .com websites.
Sources
Cumming, T. G., & Worley, C. G. (2015). Organization development and change (10th ed.). Boston, MA: Cengage Learning. ISBN-13: 9788131531679.

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