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    (Resolved) Leadership - and - Change - Management - 2

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    vivekyadav84377
    This document outlines a simulated board room scenario where a group is tasked with addressing organizational issues at London Central Hospital. It includes an introduction, two tasks, and a conclusion. Task 1 involves determining and analyzing resistance to cultural change using Kotter's change model. Task 2 applies change management theories to propose solutions to identified issues related to culture, turnover, costs, and communication. Potential unforeseen problems are analyzed, including how to boost morale and ensure financial stability during change. The conclusion emphasizes strong presentation skills and engagement when discussing difficult concepts.

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    (Resolved) Leadership - and - Change - Management - 2

    Uploaded by

    vivekyadav84377
    63 views8 pages
    This document outlines a simulated board room scenario where a group is tasked with addressing organizational issues at London Central Hospital. It includes an introduction, two tasks, and a conclusion. Task 1 involves determining and analyzing resistance to cultural change using Kotter's change model. Task 2 applies change management theories to propose solutions to identified issues related to culture, turnover, costs, and communication. Potential unforeseen problems are analyzed, including how to boost morale and ensure financial stability during change. The conclusion emphasizes strong presentation skills and engagement when discussing difficult concepts.

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    (Resolved) Leadership_and_Change_Management_2

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    This document outlines a simulated board room scenario where a group is tasked with addressing organizational issues at London Central Hospital. It includes an introduction, two tasks, and a conclusion. Task 1 involves determining and analyzing resistance to cultural change using Kotter's change model. Task 2 applies change management theories to propose solutions to identified issues related to culture, turnover, costs, and communication. Potential unforeseen problems are analyzed, including how to boost morale and ensure financial stability during change. The conclusion emphasizes strong presentation skills and engagement when discussing difficult concepts.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    63 views8 pages

    (Resolved) Leadership - and - Change - Management - 2

    Uploaded by

    vivekyadav84377
    This document outlines a simulated board room scenario where a group is tasked with addressing organizational issues at London Central Hospital. It includes an introduction, two tasks, and a conclusion. Task 1 involves determining and analyzing resistance to cultural change using Kotter's change model. Task 2 applies change management theories to propose solutions to identified issues related to culture, turnover, costs, and communication. Potential unforeseen problems are analyzed, including how to boost morale and ensure financial stability during change. The conclusion emphasizes strong presentation skills and engagement when discussing difficult concepts.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 8

    Leadership and Change

    Management

    Group Members SID numbers


    TABLE OF CONTENTS
    Slide 3. Introduction
    Slide 4. Task 1 (Determine and Analyze Resistance to Cultural Change)
    Slide 5: Task 2 – Application of Theory
    Slide 6: Analysis of potential unforeseen problem
    Slide 7: Conclusion
    Slide 8: References
    Introduction
    • SIMULATED BOARD ROOM SCENARIO.
    • LONDON CENTRAL HOSPITAL (LCH) AND THE IDENTIFIED
    ORGANIZATIONAL ISSUES.
    • KEY ROLES OF FINANCIAL MANAGER (KOTTER, 2012)
    Task 1
    Determine and
    Analyze Resistance to
    Cultural Change
     Reasons for Resistance:
    • Potential reasons for resistance to cultural change
    • Kotter's 8-Step Change Model (Hofstede, 2003)

    Role of Financial Manager

    • Financial Manager perceives and deals with resistance to change (Trompenaars and Hampden-Turner, 2003). ​
    • Change Management Model (Hayes, 2014)
    Task 2 – Application of Theory

     Solutions to Identified Issues:


     Identified issues related to organizational culture, turnover, training, costs, work-life balance, and
    communication (Northouse, 2015).
     Utilize Financial Managers strategies and theories for implementing effective solutions (Handy, 1993)

    Predict Unforeseen Problems:


    • Potential unforeseen problems are specific to the Financial domain (Schein, 2004)
    • Financial plans are important (Deal and Kennedy, 1982)
    Analysis of potential unforeseen problem

    • Boost Morale: Tackle negative culture to prevent revenue loss from reduced productivity and
    turnover (Jabri, 2018).

    • Financial Stability: Counter high turnover with cost-effective training, ensuring resilience in
    financial planning (Banfield and Kay, 2012).

    • Inflation Response: Implement adaptive financial strategies to navigate increased costs due to
    inflation, maintaining fiscal health.
    Conclusion
     The presentation emphasises how important it is to have strong presentation abilities, with a focus on engagement
    and clarity when presenting difficult concepts.

     In the boardroom simulation, active engagement and cohesive group dynamics are proven to be essential for
    success, creating a welcoming atmosphere for cooperative problem-solving.

     The significance of the collaboration log is recognised since it bears witness to the team's overall dedication.
    References
    Banfield, P and Kay, R (2012). Introduction to Human Resource Management (2nd Ed). Oxford. Oxford University Press.
    Deal, T. E. and Kennedy, AA, (1982). Corporate cultures: the rites and rituals of corporate life, Harmondsworth, Penguin.
    Handy, C. (1993), Understanding Organizations, London-UK, Penguin Books Ltd, (4th Ed).
    Hayes, J. (2014). The Theory and Practice of Change Management (4th Ed). London. Palgrave Macmillan.
    Hofstede, G. (2003) Cultures and Organisations: Intercultural Cooperation and Its Importance for Survival: Software of the Mind,
    London-UK, Profile Books Ltd.
    Jabri, M. (2018). Managing Organizational Change: Process, Social Construction and Dialogue. (2nd Ed). London. Palgrave.
    Kotter, J. (2012). Leading Change. Boston. Harvard Business Review Press
    Northouse, P. G. (2015). Leadership: Theory and Practice. 7th Ed. London; Sage Publications Ltd.
    Schein, E. H. (2004). Organisational Culture and Leadership. 3rd ed. San Francisco; Jossey-Bass.
    Trompenaars, F. and Hampden-Turner, C. (2003) Riding The Waves of Culture: Understanding Cultural Diversity in Business,
    London-UK, Nicholas Brealey Publishing, 2nd Edition.

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