Reflect and write a short 150-200 word reflection addressing the following questions:

• What was the first thing that came to your mind about change while participating in the journal?
• What attitudes, skills, and concepts have you gained from participating in the journal onChange?
• What did you know before and what did you learn in the journal on Change?
• What will be your personal role in facilitating Change as it pertains to current or future workforce changes?
• What did you learn in the journal that you won't forget tomorrow?

SIR, PLEASE MAKE SURE THAT I DONT GET PLAGIARIZE PLEASE SIR.

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THIS IS THE ARTICLE YOU HAVE TO ANSWER ALL THIS QUESTION FROM THIS ARTICLE YOU DONT HAVE TO GO AT GOOGLE AND DO RESEARCH

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Essentials of Management CHANGE Courtesy of Various Wall Street Journals Source by: Alan Murray, Deputy Managing Editor Page 1 of 3 As companies get larger, you find more and more of the enterprise is devoted to the maintenance of things already done and their extension, as opposed to the creation of new activities. Craig Mundie, director of research, Microsoft Change is everywhere, fast and furious. The business world, for one has become much more global and much more competitive. The last quarter of the twentieth century witnessed a huge shift toward market oriented economics around the world, with communism and socialism collapsing and governments everywhere loosening their grips on economic activity. In many developing countries China, India, Brazil growth exploded as a result. Technology is also a major driver. A captured trend looks at how long it took various consumers innovations to reach fifty million people: Radio thirty-eight years Television thirteen years Internet four years iPod three years Facebook two years How do you make or execute strategic plans in a world where everything is changing so rapidly? How do you set a clear direction for your organization? Examples of dominate companies missing the move in changes includes industries in telephone (from landlines to mobile), in printing (offset to digital), in photography (film to digital), in stock brokerages (full service to online), stock exchanges (floor to electronic networks), and retailing (brick-and-mortar to online). DISRUPTIVE CHANGE Six tips for dealing with the possibility of disruptive change: The customer isnt always right. While it clearly pays to listen closely to your customers and clients, dont expect them to help you spot disruptive innovations. Resource allocation is key. Once you think youve spotted a potential disruptive innovation, youll have to make special efforts to allocate resources to develop it. Disruptive technologies need new markets. Look for new markets that value the characteristics of the new technology. Disruptive technologies may require new capabilities. To tackle a disruptive technology, you may need new people and new capabilities. Being the leader in minicomputers may not mean you have the skills you need to be the leader in personal computers. Experiment. Make fast, inexpensive forays into new products and markets, and learn from the experience. Be prepared to fail before you succeed. Dont try to lead in every technology. Sustaining technologies enhance an existing product and market. Essentials of Management CHANGE Courtesy of Various Wall Street Journals Source by: Alan Murray, Deputy Managing Editor Page 2 of 3 As companies get larger, you find more and more of the enterprise is devoted to the maintenance of things already done and their extension, as opposed to the creation of new activities. Craig Mundie, director of research, Microsoft MANAGING THROUGH CHANGE Empowering your employees or team members to make decisions will help ensure coming changes are quickly spotted and addressed, since your employees are usually closer to the ground than you are and more likely to see big changes coming. Creating a culture of candor will ensure that potentially threatening developments get surfaced quickly and are fully discussed. Creating a culture of action will ensure those changes arent long ignored. Using ad hoc teams will enable you to quickly put together the right group of people to address new developments. Problems have to be surfaced before they can be resolved. Fundamental approaches that are necessary for success include: Creating an understanding of the need for change. Members of the organization need to know why change is necessary; otherwise, they are likely to stick stubbornly to old ways. Look outward. New product and technology innovations should come from outside the company. By doing so, you force the employees to reach out, find out what others had to offer, and not assume they had all the answers in-house. Shift resources toward change. This is sometimes the hardest thing to do, because existing projects will always demand resources, and the new projects wont always offer clear returns. Make sure resources are available for projects that help drive change. Build a guiding coalition. Start with a key coalition of people who have disproportionate influence in the organization. And get rid of those who have disproportionate influence and cant be converted. Look for ways to demonstrate the need for change. Get involved, require managers to sit in the front lines and work in front line employee shoes. Find a consigliere. Blind spots. You need at least one person at your side who knows who is supporting you, who is quietly fighting against you, and who can help you build coalitions and devise strategies for driving change. Eight top reasons why businesses fail include: Error 1: Complacency. The biggest mistake people make when trying to change organizations to plunge ahead without establishing a high enough sense of urgency in managers and employees. Error 2: Lack of allies. Before launching a big organizational transformation, you need a core group of allies, people who share your commitment to change. Error 3: Lack of a uniform vision. A clear vision helps to both inspire and align the efforts of a large group of people. Error 4: Under-communicating the vision. Be compelling and repetitive in communicating the vision; make sure your actions dont contradict your words. Essentials of Management CHANGE Courtesy of Various Wall Street Journals Source by: Alan Murray, Deputy Managing Editor Page 3 of 3 As companies get larger, you find more and more of the enterprise is devoted to the maintenance of things already done and their extension, as opposed to the creation of new activities. Craig Mundie, director of research, Microsoft Error 5: Letting obstacles get in the way. To keep change moving, show you are willing to act quickly and forcefully to remove such obstacles. Error 6: Failing to create short-term wins. Change takes time; create short-term wins along the way to give your team a sense of progress. Error 7: Declaring victory too soon. Celebrate your short-term wins, but try to avoid the mistake President Bush made when he appeared on the aircraft carrier during the early months of the Iraq war under a giant banner that said Mission Accomplished. Error 8: Failing to anchor changes in the organizational culture. Its not enough to get rid of the old culture; youve got to create a new one. The challenges of operating in a rapidly changing environment is an inescapable aspect of modern management.