-75%
Awaiting product image
Click to enlarge

(Solution) 5CO01(AC2.4) Discuss models to show how change is experienced

New User Gifts

First Order Deal get Ksh 200 Off.

KaribuCustomer

Original price was: £ 40.00.Current price is: £ 10.00.

Payment Methods:

Description

Solution

(Solution) 5CO01(AC2.4) Discuss models to show how change is experienced

In order to demonstrate the experience of change in an organisation, Kubler Ross Change Curve Model can be referenced (Lindblad, 2022). Initially, this model was meant to guide the grieving/mourning session.  These experiences are identified as including denying, angry, bargain, depressed and accept.

Denial– This experience entail the employees feeling that the change is not necessary. A case example is where the hybrid working change program would be perceived as a change to take jobs from some of the employees. Also, it could be viewed as a practice of eliminating some of the privileges offered to the employees.

Anger– In change, experience could be emotional after termination of the denial stage. It is possible to feel frustrated with the change process particularly in regard to losing their jobs due to issues of flexible working provision.

Bargaining– In bargaining process, this stage entail employees being provided with an opportunity to negotiate for their input in the hybrid working program.

Depression– In the hybrid working implementation, depression mean they are unsure on their role in the hybrid working process implementation (Lukianov et al., 2020).

Acceptance– This stage means the employees accept the hybrid working arrangement as important to them. This is while supporting the process and recommending areas of improvement to be part of their culture.

Emotions, Behaviours and Positives Impacts of Change

In the identified phases, employees evidence a set of feeling and practices. To begin with, they gain a feel of need to be aggressive leading to absenteeism in their roles or failing to be enthusiastic to work in teams. In regard to benefits, Lindblad (2022) highlight employees gaining from being resilient, flexible and actively taking part in their operations.

The positives of the change strategy is inclusive of effective collaboration with the rest of the organisation employees. Through a two-way feedback being enhanced and points of concerns increased, working in a flexible environment would be enhanced. Similarly, awareness by the various entities which support the staff by emotional wellbeing lead to challenges with performance.

Please click the following icon to access this assessment in full

Related Papers

-33%
Placeholder

(Solution) Level 5 New CIPD_5CO02_24_01 5CO02 Evidence-based practice

Original price was: £ 15.00.Current price is: £ 10.00.
Add to cart
Solution Task 1 Evaluate the concept of evidence-based practice (EBP) and provide two examples of where Technivara could use it
-75%
Placeholder

(Solution) CIPS MER Practice role in Positive Contribution to Organisational Success

Original price was: £ 40.00.Current price is: £ 10.00.
Add to cart
In summary, this report has focused on evaluating best practice in assisting a personnel with roles in procurement and supply to develop capability to achieve value-for money outcomes with the supply chain. Also, the entire personnel linked with procurement and supply impact on success of organisation through a series of initiatives. These include effective purchasing, inventory control, expenditure management and application of strategic procurement and supply techniques with category management and strategic sourcing. By using different tools and best practice in Ericsson organisation, these areas have been evaluated in-depth. The findings indicate on the need for PS&M professionals to continuously develop their capabilities to achieve value for money outcomes in their supply chain. This is while executing different functions for positive input to their organisation success. There are gaps identified in the findings which can be filled through the following recommendations;
  • It is unclear on how collaborative relationships is achieved in the supply chain since there are multiple stakeholders with varying interests. There is hence a need for embracing technology to enhance how the relationship with all stakeholders is pursued
  • The global supply chain success is impacted by external events. This creates inefficiencies in the supply chain. These could be managed by putting in place appropriate systems for increasing value for money outcomes in times of uncertainties.
  • Engagement of colleagues and other internal stakeholders for promoting organisation commitment to achievement of effective supply chain management is unclear. It is hence important to consistently improve the scope of engagement for improving consistency in value for money outcomes, fair-based practice and innovation embrace
-80%
Placeholder

(Solution) Amended CIPD 5C003 Professional Behaviours and Valuing People

Original price was: £ 50.00.Current price is: £ 10.00.
Add to cart
Solution   Task One 1.1 Professional; Meaning of People Professional Professional A professional is a derivative of a profession. As
-80%
Placeholder

(Solution) CIPS APGM Contract & Category Management in PS&M

Original price was: £ 50.00.Current price is: £ 10.00.
Add to cart
Solution Executive Summary In this integrative business report, category and contract management in Wood Plc organisation has been evaluated. Specifically,
-50%
Placeholder

(Solution) New Level 5 OakWood International 5CO02 Evidence-based practice

Original price was: £ 20.00.Current price is: £ 10.00.
Add to cart
Solution Briefing paper Questions (AC1.1) Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people
-50%
Placeholder

(Solution) CIPS PIN RCU Driving value through procurement and supply;Managing expenditures; Developing contracts; Sourcing essentials; Negotiation in procurement and supply

Original price was: £ 20.00.Current price is: £ 10.00.
Add to cart
An organisation's Supply and Procurement Management (PS&M) department has a formal negotiation plan that was created for this integrated module assignment. The organization that will be discussed is Royal Commission of AlUla (RCU), which is a front-runner in Saudi Arabia when it comes to commissioning of infrastructure and visitors facilities which underpin AlUla future success while at the same time protecting natural beauty and historic sites. Within this study, the category of procurement for IT Systems has been recognized. Relevant insights into the negotiation strategy have been offered via reflection on information from the following areas: managing expenditures, negotiating in procurement and supply, sourcing necessities, developing contracts, and driving value through purchasing and supply. Various tools such as STEEPLE, SWOT analysis, Porter's 5 Forces, and the Mendelow Matrix are utilized. When formulating the strategy for the negotiations, stakeholders were considered. Since RCU is a procurement organization, the rationale for this is that they aim to improve tourism and archaeological sector services provided to government institutions while also achieving cost savings. Government funding in tourism has been decreased due to the worldwide economic downturn that followed the COVID-19 pandemic. Consequently, RCU has few options when it comes to available resources. Therefore, it is critical that they negotiate value for money with their stakeholders. In order to ensure a successful operation, it is necessary to work on a detailed negotiating plan. Their respective sourcing strategies, predetermined terms and conditions, and relationships with stakeholders are all part of the negotiation strategy. The necessity of creating the negotiation strategy is dictated by the results and conclusions of this integrated assessment. To do this, one must properly plan, test, propose, negotiate, agree, and conclude the process. Stakeholder relations are vital in different strategies and phases of the negotiation, according to the acquired findings. In addition, for RCU to maximise their competitive advantage in sourcing IT Systems, they would accomplish BATNA and MLA for the proper outcomes. Several gaps have been observed that are in accordance with the findings and recommendations in this research. These shortcomings highlight the need of implementing these suggestions to address them. One of them is making sure that all relevant parties are included in the planning process by incorporating current technology. Additionally, in order to prevent conflicts of interest, it is necessary to incorporate explicit documentation. That is in conjunction with process-specific, market-driven bargaining strategies.