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Unit 5 Assignment 1 First Draft .docx BUS4802 Team Development Summary: Shared Vision

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Unit_5_Assignment_1__First_Draft_.docx BUS4802 Team Development Summary: Shared Vision Change Management BUS4802 Unit 5 Assignment 1 Introduction This class has been an incredible journey so far. I have learned so much from my peers as well as from the different reading materials/ videos. I have also learned how to implement changes on a deeper level as well as in a more professional way. We can use a surplus of theories, tactics and styles to make serious change within an organization. Change Management Theory Change management is an important way of life. Knowing how to implement change effectively and properly in any type of situation can help a person succeed in every aspect of life. â€œChange management is defined as the methods and manners in which a company describes and implements change within both its internal and external processes.â€ (Palmer, B. (2004)). It is impossible to think that there is not going to be change in any organization or company. â€œAny organization that ignores change does so at its own peril. One might suggest that for many the peril would come sooner rather than later. To survive and prosper, organizations must adopt strategies that realistically reflect their ability to manage multiple future scenarios.â€ (McCalman, Paton, & Siebert, 2016). To implement any change a company must first identify what needs to be changed. They can do this in any way they see fit. For example, they could hold monthly meetings or use technology to analyze the different departments or ne. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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