Describe Stakeholder expectations, unexpected pandemics, employee turnover, and cost cutting are just a few reasons to study change readiness instruments.

W3 discussion reply to my professor: please read my professor’s discussion and give feedback and thoughts as well as support with good scholarly references: please make sure no AI-generated tools. please be sure it’s written as its response to my professor, Dr. Ch A component of successful organizations is change. Stakeholder expectations, unexpected pandemics, employee turnover, and cost cutting are just a few reasons to study change readiness instruments. Organizational Systems Models are tools to determine if the desired changes are ready for implementation. In fact, the lack of utilization of change readiness instruments has the potential to improve in one area of organizational performance and unintentionally create other issues. Jones and Brazzel (2014) identified and explored the steps and change process of multicultural organization development (MCOD) during this era. Experts in the field of organization development and system’s change realized that cultural diversity issues required attention. Moreover, social justice and diversity issues were omitted as an integral component of the workplace culture in several organizations. The critical need for the change within the organizational culture was identified as an adjustment to create an inclusive and supportive environment that would lead to employees feeling valued. Within every organizational change, assumptions are made. The uncertainty behind some assumptions created an ever greater need to utilize change readiness instruments. One of the significant results of designing assessment instruments for MCOD process was to create a benchmark. “Once an organization has determined where it is on the continuum with the help of MCOD practitioners, the next task is to develop a change plan” (Jones & Brazzel, 2014). Another industry, health care, was faced with reducing disparities. (McAlearney, et al., 2021) . The disparities focused on placing minority populations at a significant disadvantage. A second issue existed to leave healthcare institutions with less diverse clinician populations. The case or objective concentrated on improving the quality of cardiovascular care for minority Americans. Ten hospitals were selected for the study and leaders of the study developed and provided initial validity evidence to assess the organization’s readiness to address the disparities. (McAlearney, et al., 2021). The survey became an integral readiness instrument to help hospitals understand their level of readiness to improve patient satisfaction and safety. The only constant in organizational development is change. Organizations who failed to maintain an awareness of the need for change are no longer in business. Blockbuster missed the trend that customers no longer wanted to leave their homes to watch movies (Wagner, 2004). Even as the movement toward home movies emerged, the leaders of Blockbuster continued to ignore the trend. Circuit City executives followed the same dire path as Blockbuster leaders (Campbell, 2014). What trend did Circuit City managers miss? Circuit City was the dominant retailer for more than 60 years. How does an organization who dominated an industry for this long misread the desires of the customer? The company provided such services as on-site delivery and repair, low prices and 30-day satisfaction. When organizational leaders fail to conduct a SWOT analysis on a regular basis, they are not equipped with valuable information. In fact, the SWOT tool would have disclosed the increasing competition from other retailers such as Wal-Mart and Best Buy. Circuit City leaders knew the importance of a needed change (Campbell, 2014). However, their lack of use of a change readiness instrument was just one factor in their demise. When the leaders replaced an incentive-based compensation plan to an hourly-based one, the employees were no longer stimulated to increase sales. Perhaps some type of survey tool would have revealed pertinent information that this change would fail. References Campbell, T. A. (2014). What Could Have Been Done? Circuit City: A Case Study of Management and Employee Performance Failure. Performance Improvement, 53(4), 16–23. https://doi-org.su.idm.oclc.org/10.1002/pfi.21405 Cox, T. H., Jr. (2001). Creating the multicultural organization: A strategy for capturing the power of diversity. San Francisco, CA: Jossey-Bass. Jones, B. B., & Brazzel, M. (2014). The NTL handbook of organization development and change. Pfeiffer. ISBN-13: 9780787977733 McAlearney, A. S., Gregory, M., Walker, D. M., & Edwards, M. (2021). Development and validation of an organizational readiness to change instrument focused on cultural competency. Health Services Research, 56(1), 145–153. https://doi-org.su.idm.oclc.org/10.1111/1475-6773.13563 Wagner, H. J. (2004). Blockbuster Misses Mark. (cover story). Video Store Magazine, 26(45), 1–46.

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