CompetencyAnalyze leadership and management roles in change managementEvaluate different change management models.Examine various roles in change management.Analyze methods for understanding and mapping change in an organization.Critique strategies for removing barriers to change.Examine leadership's role in executing successful change.InstructionsDelta Pacific Case StudyYou serve as the change leader for Delta Pacific Company (DPC). Up until this point, the organizational culture has been one of a traditional culture as the company had a manufacturing environment. DPC has undergone an extensive change from manufacturing to consulting, including new employee roles and responsibilities, training, and resources. However, there have been organizational barriers and employee resistances to the changes, resulting in a declining profitability. You have decided to design a Change Leadership Strategy plan to present to the leaders of DPC to meet their goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. To complete your Leading Change Plan, please include the following:An APA-formatted title page.Breakdown of the current issues that Delta Pacific are facing.Analyzation of change leadership strategy to be implemented.Classify what type of leader mindset is needed to create a new environment.Compare and contrast advantages and disadvantages of two popular change models. Include at least three similarities and three differences. Choose the one that you feel best compliments your strategy .Explain how the change model you decided to use will ensure the most effective and efficient process of changing an organizational culture.Construct a leadership team.Explain the importance of the leader's position within each area of the change plan. Include examples of what the leaders should expect during the change process.Continue with your plan to explain at least two specific organizational barriers and at least two specific employee resistance behaviors that are most likely to occur during an organizational culture change.Design strategies to combat those barriers and resistance behaviors.Discuss the behaviors that DPC's leaders need to exhibit to ensure a positive and successful cultural shift for the long-term.Include the top mistakes leaders make during an organizational culture change and your recommendations to avoid those mistakes (module 6).Please include an APA-formatted reference page to document the sources used for your research. Make sure that your sources are credible.Project Case Study: A New Direction for Delta PacificIntroductionIn a global business environment where organizations can no longer rely on traditional factors that historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to raw materials, or proximity to customers and markets, many organizations have re-structured to capitalize on new success factors. In the United States that has resulted in a shift in many cases from product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman, 2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater reliance on intellectual capabilities than on physical inputs or natural resources." (p. 201). This case presents the challenges facing an organization as it transitions from its traditional business model to one that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role of the organizational behavioral system in facilitating a successful transition to the new corporate strategy.The Case ScenarioThe Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front in the development of information technology since the 1970s and led the market in technology development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story. They consistently met or exceeded their profit targets, successfully integrated new technology into their products, and they were considered one of the best employers in the country. With generous benefit packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its employees to be part of a family, potential employees were lined up for opportunities to join DPC.However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself slowly losing market share for its primary product: computer hardware. DPC had prided itself on producing and selling the best products and training its sales force to develop long term relationships with clients that brought them back year in and year out for DPC's technology. Along with hardware, DPC also sold service contracts and training classes for the end users of their products. By the late 1990s it became clear to the leadership at DPC that they could no longer compete with less expensive products being produced overseas. At one time they could sell their higher priced goods on the premise that they were of higher quality, but that was no longer the case. Foreign-made products were now being produced to match or even surpass the quality standards set by DPC. However, conversations between sales representatives and their clients did indicate one thing: the clients valued the personal interaction they had with the sales reps and the personalized advice that they could provide to their clients to help them to reach their goals. DPC recognized that they needed to make a change and they believed they had a new vision for their company.As they entered the 21st century DPC moved away from hardware solutions to business challenges and shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead provide integrated knowledge-based solutions to information management problems. Essentially they would become a consulting firm that would assist their clients to set up systems that would facilitate information management. But now their solutions would go beyond hardware and encompass software, organizational design, data collection management, work flow and overall information management re-engineering. Sales reps underwent significant training to prepare them for their new roles. However, the redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions within the company, but others left to pursue opportunities elsewhere.As expected, profitability declined during the initial introduction of this new organization mission as employees became accustomed to their new roles. Due to the time taken to train employees, they were spending less time in the field with their clients generating revenue and more time in the classroom being oriented to their new roles. However, the decline persisted much longer than anticipated and the company's leadership team, board of directors and the shareholders were growing impatient with the slow returns. It became increasingly apparent that while the training, resources, and equipment were in place, significant changes in the organizational behavior system at DPC were necessary to ensure long term success.

Scenario Your small marketing consulting firm was recently hired by Costa's Customs. Costa's Customs is a clothing retail company considering a complete rebranding, as their current reputation is dated and no longer appealing to desired market segments. In the past, Costa's Customs experimented with digital marketing initiatives but the campaign had been poorly thought out and poorly implemented. The previous campaign had very little engagement and was a failure that turned management off from online marketing channels completely. Costa's Customs' current marketing strategy ignores all forms of digital marketing. They've come to your company for advice and recommendations for improving their marketing efforts. Your administrator has put together some preliminary research on Costa's Customs' background for you to look over. Click on the link below and read through it in order to familiarize yourself with the business. Costa's Customs' Company Profile  Instructions You realize that Costa's Customs' current strategy of ignoring digital marketing is a huge disadvantage in today's business environment and set your sights on convincing management to shift their marketing budget towards digital channels. Your first meeting with the higher ups is coming up, and you feel that this would be the perfect opportunity to give a presentation making the case for a strategy shift to digital marketing channels. The presentation should contain a detailed notes section for Costa's Customs' management, tailor your choices to Costa's Customs' needs/situation, and complete the following below: Detail potential benefits of digital marketing and why it's a good fit for Costa's Customs' brand. Support your opinion with observations from the company profile. Two slides minimum. Select two digital marketing channels that you think best fit the case company and detail their potential impact. Provide an overview of the strengths and weaknesses of each channel choice. Support each channel choice with observations from the company profile. Two slides minimum. Provide initial thoughts on possible ways to implement content marketing within each of your two chosen channels. Address how Costa's Customs could use each channel to implement content marketing. Highlight how content marketing could be used to connect the two channels to each other. Two slides minimum. Select a digital communication model that you think best fits Costa's Customs' needs and your channel choices. Provide an overview of the strengths and weaknesses of this model and explain how it fits with both channel choices. One slide minimum.

Based on this week's lesson, list at least one, and not more  than two, key messages and sound bites EACH for the non-profit  organization you're working with. Explain the process whereby you  developed them. When you're writing the discussion, combine  the concepts in the readings. Use at least two resources in the lists  for citations. APA format. at least 350 words (not included the  reference page). Readings: 1. Zappala, J.M. & Carden, A.R., Chapter 5: Public Relations Writing Worktext (access via E-reserves).  2. https://www.nonprofitpro.com/article/messaging-consistency-everything/all/ 3. https://www.adroll.com/blog/marketing/covid-19-messaging-https://snov.io/glossary/sound-bite/https://msktc.org/sites/default/files/Key_Message_...These are some articles about sound bite and key messages. Maybe you can review it before adjust the content, my friend.dos-and-donts