Module 2 - CaseGeneric Types of Business Processes and IT SystemsAssignment OverviewThis Case Assignment focuses on understanding different levels of an organization and different classes of process. The discussion is one from a scholarly perspective, not from any given organization.Case AssignmentPaste these instructions on the cover page of your case paper, using a small font.After reviewing the required reading for this module (and if you have time, the optional reading) write a 5-page paper addressing the following questions/topics: What are at least three levels of an organization, regardless of structure? Compare and contrast, according to Davenport (1993) and Dickenson (2003), the generic levels or types of processes (tasks or routines) within an organization. According to Davenport and Short (1990), what types of organizational processes work within and across organizational boundaries? According to Van de Ven and Delbecq (1974), what are the two dimensions that a process (task) may demonstrate? According to Wijnberg, N.M., Van Den Ende, J., De Wit, O. (2002), what types of decisions are made at the three different levels of the organizations and how does IT enable these decisions (please use figure 1 in this document as a reference for discussion)? Articulate the importance of the five basic components of a business process (IDEF0) according to business process engineers (why are these needed?); present and defend your opinion on what would happen if anyone is removed. Assignment ExpectationsSubmit a 5-page paper (excluding cover sheet and references, figures, sections with bullets, and tables) double spaced, no extra spaces, and 1-inch margins, that answers the questions using all of the required reading, and if possible the optional reading, and 1 to 3 outside references.The paper will have a proper main heading stating the name of the class, module number, and title of the paper. The paper will also have an introduction that states the purpose of the paper and what will be answered, as well as section headings that guide the reader throughout the evolution of the discussion.Quotations should only be used for definitions so that the student can demonstrate the ability to synthesize and articulate knowledge from the required readings.All assertions and key discussion points are properly cited using APA format. In other words, any sentence or paragraph that contains material derived or synthesized from the background reading or other sources will be cited. References are in APA format. All references are cited at least once.Module 2 - BackgroundGeneric Types of Business Processes and IT SystemsA few of the required readings for the Module 2 Case should have been read for the Module 1 Case; these are highlighted with an “*”. Please skim through those again.Required Reading Figures for Organizational Levels. Analyze the figures found at the following link. Use the information garnered in your write-up.https://www.google.de/search?tbm=isch&q=organizati... *Davenport, T. H. (1993). Process Innovation, Harvard Business School Press, Boston. Specifically, review the process type figure 1-1 on page 8. Retrieved July 15, 2017 from: https://books.google.de/books?id=kLlIOMGaKnsC&prin... *Dickson, P. (2003). The pigeon breeders' cup: a selection on selection theory of economic evolution. Journal of Evolutionary Economics, 13(3), 259-280. Specifically, read the section titled “Vertical and horizontal organization of systems of processes," pages 264 through 268, and figures 3a-e. You are NOT required to read the rest of the paper. You may want to keep this file for future reference. Wijnberg, N.M., Van Den Ende, J., De Wit, O. (2002). Decision making at different levels of the organization and the impact of new information technology. Group and organization management, 27(3). Pages 408-429. Read from the section labeled “Origins” on page 409 through page 415. Pay attention to the figures in between. Davenport and Short. (1990). The New Industrial Engineering. Specifically, read the section starting on page 18 titled “Defining Process Entities.” You do not need to read other sections.You may want to keep this file for future reference. Van de Ven, A. H., & Delbecq, A. L. (1974). A Task Contingent Model of Work-Unit Structure. Administrative Science Quarterly, 19(2), 183-197. Specifically, read all the material starting on page 183 and ending on the middle of 185. You do not need to read other sections. Kim, S. & Jang, K. (2002). Designing performance analysis and IDEF0 for enterprise modelling in BPR. International Journal of Production Economics, 2002, Volume 76, Issue 2. Specifically, read section 2.2. You do not need to read other sections. Mackenzie, K. D. (2000). Processes and Their Frameworks. Management Science, 46(1), 110–125. Specifically, read section starting with the label “Processes," starting on page 112 and ending on page 113.

In this project, you will develop a change plan based on a case study with stated objectives to accomplish an intended goal or goals. Once the objectives are established, you will build backward from those goal(s) in order to develop a timeline for completion in a phase-by-phase sequence. This change plan will analyze what is needed for the implementation of a change to be successful and things to look out for along the way.Specifically, the following critical elements must be addressed:I. Analysis and DiagnosisA. What is the problem in need of addressing at this point in time? Describe which forces are driving the change effort.B. How did this problem arise? Determine how this problem is currently impacting the organization.C. Identify the specific organizational needs driving the change. Explain each.D. Identify specific variables, conditions, issues, individuals, and other factors that will impact the change effort negatively. Describe how these should be handled prior to planning the change effort.E. What are the underlying causes of the problem? How should these be addressed?F. Identify the gap between what the problem’s current situation is and what the hoped-for targeted outcome will be. Establish what needs to occur to build a process to bridge this gap.II. Developing a Change Plan Using Kotter’s Model for Implementing Organizational ChangeA. Create Urgency1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?B. Build a Guiding Coalition1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding coalition as you see fit.2. Determine steps you can take to ensure commitment from those involved. Describe those steps.C. Form a Strategic Vision1. Determine the values that are essential to this change. Why are these values essential?2. Establish the vision for this organizational change effort. How will this vision be effective in promoting your change effort?3. Identify your intended targeted outcomes. Defend your choices.4. What must occur for the organizational change effort to be considered a success? Defend your response.D. Communicate the Change1. What is required for the change to be communicated effectively within the organization? Why?2. Determine actions you will take to encourage two-way communication for effective feedback loops during implementation of the change effort. Explain why these actions will be effective.3. How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?4. Describe how you will address any concerns or anxieties regarding this change.5. Who needs to be involved and in what capacity for this change effort to be a success?E. Enable Action by Removing Barriers1. Identify the forces, barriers, and hindrances to the organizational change effort, and describe each.2. How can resistance be recognized? How will you eliminate resistance or mitigate its impact on the implementation of the change plan?3. Describe actions that will enable and empower employees to help drive the change effort.F. Generate Short-Term Wins1. Determine how you will generate short-term wins. How will you reward these wins?2. What can be gained from short-term wins? Defend your response.G. Sustain Acceleration1. How will you ensure that the momentum driving the change effort continues?H. Institute Change1. What actions need to occur for this change to become part of the organizational culture? Defend each action.