Efforts of communication, communications homework help

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Elnaagurb

Business Finance

Description

Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s steps 3 and 4 of developing a vision and strategy and communicating the change vision (two to three paragraphs), and (b) address each of the critical elements for Section II parts C and D in yo5-2 Final Project Milestone Two: Kotter’s Steps 3 and 4 in your change effort analysis. Make sure to include your recommendations for implementing Kotter’s steps 3 and 4.

C. Form a Strategic Vision

1.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 Change

5.What is required for the change to be communicated effectively within the organization? Why?

6.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.

7.How will you support the direct supervisors in the organization in their efforts to communicate with employees about the change effort?

8.Describe how you will address any concerns or anxieties regarding this change.

9.Who needs to be involved and in what capacity for this change effort to be a success?

For additional details, please refer to the Milestone Two Guidelines and Rubric document in the Assignment Guidelines and Rubrics section of the course.

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Running Header: VISION STRATEGY AND VISION COMMUNICATION

Vision Strategy and Vision Communication

Institutional Affiliation

Date

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VISION STRATEGY AND VISION COMMUNICATION

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In developing a vision strategy, the Alaska Airlines executive committee sat down and
came up with plans to bring about change in operations in order to ensure that the company
grew. Here, the lay down a setup that did not create room for failure, one that would fix their
current situation in 12 months, without severance, and one that was based on an emotionally
unattached mindset, as that of Carlyle group, if they had purchased Alaska Airlines. This
therefore led to the creation of a new role i.e. Vice President of Seattle Operations.

In communicating of the change vision, the executive leadership gave a message to the
VP that he was to fix the situation or he was gone. In addition, everyone at the Seattle-Tacoma
international was told of their relationship with the newly appointed VP that involved reporting
to him, and a contractual obligation to support the VP. The VP himself also did at a personal
level communicate to the Seattle leaders, and instituted a data-driven process of management.

Values that are essential to this change include focus, simplicity and sacrifice. These
values will provide a backbone fo...


Anonymous
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