Article One
The article identified the different requirements of the Kotter’s Change Model. The author believes on the state of urgency as an opportunity to collect many facts that can support the changes. The author should focus on the examination of opportunities and threats. The threats and opportunities will help in soliciting support. The creation of the coalition should focus on the key stakeholders and people having an emotional commitment to the change. The ease of communication of the vision and the encouragement of dialogue will help the stage of developing and communicating the vision. The strategies of quick wins will be helpful in the state of overcoming resistance. The seventh step is not letting go of the change from the pressure from future resistance to changes. The eight steps will be on normalizing of changes into the corporate culture.
Article two
The article identifies the challenges are emanating from enforcing change in the department of defense. The difficulty of the fiscal budget has been identified as an eminent challenge. The author should consider the consideration of coaching and mentoring of the less skilled or incompetent employees. The mentoring can eradicate the cost implication. The article agrees with Kotter’s change model steps. The challenges of empowerment, demographic composition culture, many managers, leadership challenges, third or second career employees and military structured challenges. The management for DoD employees should rally support from key stakeholders on the need for changes. The offer of threats for lack of changes will offer the presentation of a push to seek funds for changing the state of the employees.
Article Three
The article indicates the future state of the VSM in Starbucks incorporation. The illustration indicates the business process of how coffee, flavors, cups and milk moves from the suppliers to the consumer. The illustration offers a vivid expression of the activities happening in Starbuck. The supplier starts with the collection of the coffee from farmers. Starbuck will order the input product from the finances that have been collected in the operation of the organization. The fiancés from sales and other receivables are arranged in the order of priority payments. The employees are paid their salaries and wages. The firm maintains the filled carafe of black coffee in the counter. The employees have a duty to offer customers the finished output of the organization.
Article four
The illustration expresses the different charts and illustration of the future of VSM. The illustration proposes the action of evenly distributing the illustration to eliminate the underutilized workers. The process illustrated starts with the action of the customers placing the daily orders. The managers are required to forecast or make phone calls on the amount that they wish to be delivered. The manager will also evaluate the staging and storage of the products offered to the consumer. A phone call to the regional distributor will require the inputs to be transported and stored in the organizational branch. The transportation is expected to occur from Monday to Thursday. The storage, frying and preparation are expected to take 4.41 minutes. The staging and freezing of the commodities should be within 99 seconds. The graphs indicate the need of maintaining the ceiling time for operational departments to 2.41.
Reference
McMurray, A and Wallis, M. (2010). Implementing bedside surrender: strategies for modified management: Journal on Clinical Nursing, 19, 2580-2589
