AMP-492 Topic 6 Implementing Change

In order for managers to respond effectively to environmental or organizational pressures that can be disruptive to an organization, they must implement clear intervention strategies. In a 1,000-1250 word paper, propose a change plan to respond to the most significant pressures affecting the organization represented in your Pressures for Change assignment from Topic 2. Include the following:

  1. Review the organizational/environmental pressures you presented in your initial paper: Determine which pressure is most important to address at this time in order to maintain a competitive and viable company. Summarize the pressure and how the organization is currently being affected. Project the outcome for the organization if it fails to address the pressure.

  2. Develop a change vision to respond to the organizational or environmental pressure: The vision must define the organizational change and resonate with the decision making and strategies proposed in the paper. Additionally, the vison must include a cognitive and affective component in order to help stakeholders understand how to achieve the goals, and to inspire and motivate them to engage in the change.

  3. Develop a change model to implement your change vision. Identify the specific steps needed to implement a change and effectively respond to the pressure. Describe a strategy for implementing each step.

  4. Evaluate the potential resistance from stakeholders. Discuss the reasons for the resistance, at what point the resistance will likely occur, and some strategies for overcoming the resistance.


Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.
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