Obesity is a complex disorder that is characterized by an excess amount of body fats with victims having an abnormally high body mass index. Researchers have proved obesity to be a risk factor for the development of other diseases. Evidence translation is a process that entails production of evidence through investigations and integration of the evidence in practice to help reach goals and produce a change of behaviors and lifestyles for better health.

Common barriers.

Translation of evidence in correcting obesity and causing change is not always smooth, but faced with challenges. Lack of resources and support, for instance, challenges the translation of any evidence on to the actual process since change of diet is a signi9ficant factor to consider individuals may not have enough money to get the recommended diet and end up not being able to correct the disorder. Insufficient knowledge and failure to clarify the ideal strategies to correct obesity may cause difficulty in the implementation of the set policies. Additionally, target individuals may not be willing to partake in the policies. For instance, people may not be willing to do exercise and that would pose a barrier to effective evidence translation (White, et al. 2016)

Inadequate evidence among the evidence translators can be a challenge when a translator faces questions from the targets and may result to unwillingness of individuals to change (White et al. 2016). Poor communication skills when teaching the audience about any evidence may result to conflicts that hinder the process of change.

Adopting strategies to be aware of new evidenceet al.

To get new ideas, I can read recent researches that have been conducted. I could also choose to follow the health organization on social media to get every single update that is posted. Moreover, I can choose to conduct research involving both health care providers and other residents to get their views and gain new knowledge. To effect any change, I need to present enough evidence why obese is bad and therefore I would gather information enough to convince the target individuals to change. Interview can be of significant help too. Interviewing healthcare practitioners as well as researches can provide me with a wide range of information that I can use as my evidence or a basis for further research.

Determination of evidence to implement.

Determining what evidence to implement is critical if anyone wants to start any change. The first thing is to determine the cause of the obesity. Some may be inherited, some drugs, others developed due to lifestyles and others because of other illnesses. Different cases may require different approaches or even combine approaches. Also, I will investigate the cost of the change and the financial status of the target group (Dang, et al. 2018). Age also matters when choosing the type of evidence to choose. For instance, obesity caused by sedentary lifestyles like drinking alcohol, eating fast foods and foods with much fat and lack of exercise can be solved by encouraging individual to take exercises. Exercises can involve walking to work instead of driving, or reducing alcohol and fast food consumption. Obesity caused by other diseases can be solved by addressing the underlying disease and adding healthy diets and exercise.

Lack of knowledge for the risks associated with obesity and possible ways of getting away with it can be addressed by educating the target group, while the one caused by certain drugs can be solved by using an alternative drug with less effect.

Ensuring continuation and sustainability of change.

To ensure continuity and sustainability of the change, I will set goals with each person and remind them how important their change is in relation to their health. I will also access them on regular bases and see whether they are doing the expected. I will also organize programs to educate them to keep them on their feet (Dang, et al. 2018). I will also check for any available motivation that can keep them on track. Asking individuals to keep a record that I should check on a regular basis can also be of help.

Please make a comment for this discussion board with at least 2 paragraphs and 2 sources no later than 5 years 

Prompt:  Develop a paper summarizing the policy: Affordable Care Act (ACA)   and analyze the effectiveness of the policy.   Specifically, the following critical elements must be addressed: 

I. Introduction 

A. Summarize the policy that is the focus of your evaluation. Include in your summary the purpose of the policy, its scope and main points, its stakeholders and constituents, and its relation to other policies (if applicable). 

B. Explain the development of the policy, considering policymakers and their political standing, timelines, and budget restrictions. 

C. Explain your rationale for choosing the policy, using your research as support for your choice. 

II. Evaluation 

A. Determine the policy’s strengths and weaknesses in its ability to provide positive and/or negative change for its target population. Support your response with examples. 

B. Assess the extent to which the policy meets the needs of its target population, using data to support your claims. 

C. Explain any unintended impacts as a result of the policy. Consider populations, economics, and social or cultural factors in your response. 

Guidelines for Submission: Your paper should be submitted as a 4- to 5-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-inch margins, and at least three sources cited in APA format. 

Assume that you work as an analyst team lead at the company you have  been studying throughout this course, and you are issuing a high-level  communication to company CEO that summarizes your analysis. Based on  what you have discovered regarding environmental scan issues, financial  analysis issues, industry trends, etc., communicate a plan for  implementing two strategic alternatives in an executive summary of  750-1,000 words.

Include the following in your response:

1.  synthesize and present key analytical  findings about where the company is exceling and how or where it can  improve. 
2. Propose  two creative yet viable corporate-level strategic alternatives.  Critique the pros and cons of each alternative utilizing your analytical  findings.
3. Select and defend the pursuit of one of your two  viable alternatives. How does this alternative align with the firm’s  mission, vision, and values? How can management employ this alternative  to create competitive advantage for the firm? Suggest next steps.
4. Based  on your analysis, identify a business unit or activity within the  corporation that you would suggest defunding in order to finance your  strategic alternative, or provide an alternate funding source. Defend  your selection.
5. Given your overall proposal, how do you suggest  the company promote its culture, vision, and mission to maximize its  chances for success in the industry? How might the company develop its  servant leaders to endorse and exemplify tenets of the Christian  worldview (CWV) in the workplace? Propose and defend at least one  significant leadership initiative.

ensure there is a introduction and conclusion with references 

The second draft of your Course Project is due this week. Please review the Course Project Overview in the Introduction & Resources Module for details.

Submit your assignment as a Microsoft Word document with the file name “MKTG425 Draft 2 [your last name].doc” to this module.

Rubric

MKTG425 Week 4 Course Project Part 1 RubricMKTG425 Week 4 Course Project Part 1 RubricCriteriaRatingsPtsThis criterion is linked to a Learning OutcomeDocumentation and FormattingThe assignment should include a title page, table of contents, and meet APA formatting (i.e., double spaced, one-inch margins). References are in alphabetical order and in proper APA format (including inline cites).12 ptsFull Marks0 ptsNo Marks12 pts
This criterion is linked to a Learning OutcomeOrganization and CohesivenessThe format chosen for answering the questions appears logical and is easy for the reader to follow. The sections flow logically from one topic or question to another. Overall, the created report appears professional and aesthetically pleasing, with limited clutter or disconnected content. References used to support justification and reasoning are appropriate.12 ptsFull Marks0 ptsNo Marks12 pts
This criterion is linked to a Learning OutcomeEditingCorrect grammar, spelling, and punctuation are present.12 ptsFull Marks0 ptsNo Marks12 pts
This criterion is linked to a Learning OutcomeContentThe answers to questions provide accurate analysis. All parts of each question are answered thoroughly and effectively justified.64 ptsFull Marks0 ptsNo Marks64 pts
Total Points: 100

Week 4: Draft 2Lead Generation Plan

1. Outline a process for qualifying leads.
2. Create a lead generation plan to identify and qualify prospects.

Sales Call Policy

1. Assess sales call strategies.
2. Derive customer needs.
3. Outline a sales call approach using sales call methodology.

Formatting

Your paper must be in APA seventh edition format for all submissions. Each draft must include the topics listed below.

Please use the following file naming convention for your upload: MKTG425 Draft # Last Name (e.g., MKTG425 Draft 2 Smith).

Your final draft should be a maximum of 10 pages in length not including title page, table of contents, references page, or any appendices. Therefore, each draft’s length may vary, but in general, should not exceed two pages. This is a short paper format that will require you to be concise with your writing.

For Drafts 1–3, submit only those sections designated in the Outlines section above. For the Final Draft, however, please incorporate Drafts 1–3 at the beginning of the paper so your final submission is one cohesive paper including all sections listed below.

1. Title Page
2. Table of Contents
3. Sales Organization Structure
4. Code of Ethics
5. Communications Policy
6. Lead Generation Plan
7. Sales Call Policy
8. Presentation Strategy
9. Sales Negotiation Strategy
10. Relationship Management Plan
11. Internal Communications Policy
12. References

add to pages 

Organizational Change Models

Introduction

Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important aspects in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.

The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).

In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.

An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture of the organization. The systems should be properly evaluated, monitored and controlled. Each company has core values that are shared among the employees. The organization should have a corporate culture that is aligned with the objectives of the organization. The strength of the shared values is imperative and the fundamental values the company was built on. The management and leadership style should are instrumental in guiding an organization in the right direction. Some organization may require transformational leadership while others may require charismatic leadership. The leadership should be effective so that the employees can cooperate. The Leadership and management of the organization should ensure that the functional groups and teams are functioning. https://prohomeworkhelpers.com/2021/06/01/healthcare-organizations-continually-seek-to-optimize-healthcare-performance-fo-2/

Since the division of labor and specialization, staff is placed in areas they are experts in. The positions in an organization should be filled with the right kind of people. It is the mandate of the management to determine the different skills required for the different task jobs and determine if there is and skill gaps. The management should be able to determine if the current employees possess the necessary skills for the job.

In this change model, the communication process can be varied and multi-channeled. The processes and systems in the organization should facilitate good communication flow. The staff should be equipped with good and effective communication skills. The leadership style should react in a way that promotes good communication. The organization should implement strategies that embrace proper communication channels to clearly communicate the goals of the organization.

McKinsey’s model can be used as an analytical tool to gain competitive advantage in the market but one of its major short comings is that it does not clearly address the resistance to change factor therefore it needs to be used with other management tools in order to be effective. The model has several integral parts that can be unified and combined in different form to achieve the success of an organization. The model has an in-depth analysis of the organization covering the overall entity, which is an effective method to diagnose and understand it. The model combines rational and emotional component in understanding the organization. Since the components in this model are interrelated, a change in one component leads to a change in all components and this can be costly and timely to an organization subscribed to it (Cawsey, Deszca & Ingols, 2012). The model has a history of failure especially due to its complex nature.

The Kurt Lewin change Management is simple compared to McKinley’s -7s models. Kurt’s model involves three simple steps i.e., unfreezing, changing and refreezing. Kurt stated that change involves creating a perception that a change is needed (unfreezing), then implementing the change or moving to the new desired change (changing) and lastly, solidifying the new behavior as the norm (refreezing) (Clayton, 2008).

The unfreezing is the first step in Kurt Lewin’s change management model, and as stated earlier, it involves the creation of the perception of a change. Most employees in an organization are resistant to change when it occurs; therefore, a process of unfreezing needs to be initiated, and this can be done through motivation. It is the role of the leader to create awareness of how the current or status quo is hindering the progress of the organization and help them to understand the situation. It is important that this is communicated to all the employees in an organization so there may be no rebellious group due to lack of communication and misunderstanding. All the elements in the McKinsey’s -7’s model should be evaluated to determine how they affect the organization. The skills, systems, styles, structures, staff, shared values, and strategies should be studied and carefully communicated to the employees to show how they should be altered in order for the organization to succeed. The key to unfreezing is communication; the more the employees know about the change, the more they will be willing to adapt and embrace the change. Communication is important in ensuring that the stakeholders are informed about the change, why it is important for the change to occur and how the change will improve the performance of the organization.

Once the change has been communicated and people are unfrozen, then the organization can start to move in the new state. Change is the second step in the model, and it involves the transition from the old to the new state. This is the hardest step in the Lewin’s model because it involves the actual implementation of the change as people struggle to adapt with the change and it is marked with uncertainty and fear. The employees are used to the old routines, and a change in status quo proves difficult to adapt. This stage is marked with slow growth, performance, and development due to the teething problems that is associated with the new system. It is the role of the leadership to provide support and training programs to educate the employees on the new changes.  At this point, it is important for the leaders to practice both participatory management and autocratic leadership to spearhead the changes. Participatory management helps in ensuring that the wellbeing and opinions of the employees are considered amidst the changes. According to Bass & Stogdill (1990), in order for the changes to occur quickly, there need to be fewer layers of management where a few people are involved in decision making, this can streamline any resistance to change with strictness and identifying areas of inefficiencies. Time is critical in effective change; therefore, multiple communication channels should be utilized to ensure there is correct and timely delivery of information and there is also communication between different groups and departments. For this phase to be successful it should be strategically planned and executed.

The last phase of this model is refreezing, which involves reinforced the new state or changes in the organization. The essence of this stage is to ensure consistent change occurs in the organization and people do not revert to the old state. Communication is key in this stage to reinstate the goals and objectives of the change. The changes should be engrained in the organization’s culture, rewards can be used to reinforce and cement the new changes. It is the role of the leaders to reinforce this new state through performance appraisal, evaluation and providing corrective action where necessary.

The major criticism of the model is that it lacks flexibility to fit in the current dynamic world. The third stage of the model talks about refreezing, but critics say that today’s business world is so dynamic to have time for the third stage of Lewin’s model. The model directly addresses resistance to change, which is the biggest impediment when it comes to change management. Of the entire change management models, this is the simplest of them all and therefore easy to plan. Lastly, Lewin’s model simplicity cannot solve the issues of a large organization because big organizations have complex structure and systems; therefore, in this case, it can act as a foundation to change management that may require a supplementary model.