CoolTouch Monitors LLC is a private company based in Southern California that was founded in 2005[1]. CoolTouch Monitors designs and manufactures standalone and 19-inch rack mounted LCD video monitoring products for the Television Broadcast, Film, CCTV and multimedia markets. In late 2007, CoolTouch Monitors introduced its first High Definition LCD monitor that includes MultiFormat, MultiMedia capabilities. The new line of HD LCD's will include features like On-Screen display audio level metering, de-embedded audio from HD-SDI and SD-SDI sources to be monitored from its built-in speakers



The success of an organizational change rests in the hands of the change leader. People in the organization looks up at the change leader and expects him to plan, to communicate, to implement and to guide in order for the change initiative to be successful. There are different roles and responsibilities that the leader must take (Gilley 2005). The roles of the change leader are the following:

1. Visionary

Leaders create and share visions. They make their visions the visions of the people that they lead. One responsibility of a leader is the challenge the status quo. Leaders look of opportunities and for challenges. They actively search for ways to change. The status quo represents complacency, mediocrity, and eventual decline – conditions that are unacceptable to most leaders. Leaders as visionaries imagine the future. Leaders have the ability to craft a mental picture of a state that does not exist yet. A vision of change portrays a vivid picture of the future. Leaders also develop a stewardship philosophy within the organization.

2. Inspirer

One of the most commonly cited traits of leaders is their ability to inspire others. Change leaders motivate and energize their constituents by meeting their needs – making the change personally beneficial in some meaningful way. Leaders sell change. Actively selling change involves identifying specific benefits valuable to each employee while concurrently minimizing potential losses or risks. Leaders also involve others in the change process. Involving employees at all levels of the organization proves powerfully motivating. Joint diagnosis of problems, potential solutions, and opportunities enables individuals to feel ownership of the change along with feeling like worthy contributors to an important effort.

3. Supporter

Enabling change involves communicating often, providing adequate resources and training, anticipating a learning curve, allowing for mistakes, rewarding individual and group change efforts, continually monitoring the process and its progress, making adjustments to the change effort as necessary, and celebrating milestones. Change leaders create a culture of change. Organizational culture reflects the shared beliefs, assumptions, and behaviors acquired over time by members of the firm. Involving others – treating them like partners – conveys the sense that ‘our success depends on this change’. Change leaders understand that individuals support what they help create.

4. Problem Solver

Effective change leaders analyze the situation and identify the problems. They also create creative solutions for those problems. Change leaders rely on their own investigation as well as their network of connected organizational members for data, insights, and feedback regarding the state of the environment surrounding the change (Williams 2005).

5. Change Manager

Change management, by virtue of its complex nature, must be carefully monitored, lest the initiative get out of control. The traditional definition of management is planning, directing, organizing and controlling (Gilley 2005).
 
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jamescord

MP Guru
CoolTouch Monitors LLC is a private company based in Southern California that was founded in 2005[1]. CoolTouch Monitors designs and manufactures standalone and 19-inch rack mounted LCD video monitoring products for the Television Broadcast, Film, CCTV and multimedia markets. In late 2007, CoolTouch Monitors introduced its first High Definition LCD monitor that includes MultiFormat, MultiMedia capabilities. The new line of HD LCD's will include features like On-Screen display audio level metering, de-embedded audio from HD-SDI and SD-SDI sources to be monitored from its built-in speakers



The success of an organizational change rests in the hands of the change leader. People in the organization looks up at the change leader and expects him to plan, to communicate, to implement and to guide in order for the change initiative to be successful. There are different roles and responsibilities that the leader must take (Gilley 2005). The roles of the change leader are the following:

1. Visionary

Leaders create and share visions. They make their visions the visions of the people that they lead. One responsibility of a leader is the challenge the status quo. Leaders look of opportunities and for challenges. They actively search for ways to change. The status quo represents complacency, mediocrity, and eventual decline – conditions that are unacceptable to most leaders. Leaders as visionaries imagine the future. Leaders have the ability to craft a mental picture of a state that does not exist yet. A vision of change portrays a vivid picture of the future. Leaders also develop a stewardship philosophy within the organization.

2. Inspirer

One of the most commonly cited traits of leaders is their ability to inspire others. Change leaders motivate and energize their constituents by meeting their needs – making the change personally beneficial in some meaningful way. Leaders sell change. Actively selling change involves identifying specific benefits valuable to each employee while concurrently minimizing potential losses or risks. Leaders also involve others in the change process. Involving employees at all levels of the organization proves powerfully motivating. Joint diagnosis of problems, potential solutions, and opportunities enables individuals to feel ownership of the change along with feeling like worthy contributors to an important effort.

3. Supporter

Enabling change involves communicating often, providing adequate resources and training, anticipating a learning curve, allowing for mistakes, rewarding individual and group change efforts, continually monitoring the process and its progress, making adjustments to the change effort as necessary, and celebrating milestones. Change leaders create a culture of change. Organizational culture reflects the shared beliefs, assumptions, and behaviors acquired over time by members of the firm. Involving others – treating them like partners – conveys the sense that ‘our success depends on this change’. Change leaders understand that individuals support what they help create.

4. Problem Solver

Effective change leaders analyze the situation and identify the problems. They also create creative solutions for those problems. Change leaders rely on their own investigation as well as their network of connected organizational members for data, insights, and feedback regarding the state of the environment surrounding the change (Williams 2005).

5. Change Manager

Change management, by virtue of its complex nature, must be carefully monitored, lest the initiative get out of control. The traditional definition of management is planning, directing, organizing and controlling (Gilley 2005).

hello netra,

Here i am uploading Appropriate Monitoring - Complex Project Management, so please download and check it.
 

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