Take My Liberty BUSI 335 Class

BUSI 335 covers planning and leading change, asking students to assess personal and organizational approaches and then plan and carry out a change.

Palmer and colleagues open with stories and paradoxes of change and the images of the manager as director, navigator, caretaker, coach, interpreter or nurturer. Weeks two and three cover why organizations change, what changes and how to diagnose the need.

Week four is vision. Weeks five and six turn to resistance and the two families of implementation models, step-by-step approaches such as Kotter's and processual or dialogic approaches. Week seven covers communication, and week eight sustaining change and the competencies of a change leader.

Forum threads, worth 50, fall in the odd weeks and replies, worth 30, in the even weeks.

Case Studies 1, 2 and 3, worth 100 each, fall in weeks two, four and six. The Faith and Leading Change Essay, worth 180, falls in week eight.

Connect quizzes, worth 50 each, fall in weeks one, three, five and seven.

The single largest item is the faith essay, almost a fifth of the grade.

BUSI 335 is taken as a steady two-week cycle: a thread and a Connect quiz in one week, replies and a case study in the next.

Forum threads use the chapter's lens on a real change. A thread on images of change might ask whether a hospital's new CEO is acting as director or coach during a merger; a thread on resistance might explain why frontline staff pushed back on a new scheduling system and what the managers missed.

Replies follow classmates' posts and offer another image, model or explanation.

Case studies are answered question by question with the case facts and the chapter's frameworks, ending with a clear recommendation. A case on a failed restructuring might be diagnosed with the textbook's tools, with a better implementation path proposed.

The Faith and Leading Change Essay is planned from week five. Following your section's prompt, it connects Scripture and Christian thought on leadership to the change models studied, often through a figure such as Nehemiah rebuilding Jerusalem's walls or Paul guiding the early churches through conflict.

The four Connect quizzes are yours.

Written items come early for you to read.

Case analyses apply a named change model to the facts.

Change cases apply a named model, such as Kotter's steps or Lewin's three stages, and say where the organization went wrong.

A BUSI 335 writer has a management or organizational development background and has led, consulted on or lived through major change: a merger, a restructuring, a system rollout or a culture shift.

That experience gives the forums and cases realism. Resistance is described the way it shows up in meetings and hallways, not only as a list of causes, and recommendations account for budgets, politics and timing.

They use the textbook's frameworks correctly, from the six images of change management to Kotter's eight steps and the processual view.

The faith essay goes to a writer comfortable with Scripture and Christian leadership thought, who can bring it alongside the change models without forcing either.

Accuracy and APA style are checked twice.

Writers never see your name or account.

If a model confuses you before a quiz, a short plain example can be sent.

The case studies are the first challenge. Three 100-point analyses in six weeks ask students to diagnose a change, pick the right framework and recommend a path, and summaries of the case earn little.

The forums are the second. A thread every other week and replies in between mean something is due every week, and the replies are easy to forget.

The textbook's many perspectives are the third. Students often grab one model, usually Kotter's, and apply it to everything, while the course rewards matching the approach to the situation.

The faith essay is the fourth. At 180 points, due in the final week, it asks for genuine integration of Scripture and change leadership, not a devotional paragraph.

The Connect quizzes test terms and models closely.

Students who have never managed people find it hard to imagine resistance from the manager's side.

Experienced managers sometimes write from instinct and forget to cite the frameworks.

Booked before day one, the course opens with the Forum 1 thread ready.

Threads land before the odd weeks open; replies are drafted after classmates post in the even weeks.

Cases land with time to spare before the even weeks end, and the essay nearly a week before the course closes.

The quote lists four threads, four reply sets, three cases and the essay. Connect quizzes never appear on it.

Students starting mid-course pay only for what remains.

Worth 480 points between them, the essay and three cases are the usual first order.

Some students keep the forums for themselves and hand over the cases and essay.