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Q: b) Explain why you should respond positively to changes in products or services.
A: explain why you should respond positively to changes in products or services? Answer: We responded on things that are positive to customers or consumers so that people know eventually even you change you to other products or services the trademark [ of you will not change if the product you are selling or service you give is good and has quality. ]
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User: b) Explain why you should respond positively to changes in products or services.

Weegy: explain why you should respond positively to changes in products or services? Answer: We responded on things that are positive to customers or consumers so that people know eventually even you change you to other products or services the trademark [ of you will not change if the product you are selling or service you give is good and has quality. ]
ACTS|Points 111|

User: a) Describe the different types of support that people may need.





Weegy: Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. [ [ Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change. See also the modern principles which underpin successful change. Refer also to Psychological Contract theory, which helps explain the complex relationship between an organization and its employees. Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. When people listen to a management high-up 'selling' them a change, decent diligent folk will generally smile and appear to accede, but quietly to themselves, they're thinking, "No bloody chance mate, if you think I'm standing for that load of old bollocks you've another think coming…" (And that's just the amenable types - the other more recalcitrant types will be well on the way to making their own particular transition from gamekeepers to poachers.) Instead, change needs to be understood and managed in a way that people can cope effectively with it. ] ]
Expert answered|apz13apz1|Points 5|

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Asked 8/2/2013 9:41:27 AM
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