Ethics and Organ Donation - 1598 Words

Ethics Analysis Paper Ethical Issues Related to Organ Donations In 1983 Dr H Barry Jacobs, a physician from Virginia, whose medical license had been revoked after a conviction for Medicare mail-fraud, founded International Kidney Exchange, Ltd. He sent a brochure to 7,500 American hospitals offering to broker contracts between patients with end-stage-renal-disease and persons willing to sell one kidney. His enterprise never got off the ground, but Dr Jacobs did spark an ethical debate that resulted in hearings before a congressional committee headed by Albert Gore, Jr., then a representative from the state of Tennessee. The offensive proposal for kidney sales led to the National Organ Transplant Act to become law in†¦show more content†¦Between July 2000 and December 2002, there were 129 organs that were recovered from deceased donors and directed to particular recipients. Federal law explicitly allows for this option, although some state laws have placed limits on it. In particular, some states have said organs cannot be directed t o a race or class of people, but must be designated instead to an individual. This change came after a case in Florida when family members of a white supremacist sought to restrict their donation to white recipients. As a future healthcare leader I do not think that public solicitations are just as they give priority to people who can get attention while ignoring those who are less fortunate. Not all people waiting for a transplant have the same financial resources or social skills to undertake a public campaign. If many recipients take out these types of campaigns and start to solicit for organs through directed donations, it would take away from assuring that the waiting list is followed so that the sickest patient with the greatest possibility for success would be considered first through the allocation process. This is reiterated by Art Caplan a bioethicist at the University of Pennsylvania. He believes that publicity campaigns and public solicitations undercut the ability of the system to get organs to those most in need and those who have the best chance to survive. Given that anShow MoreRelatedcommercialization of organ transplants Essay948 Words   |  4 Pages COMMERCIALIZATION OF ORGAN TRANSPLANTS Student: Patrick Frost Instructor: Professor Edwin Martinez del Rio Business Ethics 309 October 21, 2013 Strayer University COMMERCIALIZATION OF ORGAN TRANSPLANTS Arguments in favor of organ commercialization Commercialization of human organs from consenting adults will lead to an increase in the supply of organs needed for transplants (Kanniyakonil, 2005). The major challenge in hospitals is the lack of organs needed for transplantation toRead MoreOrgan Donations after Death730 Words   |  3 PagesOrgan Donations after Death The process of gift giving is the act in which someone voluntarily offers a present for someone else, without compensation. 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Every year people on the wait list increase in numbers due to lack of organ donation shortages therefore, finding a donor becomes difficult because in order toRead MoreThe Effects Of Unlawful Selling Of Organs Essay1744 Words   |  7 PagesJames Lind ENG-106 Monday, January 18, 2016 Mrs. Brownlee The effects of Unlawful Selling of Organs in America Our current transplant regimen is a qualified failure. Transplant operations have been basically flat for the last eight years. In 2013, over 4300 people died while waiting and about 3000 were permanently removed from the queue because they developed a medical condition that precluded transplant.1 â€Å"Twenty-seven years ago, the average wait for a deceased-donor kidney in the United StatesRead MoreAdvantages Of An Opt Out Organ Donation System1724 Words   |  7 PagesThe advantages and disadvantages of an opt-out organ donation system for 16 years and older in New Zealand. Introduction: Although anyone can donate their organs after death, New Zealand New Zealand’s organ donation rate is considerably lower compared to other courtiers in the world. According Organ Donation New Zealand (2017), there are approximately 550 people on current transplant waiting lists. In 2016 there were 61 donors resulting in approximately 200 transplant operations (ODNZ, 2017). AsRead More How Can We Encourage Organ Donation? Essay1333 Words   |  6 PagesHow Can We Encourage Organ Donation?      Ã‚  Ã‚   Thousands of people die each year in the United States alone waiting for organ transplants. In 1997 the United States Department of Health and Human Services reported that 56,716 people were waiting for hearts, lungs, pancreases, and kidneys. By 1998 this number had increased to 64,423 people waiting (Charatan). The list of those people in need of transplants increases almost twenty percent every year while the number of donors increases only

The Sacred Balance Rediscovering Our Place - 1102 Words

According to an annual Gallup survey, â€Å"Americans are way more worried about water pollution than global warming, air pollution, or other major environmental concerns.† (Loughlin). Drinking polluted water will harm individuals and their families but global warming has not appeared to danger us and so we do not worry about it (Walker). In the article, The Sacred Balance: Rediscovering Our Place in Nature, by David Suzuki, it is indicated that humans have lost interconnectedness with nature. In other words, people have put importance to the more unnecessary things, which are the main causes for us consuming chemicals in food and creating dangerous pollution and diseases. The ignorance of our modernist society faces has led us all to severe problems. One should be more aware of what s happening around us instead of just letting things happen. We must be more cautious so that we can live in a safe environment. Suzuki’s article focuses on how we have forgotten about connecting with the world around us. In the beginning Suzuki starts talking about the future, in which he said, â€Å"all that exists is the present and our memories of what is past, but by crating he notion of a future...† (Suzuki, 62). Our actions of today will shape how our future will be. Which he later talks about how we are one. Suzuki stated, â€Å"In such a world of interconnectedness, every action has consequences, and since we were part of that world, we had a responsibility†¦keep the world in order† (Suzuki, 62). HeShow MoreRelatedNavajo Indians1955 Words   |  8 Pagesways of Happiness and Wisdom. The other is called Enemy way, which is to eliminate ghosts and discourage evil spirits. â€Å"Their way of life is based on a belief that the physical and spiritual world blend together and everything on earth is alive and sacred (thinkquest.org, 2012).† Turquois would be considered a str ong value to the Navajo mainly because it has strong religious significance. They also believe that the first man and women from the holy people used baskets and weaving for ceremonial purposesRead MoreTheology of the Body32011 Words   |  129 Pageswithout reference to his beginning. The proto-Gospel of Gen 3:15 also puts man in the theological perspective of the history of salvation, to the â€Å"redemption of our body† (Rom 8:23), which guarantees the continuity between the hereditary state of man’s sinfulness and his original innocence. This redemption of the body, which agrees with our experience, opens the way for the proper theology of the body. B. Man’s original solitude 1) God said: It is not good that man should be alone; I will makeRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 PagesThese beneficial impacts had an enormous effect in galvanizing fundamental business innovation in companies at a far faster rate than would have been the case if there had been no boom; that is, without those effects, innovation might not have taken place at all. All this business growth has caused increasing complexity in business action and decision making. It has presented chief executive officers (CEOs) and management leaders in all markets and industries with new intricacies in deciding how toRead MoreRastafarian79520 Words   |  319 Pagesincarnate seems patently absurd. 4. It is not clear whether Selassie believed himself to be a God. 5. For Rastas, marijuana, which is illegal in Jamaica, is a sacrament for worship. 6. Rastas regard western society as part of Babylon—a system and a place that is the enemy of the blacks of the world. FOREWORD ix 7. There is still no organized set of doctrines and teachings that constitute Rastafarianism, and no organized Rastafarian church, temple, or worship space exists. 8. There are

Metapath free essay sample

Metapath’s capital structure and rounds of financing Analyze Metapath’s capital structure, in particular the various forms and prices of preferred stock from the multiple rounds of financing. How has this capital structure affected the offer from Robertson Stephens? How would RSC’s participating preferred interact with other tranches of preferred stock? The RSC offer of $11. 75 million is more than Metapath has previously raised in all four rounds combined, so RSC is taking on more risk by offering this much funding. Because RSC will be putting up so much cash, RSC is going to want stricter terms to compensate  them for their risk. In addition, Metapath has a high leverage ratio, which adds on to the risk the equity holders are exposed to. Therefore, RSC is proposing a participating convertible preferred stock instrument which allows them to achieve higher payoffs in the upside while still eliminating their downside risk. Additionally, the latest ound of financing (Series D) received the best terms because of the amount of money that was raised. RSC knows that because they are raising even more money than Series D, they should be able to get even better terms than Series D as well. RSC’s participating preferred would not really have any effect on the other tranches of preferred stock except in the case of liquidation. Because RSC has liquidity preference in the event of a sale, if there is a sale then RSC (Series E) will get paid first. RSC will receive the face value and still have the right to participate in further considerations as if RSC had converted into ommon stock. Series A, B, C, and D will only receive their individual percentage of the value that remains after RSC’s liquidity preference has been paid out. Question 2. RSC offer How do you analyze the RSC offer? In particular, what is the value of the participating preferred feature to the RSC syndicate? What are the risks to the Metapath shareholders if the board accepts the RSC offer? Even though the company has only projected its activity one quarter forward, is it possible to assess the reasonableness of the valuation? In order to find the value of the participating preferred feature to the RSC syndicate, we sed the Black- ­? Scholes formula to find the value of the participating preferred option and the value of just a regular preferred convertible option. We then subtracted the value of the convertible option from the value of the participating preferred option. We believe that the value of the participating preferred feature to RSC is worth approximately $4. 29 million (See Appendix 1). One of the main risks of the financing proposed by RSC is that this deal would dilute Metapath’s original shares significantly if a sale occurs in the future. If Metapath Software accepts the RSC offer, one of the main risks to the other hareholders is that in the case of liquidation, RSC will have liquidation preference and receive the amount of money the put in as well as 13. 4% of the remaining value of Metapath. However, other shareholders will get less than they would if RSC did not have a participating preferred feature. Also if the RSC offer is accepted, RSC would essentially get to add another person to the Board of Directors. This allows RSC to have even more control beyond their equity stake. Regarding the reasonableness of RSCs valuation of Metapath, the numbers would be far more reasonable had they looked at more than one forecasted quarter. However, an accurate forecast for such a volatile small- ­? cap tech company is hard to come up with, for which the valuation would not be much more accurate had they forecasted more quarters. Given Metapaths high growth prospects it appears that the valuation is reasonable, but it is hard to confirm its accuracy with the small amount of information provided. 3. CellTech offer Is the CellTech offer reasonable? How should the Metapath board view the CellTech stock? What are the risks for the Metapath shareholders if the board accepts the CellTech offer? CellTech is proposing a strategic merger between CellTech and Metapath nd offering essentially 32% of the merged company to Metapath. From Metapath’s point of view, this is a very attractive offer due to the short- ­? term liquidity that it would provide, as CellTech is valuing Metapath at 115 million, while RCS only valued them at 76 million. In other words, CellTech is valuing Metapath nearly $25 million more than RSC is valuing the software company. The Metapath board should understand that because CellTech went public only a couple of months ago, it will be even more difficult to determine how the stock of the merged company will perform in the future. Also, the board should take into ccount the one board member who was an investor in CellTech and has mixed opinions about the company. Even though analysts seem to be bullish on CellTech stock, the Metapath board members need to take the reports with a grain of salt. According to Hansen and his board, CellTech’s growth prospects are much lower and more uncertain than Metapath’s, so CellTech believing Metapath is only worth around 30% of their total capitalization should not seem justifiable to Hansen. If the board accepts CellTech’s offer, one of the biggest risks for the shareholders is that CellTech’s stock could tank and they could ultimately end p with stock that is worth basically nothing. Additionally, all of the CellTech’s stock would be worth the same. So the investors in Series D will probably be pretty angry that they have the same stock as Series A, B, and C. Lastly even though the CellTech deal itself will not dilute shareholders ownership, the Metapath shareholders will no longer be protected from dilution after the deal happens. CellTech could engage in other actions that would dilute shareholders ownership. Therefore, although the offer appears reasonable at first given how much short- ­? term liquidity it would provide, Metapath would be resigning ontrol of the company to CellTech and diminishing its long- ­? term growth prospects. Despite the $25 million more that Metapath would get now, it sacrifices too much by accepting it to deem it reasonable. However, the lack of information with which the valuation of the company was done makes it hard to assess the legitimacy of the quantitative back- ­? up. Question 4. Conclusion If you were on the Metapath board, which option would you support? If we were in the Metapath board we would support the RSC offer. As shown by the diagram depicted in the following page, the CellTech offer is riskier, which increases the downside or investors. On one hand, the CellTech offer would provide short- ­? term liquidity, something very attractive to Metapath at this point, as it is quickly utilizing all of its cash to grow. However, it takes away the control of the company, the large growth prospects, and exposes Metapath to the risk of the merged companys stock tanking. There is no guarantee that CellTechs stock will keep growing, and while the RSC offer provides less short- ­? term liquidity, it makes more sense long- ­? term. 2 CellTech Pros -Well-priced, short term liquidity (of 115M as opposed to the 76M offered by RSC). Operational benefits: CellTech already has established sales and marketing infrastructure. ] CellTechs engineers could be useful to Metapaths development group. AB investors would gain a higher return than CD investors because of the extra common stock shares of the initial investment terms (only if stock doesnt tank). CellTech Cons Cell Techs stock could tank after the merger. Metapath would no longer be an independent company, which would lower its growth potential. The seniority of the diferent financing rounds would disappear (AB hurt). Questionable prospects: weak past performance, as shown by their income tatement and short public record. Only offering 30% of total capitalization despite growth prospects. RSC Pros Metapath gets to remain an independent company, maintain growth prospects. Anti dillution clauses for A-D still intact in the event of an IPO.

Virgin Blue Holdings Change Management

Executive Summary In the recent past, organisations have embraced change management as a way of increasing productivity when faced with economic, social, technological, or environmental challenges.Advertising We will write a custom report sample on Virgin Blue Holdings Change Management specifically for you for only $16.05 $11/page Learn More To assess the effectiveness of change management, this report delves into an analysis of drivers of organizational change at the Virgin Blue Holdings, as well as the barriers it may face in the change management process, including the management barrier, vision barrier, and the resource barrier. More so, through a review of literature, the report underscores diverse models used in change management, including procedural model, Kotter’s model, and EFQM Excellence model, with a view of finding out the most viable change management theory that should be adopted by the Virgin Blue Holdings. As such, this report r ecommends the procedural model over other change management models by demonstrating its effectiveness through analysing the stages involved in the process. This indicates that an effective change management strategy should address each phase separately, as this helps to highlight the barriers to organisational change, as well as to provide recommendation for improving the change management process. This report brings to light the rationale behind adopting change management as a viable managerial practice. Introduction Change management is a critical tool to human resource managers, as it persuades and enables workers to accept new ideas, values, technologies, processes and administration. Change in the workplace is inevitable as changes in environmental, technological, economic, social, as well as the legal factors make businesses constantly apply new technologies, upgrade systems, and change their management practices in an effort to improve productivity.Advertising Looking fo r report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This change is normally faced with many challenges, and key among them include realignment of human resources and redeployment of capital resources (Kanter 2003, p.237). Thus, change management is an indispensable process that facilitates acceptance of new ideas, values, technologies, processes, and administration, and its participation should include all the staff members as well as the stakeholders (Saka 2003). It is from this perspective that the field of change management has been evolving over the years to ensure that all employees embrace change within the organisational settings. This paper will provide a report on the case study of the â€Å"Virgin Blue Holdings† to give an informed review of change management models and theories and their effectiveness. It will begin with analysing the drivers of organisational changes and proceed to evaluate the model s and theories necessary for an effective change process. Analysis Of Drivers Of Organisational Change At The Virgin Blue Holdings Despite the fact that many organisations resist changes during the initial stages and find it expensive to implement, a number of aspects force them to make operational changes. Thus, an organisation can be forced to adopt relevant changes when its alters its mission statement; when its products / services become obsolete due to technological factors, among other factors; or when it is faced with a stiff competition that can only be conquered through a merger (Gebauer, Fischer, Fleisch 2010). One of the most important drivers of organisational change is when companies fail to achieve financial targets. This makes them evaluate their business objectives and processes in a bid to avert the crisis. The Virgin Blue Holdings reports a 62% decline in the net profits, a profit margin that is below the target level.Advertising We will write a custom report sample on Virgin Blue Holdings Change Management specifically for you for only $16.05 $11/page Learn More This portrays that the company is experiencing an inadequate financial performance, thus necessitating change in its business operations. The decline can be attributed to strong competitive forces, making it attain only 10% of the market share. And since the Virgin Blue Holdings wants to attain a competitive advantage, it has been forced to adopt a move that cannot be overemphasized: restructuring its business operations to match the dynamic trends. Thus, extreme competition is a driver to organisational change as it forces some organisations to change their objectives and strategies. In this regard, the Virgin Blue Holdings has made an endeavor to change its objectives and strategies by making sure that it takes the necessary steps that aim at including the corporate travelers, besides the leisure travelers, as part of its market share. Its change mana gement approach stems from the fact that companies that understand and address the ever-increasing demands of their customers are major competitors than the companies that neglect the rising trends, as this reduces their chances of facing a diminishing market share (Gebauer, Fischer, Fleisch 2010). Moreover, it is imperative to note that businesses should not only adapt to organisational changes due to technological innovations but also due to peoples’ attitudes and social behavior affecting them (Penger et al. 2007). In this regard, the Virgin Blue Holdings is required to acquire a profound understanding of the social factors that may affect productivity of the company by trying to understand the current demand of the employees. More so, companies should create social relations and collaborate with other companies’ practices that are in line with its change strategy. And it is for this reason that the Virgin Blue Holdings has taken the initiative of benchmarking its uniform with a popular fashion industry, which is commonly known as the Project Runway.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Additionally, when a product reaches the end of its product life cycle, companies are forced either to cut the operating costs of the product in question or to introduce another product in the market. This is evident in the Virgin Blue Holdings as it seeks to introduce Airbus A330 aircraft to operate between Sydney and Perth. This aircraft is expected to present a new product in the market by introducing a new business class cabin and a â€Å"superior economy class.† Companies can also be forced to change their management system as they seek to cut costs that prove to be detrimental to the company’s profit. This is normally achieved by collaborating with other companies in the field. At this stage, some companies take the approach of partnering with existing competitors, and this, in turn, facilitates structural changes to company’s business processes through teams that help to sustain performance. To cut excessive costs, the Virgin Blue Holdings has taken the i nitiative of collaborating with the Skywest, and this provides it with an opportunity of flying the Turboprop aircraft to regional routes. However, such kind of a partnership is characterised by redundancy or threats to organizational culture, and this elicits organisational changes due to differences emanating from divergent views of management practices and cultural values of two different companies as they seek common ground (Kanter 2003, p.253). Thus, an effective change management process is required to bring this to fruition. In a bid to adopt an effective change management process, it is paramount to analyse a number of challenges that the Virgin Blue Holdings may face in the process. Barriers To The Organisational Change While managing organisational changes, it is paramount to establish whether the new paradigm is acceptable to all members of the team because this facilitates implementation of a viable framework to counter the organisational change barriers, which include t he management barrier, vision barrier, and the resource barrier. These barriers emanate from inadequate requirement planning, failure to consult the affected members, and inadequate training (Coram Burnes 2011). Because of this, sufficient justification and education should be put in place to realign individuals with the new company’s direction, since the move of coming up with new strategic changes may not be fully embraced by the employees as well as other stakeholder. Nevertheless, change agents, which involve managing employees’ attitudes, can assist with the changing process despite the fact that not all agents are acknowledged in change management. For case in point, while the Virgin Blue Holdings has taken the initiative of collaborating with Skywest, some staff members of the Virgin Blue Holdings may not appreciate the move since it may raise discomfort, which normally emanates from working with an organisation that has been considered as a rival over the year s. Organisational changes present an organisation with a new mission and vision statement, making the employees attain new job specifications. The employees may tend to resist these changes after realising that the move will necessitate additional skills, which they may lack at the time of the change implementation (Coram Burnes 2011). In such a case, the organisational barrier emanates from failure to plan adequately and ignoring the affected employees, who, in turn, affect the rest of the employees within the organisation. Additionally, inadequate training serves as a barrier to organisational changes. For case in point, many employees are offered basic skills in computer software operation with a view of increasing their proficiency in computer operations. However, this does not always provide them with an opportunity to handle logistics involved with the new line of business operation. Thus, the Virgin Blue Holdings should ensure that it provides formal training required to han dle the new line of business, namely, the new airport lounges and the business class products. Techniques, Theories, And Models Of Change Management A vast majority of organisations are faced with a dilemma when it comes to managing change. This has necessitated an analysis of change management models to underscore the prime factors that should be considered in order to achieve the change process successfully. Some models are designed in such a way that they are in a position of addressing a number of barriers, including decision phase barriers, preparation phase barriers, design phase barriers, and implementation phase barriers. It is from this perspective that a number of change management models have emerged in order to counter the challenges faced with the overall change management process. Diefenbach (2007) affirms that an effective change management technique should entail analysing the change process using a number of dimensions, with the first dimension emphasizing on the es sence and the extent of change. The changes are then arranged in sequence in an effort to differentiate the reactive from the anticipated change. The procedural model, according to Cameron and Green (2009, p.124), defines organisational change as evolutionary, meaning that changes continuously evolve from one department to the next, while the EFQM Excellence model puts more emphasis on evaluating as well as aligning a company in an effort to meet the expected quality after the change process takes effect. And while the procedural model compares with the Kotter’s model in the sense that both operate under the platform of sequential procedure, the procedural model is flexible in that it is able to react positively to unexpected changes emanating from environmental factors affecting an organisation (Cameron Green 2009, p.127). With this in mind, the Virgin Blue Holdings can adopt the procedural model to achieve the desired change effectively. Developing And Implementing A Chang e Management Strategy Given that business strategies are built around innovation, flexibility, speed, customer service, affordable quality, and competitive advantage, developing and implementing an organisational change strategy for Virgin Blue Holdings requires the key decisions to be guided by a set of organisational values and culture. Although the role of top executives is important in sustaining transformation in the firm, the overall participation of all shareholders occupies a central place in this model. Such shareholders include the government, union managers, employees, line managers and top executives. The principles guiding the change process using the procedural model are divided into five phases, namely, the decision, preparation, design, implementation, and, finally, reinforcing changes phase. These phases are discussed below in turn. The Decision Phase Effective development of strategic change can only be achieved when a company defines the factors that affect its pr oductivity (Self Schraeder 2009). In this regard, the clients, society, government policies, competitors, as well as the environment affect the Virgin Blue Holdings’ productivity as it seeks to come up with new airport lounges, new uniforms, as well as a new business class. Thus, this phase entails taking a decision that would enable it cope with dynamic changes of business process in order to be in a position of coordinating its business operations for the next strategic period. Developing strategic changes starts with making decision on the intended nature of change. The challenge with decision-making, however, may create an assumption that the managers are in a position of predicting the future. The employees, in contrast, may express doubts towards the success of the new strategic change. However, a detailed description of how this model works and what it encompasses can be made possible by carrying out a critical analysis of its strong and weak points and the opportunit ies and threats that it presents in the management of change in the workplace. In doing so, the Virgin Blue Holdings acquires sufficient knowledge that would help to prioritise alternatives as well attract change through creating a positive attitude to the employees as they handle the new line of business (Proctor Doukakis 2003). The Preparation Phase Managers involved in the strategic change are increasingly required to demonstrate the ability to contribute to the overall welfare of their organisations. As such, they should strive to participate in the accomplishments of the organisation’s objectives and visions. Thus, they should not only focus on their departments but should engage in an increased cooperation with the in-line managers. More so, they should display a wide range of knowledge on how to effectively design work systems that encourage organisations’ success. In addition to this, a good preparation phase calls for effective communication skills. This stem s from the fact that effective communication facilitates reaching a point of consensus with the employees while planning and designing the organisational changes. More so, communication explicitly analyses the barriers to organisational changes in the event where the employees share their opinions regarding the proposed changes. This, in turn, helps to reduce employees’ resistance to organisational changes (Lewis 2011, p. 56). However, in order for communication to achieve its objectives in the organisation change process, it must be done face-to-face and through the company’s website. In the face-to-face interviews, the managers should ensure validity in the communication process in order to avoid biased opinions from the employees. And while using the company’s website, the managers should use an ordinary computer since a new computer model may end up scaring some workers who are not accustomed to it. The preparation phase should also include the affected memb ers who may be displaced due to adoption of new line of business operations. Effective communication with the affected members should be carried out in a manner that does not affect the other employees’ attitude towards change. This stems from the fact that employee dissatisfaction and resistance to change could only be countered if the strategic changes of the organisation are well understood and accepted by all, including the affected members (Proctor Doukakis 2003). The Design Phase This is the stage where the organisational managers meet with the employees for discussion on the planning of the change process. The managers define the behaviours and competencies expected of the employees and the target on what the employees are expected to achieve over a given period of time. Thus, this phase entails motivating and empowering the employees towards achieving the set target, and it can be achieved by introduction new technologies and products in a timely manner. The Virgin B lue Holdings has designed its strategic change by defining ways in which it is expecting to achieve its objects, such as penetrating pricing and new marketing campaigns, in a manner that takes into account the time intervals and deadlines under which the strategy is expected to achieve its purpose. In doing so, the Virgin Blue Holdings is in a position of identifying change constrains before implementing the subsequent strategic changes, as well as managing the change process effectively due to timely distribution of cost of the change process (Cameron Green 2009). The Implementation Phase In this phase, the organisation defines the changes and the time the company would take to adopt the changes effectively. Thus, the implementation phase monitors the deadlines and the expected target adopted in the design phase. This target definition is vital since it helps the management to assess whether the intended changes have been achieved. More so, the implementation phase should address all the disciplines within an organisational setting, with each head of department taking the role of controlling, monitoring, and ensuring that the changes are in line with the set boundaries (Cameron Green 2009). This is paramount because, even with high sense of vision and direction, it is very risky for one individual to take the lead in large-scale organisational changes. The Reinforcing Changes Phase It is imperative to mention that change management process should be designed in such a way that it is able to assess whether the changes adopted are valid and congruent with the company’s culture (Coram Burnes 2001). Additionally, this phase should be used to establish other environmental or social factors that may further lead to a subsequent development of mission and vision statements. This phase is paramount because it manages information regarding the change process in the implementation phase, including the employee’s attitude towards change, and forms a goo d background for implementing an effective change process in future. Conclusion This report has clearly analysed and developed change strategies that could be considered by the Virgin Blue Holdings in order for it to survive and prosper. With the tensions and uncertainty faced by organisation while adapting to innovations, it is advisable that the Virgin Blue Holdings adopts an appropriate change model and strategy that would allow it deal with such threats. This report has underscored the barriers to organisational changes, including management barrier, vision barrier, and resource barrier, and has recommended the procedural model for the Virgin Blue Holdings change management process since it seeks to manage the change by monitoring closely the five phases of the change process in a sequential order. List of References Cameron, E Green, M 2009, Making sense of change management: A complete guide to the models, tools techniques of organizational change, Kogan Page, London. Coram, R Burnes, B 2001, ‘Managing organizational change in the public sector: Lessons from the privatisation of the Property Service Agency’, The International Journal of Public Sector Management, Vol.14 no.2, pp. 94-110. Diefenbach, T 2007, ‘The managerialistic ideology of organisational change management’, Journal of Organizational Change Management, Vol. 20 no.1, pp.126–144. Gebauer, H, Fischer, T, Fleisch, E 2010, ‘Exploring the interrelationship among patterns of service strategy changes and organizational design elements’, Journal of Service Management, Vol. 21 no.1, pp.103 – 129. Kanter, R 2003, The Challenge of organizational change: How companies experience it and leaders guide it, Free Press, New York. 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