...Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 0 9 8 7 6 5 ISBN 0-07-249680-0 Editorial director: John E. Biernat Senior sponsoring editor: Kelly H. Lowery Editorial assistant: Kirsten L. Guidero Executive marketing manager: Ellen Cleary Senior project manager: Lori Koetters Production supervisor: Debra R. Sylvester Design coordinator: Cara David...
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...Audience Analysis Paper COM/285 R. Gary Lee Audience Analysis Paper The art of communicating is something that must be mastered when delivering results to an audience. To communicate effectively there are several factors that must be considered, and the mastery of knowing your audience determines how effective you are in communicating. If, you are charged with the task of “present[ing] quarterly sales information at an in-person meeting to a group of stakeholders, including managers, salespeople, and customers” (COM/285 Syllabus, 2010, p. 8), how do you convey this information? Communication must always be designed with the audience to which you are communicating in mind (COM/285 Syllabus, 2010, p. 8). You must consider the characteristics of the audience, the channels used when communicating, the diversity of the group being communicated to, and by lastly determining how effective the communication was to that group. The characteristics of the shareholders must be considered when communicating sales information. Each, the managers, the salespeople, and the customers have a different stake in the information that is being presented. The information, whether it is positive or negative, affects each group in a different way. The information communicated will help the managers determine if they are leading their teams productively, or of they need to increase or change efforts. The sales results for the quarter also affect the salespeople similarly, it will determine...
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...HRM-587 Course Project Part 4: Communicating the Change Date: 2/17/13 Communicating the Change Introduction: Communication is generally known as the glue that holds organizations together. It is the way we share information, ideas, goals, directions, expectations, feelings, and emotions in the context of organized action. The change strategy for communicating the necessary changes made by Apple during the integration of iPod and iTunes business unit and the subsequent vision that kept the company flexible to remain competitive, is inherent in its ability to handle communication at all levels. The CEO’s vision provides clear direction for all the business units working together to meet shareholder expectations and at the same time provide value to their customers and employees. The organization works for the mission. Apple understands the importance of being continuously innovative with a vast and loyal army of Apple fanatics behind it to regularly come up with new products like iPad. (A) The communication plan grid is a separate document (B) ONE of the communication pieces: Debut a brand new product with a summary of the company's milestones “Apple followed its usual script for the new iPhone's coming-out party. Apple CEO Tim Cook, kicked off the festivities before an audience of reporters, bloggers, applications developers …” (MICHAEL LIEDTKE and PETER SVENSSON) The following script was created from a series of Apple’s communication strategy: We desire to continue...
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...Chapter 10 Strategies for Communicating Change Learning Objectives On completion of this chapter you should be able to: • Identify communication strategies appropriate to different images of managing change. • Appreciate a variety of strategies involved in communicating change. • Identify key elements involved in the communication process. • Describe appropriate communication strategies for announcing organizational change. • Understand how successful communication processes will vary depending on the stage and type of organizational change. Chapter Summary The way change is communicated is central to its success. Many problems can disturb the process of communication – message overload, message distortion and message ambiguity. Language, power, gender and emotion can also impact the communication of change. How change managers perceive their role in communicating change will vary; for example, their ability to shape rather than control information about the change will vary depending on their image of managing change. This chapter outlines the variety of strategies that managers can use to communicate change including contingency approaches. It explores dilemmas underlying different change communication strategies such as whether you can communicate too much, how the strategy is linked to the type of change and the phases of a change and whether the strategy acts to “get the word out” or to get “buy-in.” Finally, it discusses...
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...intersect investments Running head: GAP ANALYSIS: INTERSECT INVESTMENTS Gap Analysis: Intersect Investments David Green University of Phoenix Gap Analysis: Intersect Investments The troubles of September 11, 2001 have caused turmoil in the investment community, and Intersect Investments is one of those firms looking to improve their company. The industry has been affected by constant change, and for a company to stay profitable they will need to make change’s to cope with the ever-changing financial industry. Many firms have been losing customers due to lack of trust, and Intersect has been among these companies. Frank Jeffers the CEO of Intersect is aware of the problems and he is trying to make the changes necessary for Intersect to survive. Frank has identified the new vision that the company needs to take to increase profits, and retain customers. Frank’s vision includes offering a wide range of products and services for small businesses and consumers using the customer intimacy model. Frank believes that the intimacy model will result in long-term relationships with the customers, and this is due to the inclusion of trust and value as a part of the intimacy model. For Intersect to be successful, the company needs to identify the issues and the opportunities facing the company. Intersect also needs identify the problems, and ethical dilemmas that they are facing now. The following analysis will help to identify these issues as well as show the end goals...
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...integral part of risk analysis and an inseparable element of the Risk Management Framework (RMF). Risk communication helps to provide timely, relevant and accurate information to, and obtain information from, members of the risk analysis team and external stakeholders, in order to improve knowledge about the nature and effects of a specific food safety risk. Successful risk communication is a prerequisite for effective risk management and risk assessment. It contributes to transparency of the risk analysis process and promotes broader understanding and acceptance of risk management decisions. Risk communication is defined as an interactive exchange of information and opinions throughout the risk analysis process concerning risk, risk-related factors and risk perceptions among risk assessors, risk managers, consumers, industry, the academic community and other interested parties, including the explanation of risk assessment findings and the basis of risk management decisions (Codex Alimentarius Commission). The risk communication process Risk communication can be difficult to do well. It requires specialized skills and training, to which not all food safety officials have had access. It also requires extensive planning, strategic thinking and dedication of resources to carry out. Since risk communication is the newest of the three components of risk analysis to have been conceptualized as a distinct discipline, it often is the least familiar element of risk analysis practitioners...
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...Program Course Outline Course Name: Managing Organizational Change Course Number: 44252 Instructor: Dr. Mahdieh Mahdavinia E-mail: mmahdavinia@alumni.utoronto.ca Semester: Fall term, 1389-1390 Class Time: Wednesdays: 8:30 am – 12:30 pm Room: 4 Meeting Hours: Before the class by appointment COURSE OBJECTIVES This course makes an enquiry into the field of organization change. Identifying the need for change, framing the problems/issues, influencing the choice of what to do, and implementing the changes with minimal negative reaction are key managerial skills, especially in these increasingly turbulent times. The course will provide: - An overview of change management processes and types of changes - A knowledge of the drivers of change - Models of improving and rebuilding organizations - A variety of factors which affect successful change management - Some live stories of organizational change efforts - An opportunity for the students to frame their own orientation to change management COURSE REQUIREMENTS The course grade will be based on: Group Assignment (30%) Individual Assignments (20%) Final Exam: Case + Test (40%) Participation (10%) Group Assignment A. Analyze and present the case study of organizational change that is assigned to your group. This assignment is intended to provide an opportunity to analyze an actual change process through a systematic and concrete application of the theories...
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...Carl Robbins Case Analysis - Revision Bernard T. Mitchell II COMM/215 July 14, 2014 Apryl Motley Carl Robbins Case Analysis - Revision * Introduction * The inexperience skill set of the recruiter highlighted many areas within the ABC Inc. that need immediate attention. Drawbacks of communication within the organization are evident; however, there are other components that need to be considered. This case study analysis will provide the key components that contributed to the failure of Carl’s 1st recruitment effort. This case study will also review and provide recommendations of the key components: Communication, Organizational Culture, and Transparency. Background * In this case, Carl Robins is facing a few challenges reaching the goals, set by the company, during this process of hiring the most qualified candidates for available positions within the organization. Unfortunately, this is Carl’s first recruitment of new hires, and it has spiraled out of control causing the stalling in the hiring process. As a recruiter who does not have variety of experience with the operations and policies of the organization, this has remained a great challenge. * Research of the recruitment process shows that most personnel managers increase their standing within an organization by maintaining control over staffing procedures in the name of efficiency and fairness (Marsden, P. V. 1994). In most cases, the recruiters take the time to adapt to the new organizational...
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...organizations who are indirectly affected by an organization's actions. * Key stakeholders: (who can also belong to the first two groups) have significant influence upon or importance within an organization. Stakeholder analysis is a term that refers to the action of analyzing the attitudes of stakeholders towards something such as a project. It is frequently used during the preparation phase of a project to assess the attitudes of the stakeholders regarding the potential changes. Stakeholder analysis can be done once or on a regular basis to track changes in stakeholder attitudes. Stakeholder analysis is a process of systematically gathering and analyzing qualitative Information to determine whose interests should be taken into account when developing and implementing a project. [Citation needed] Stakeholder analysis in conflict resolution, project management, and business administration, is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them. This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action. Stakeholder analysis is a key part of management. It has the goal of...
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...Functions of Management Ethan Management Theory, Practice and Application ****************** 23 August 2010 Functions of management. Management is one of the most crucial human activities that have become an integral component of our society. The functions of management have been studied since 1100 B.C. when they were founded by the Chinese. Since then, the field of management has developed with Henry Fayol, a French industrialist proposing that all managers in an organization perform four key functions: organizing, planning, controlling, and leading. Today, managers are faced with complicated tasks as a result of the enlargement of organizations and the focus on team effort. This paper seeks to discuss the four functions of management in relation to our organization that deals with the assembly and sale of motor vehicles. Planning. Planning can be defined as the process of laying down performance goals and establishing the appropriate actions that can be taken to achieve these goals. In planning, the activities that are performed include assessing the present situation, determining objectives, forecasting the future, selecting business and corporate strategies, and identifying the resources required to achieve the goals of an organization. Planning has four main elements; resources, actions, objectives, and implementation (Singh, 2004). These elements enable an organization to achieve its goals. Planning also enables managers to choose...
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...ORGANIZATIONAL CHANGE (HRM 587) GUIDED BY: MISS SCHANTA REOAUX-SMITH Name: Manali Shah Student ID: D40000679 ABSTRACT:- The purpose of this project is to deliver information about two different companies and discuss the changes the companies had in last few years. Such information will help us in analysing the changes the company went through which helped the company to grow or which made it go in loss. Also by thorough analysis and detailed review a comparison, the project demands a comparison of the change in two different companies. This way the project will help us to understand the concept of the course “Managing Organizational Changes“ NAME OF THE COMPANIES:- The companies that will be discussed in this project are: 1. Nokia 2. Samsung WHY DO I FIND THIS TOPIC INTERESTING? The project emphasize in learning the organizational changes and analysing the impact they create in the development of their companies. Nokia and Samsung mobiles are well known world-wide. But what I find interesting is what made these companies bigger. Nokia, as we all know was a leading mobile company, has lost its position in the market. Samsung, which was well known as an electronics and home appliance company, catches up with Nokia in the mobile market. So the study of the change these organizations implemented in their company is an interesting thing to learn. And also the study of comparison of what change made Nokia...
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...Syllabus Course Syllabus | | Print This Page | | | Course Text | | Managing Organizational Change: A multiple perspectives approach 2nd Edition by Ian Palmer, Richard Dunford and Gib Akin © 2009, The McGraw-Hill Companies | First Time Using VitalSource?Step 1: View the VitalSource Video Step 2: Register with VitalSource Bookshelf Online 1. Select the "eBooks" tab at the top of the window. 2. Select the cover of your eBook. A new window will open. 3. Check the box next to "Accept license agreement" and click "Continue." Bookshelf Online will open. Step 3: Access the Desktop and Mobile Versions You must complete Step 2 prior to using the desktop or mobile versions. >> Complete Instructions | Already Registered? 3 Ways to Access Your eBooks Online 1. Select the "eBooks" tab at the top of the window. 2. Select your eBook. Bookshelf Online will open. | Desktop Download your eBooks and use them whether you're connected to the Internet or not. >> Learn More | | Mobile Download the app and get your eBooks on your iPhone, iPad, or Android device. >> Learn More | | | To find out more about VitalSource Bookshelf, check out the VitalSource FAQ. | | | | Course Description | This course addresses concepts and techniques required to successfully implement change across an organization. Coursework focuses on identifying an organization’s vision as well as opportunities that can align the vision with the organization’s...
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...Projections & Forecasts - modeling • Market analysis & information gathering Monitoring: Compares the bookkeeping & reporting to the budget and forecast. Compliance Federal & State Income & Franchise Returns • Payroll & Payroll taxes • Real Estate Tax • Sales Tax • Financing Sources Advising & communicating Financing for growth -equity -debt -cash flow • Systems development • Wealth creation & retention Communicating your financial plans to: - investors - lenders - customers - other advisors The accountant evaluates records drawn up by the bookkeeper and shows the results of this investigation as losses and gains, leakages, economies, or changes in value, so as to reveal the progress or failures of the business and also its future limitations and possibilities. Accountants must also be able to draw up a set of financial records and prescribe the system of accounts that will most easily give the desired information; they must be capable of arriving at a comprehensive view of the economic and the legal aspects of a business, envisaging the effect of every sort of transaction on the profit-and-loss statement; and they must recognize and classify all other factors that enter into the determination of the true condition of the business (e.g., statistics or memoranda relating to production; properties and financial records representing investments, expenditures, receipts, fiscal changes, and present standing). Cost accounting shows...
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...Kushnerova Maria M-503 Managing for productivity Precis Managing for productivity is the same as effective management in every other context. Achieving consistent, high productivity involves every management function and the linking processes of communicating, decision making, and leading. Productivity is the measure of how specified resources are managed to accomplish timely objectives stated in terms of quantity and quality. Productivity-Oriented Mission and Objectives. An organization cannot be productive if it does not determine what its intended customers really need in relation to the outputs the organization is capable of producing. This means that the strategic planning process has to include a systematic analysis of market, competition, and the relative strength of the organization. Long-term Planning for Productivity. A long-term perspective is vital to sustained productivity growth because it is common for productivity to decline temporarily for reasons that have no bearing on the effectiveness of an improvement program. Integrated Productivity Planning. Formal planning for productivity is felt throughout the management process. It facilitates motivating people to perform in ways that contribute to productivity by clarifying what the organization wants and by setting a basis for tying rewards to productivity. Naturally, planning for productivity is the basis for controlling for productivity. Organizing for productivity. The organizing process is the...
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...unrealistic expectations and timeframes * Lack of proper management 2. What were the points of alignment and misalignment between the Information Systems Strategy and the FBI organization? Regarding the alignment and misalignment it is clearly mentioned that the FBI needs to change its culture and gain trust in technology and its potential. They had to become centralized and move from a decentralized “amalgam of 56 field offices” to an integrated global operation capable to share information in real-time. Introducing “Trilogy” it would have been possible to do so by providing to all units 30,000 desktop PCs, communicating over high-bandwidth networks interconnected to all FBI locations globally, using “VCF” web-based processes, if VCF has succeeded. But now, with the “Sentinel” project there is a clearer approach, establishing a portfolio management plan to cover all the IT projects and also designing an IT Architecture that will lay out standards for a global-wide IS, and reorganizing the IT Governance. 3. What do you think of the CIO’s final comment about how to change attitudes? Do you think it will work? Why or why not? Regarding the final comment, I believe it will work. If the workers want to change their attitude, culture and old-way of working with filing paper case files they must truly see the potential of technology and IT and how this can make...
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