...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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...Managing Organizational Change Executive Summary The Centers for Disease Control and Prevention’s mission is “collaborating to create the expertise, information, and tools that people and communities need to protect their health – through health promotion, prevention of disease, injury and disability, and preparedness for new health threats” (Timony, 2001). CDC seeks to accomplish its mission by working with partners throughout the nation and the world to monitor health, detect and investigate health problems, conduct research to enhance prevention, develop and advocate sound public health policies, implement prevention strategies, promote healthy behaviors, foster safe and healthful environments, provide leadership and training. The vision of Centers for Disease Control and Prevention is “Health Protection…Health Equity”. Their core values includes: accountability, respect, and integrity. The Centers for Disease Control and Prevention - a large federal department that employs mass number of employees coming from various regions of the United States, believes that the very reason why a great deal of attention is given to changes is that changes can affect each individual in the organization, the organization and the environment as a whole if not properly addressed. According to the department secretary, once change is inevitable in an organization, all the rules, the culture, the policies, and the programs that have been built over time would be disrupted and could create...
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...Economics MBA 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...
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...Managing Organizational Change 1 Managing Organizational Change HRM 587 1 Managing Organizational Change Proposal For my topic, I will examine cultural changes within Ford Motors and Toyota from their inception to current day and their impact on company performance. Ford Motors was 2 established earlier than Toyota and was a driving force for innovation in the automotive industry. Post World War II Toyota built on Fords early concepts and took innovation and efficiency to new levels in the decades that followed. Henry Ford founded Ford Motors; early on they focused on process and developed the Ford System. “They took all the elements of a manufacturing system - - people, machines, tooling, and products - - and arranged them in a continuous system for manufacturing the Model T automobile.” (Strategos, 2012.) The Ford system focused on improving systems and processes to drive greater productivity and reduce errors. With the advent of labor unions and prosperity, conditions changed, but Ford failed to compensate for these changes. (Strategos, 2012.) Toyota later embraced Fords concepts and built upon them to create the Toyota Production System. Early on Ford focused on systems and process, the Toyota Production System expanded on those concepts by also focusing on people as a key resource. Taiichi Ohno was a key architect of the Toyota Production System and studied the Ford Production System early on. (Mann, D. 2005) I personally find this topic to be extremely...
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...Part II. Introduction. Managing Organizational Change at Comcast Comcast has several successful ventures but continues to struggle with its earned reputation. The magazine, The Consumerist, named Comcast as “the worst company in America” in 2014. Comcast reveals itself as an interesting subject to analyze pertaining to its organizational behavior; in order to understand the management level decisions into which the company is steering. Who is Comcast? Comcast is a publicly traded multinational mass media company that is based in the United States with Philadelphia, Pennsylvania as its headquarters. When it comes to revenue, Comcast is often regarded as the largest company in broadcast, cable and telecommunication industries. It was founded by Ralph Roberts, Daniel Aaron, and Julian Brodsky on June 28, 1963. Presently, the company is being chaired by Brian Roberts, who also serves as the current CEO of the company and is the son of the founder. Michael Angelakis acts as the Vice Chairman with David Chen as Executive VP. The company claims that it operates for business and is rooted into small businesses with 29 regional networks. As a large Internet provider, the company is equipped with 600,000 miles of fiber optics enabling users to have 10 Gbps and is also used for their cable connection (Comcast, 2015). Comcast offers products and services such as cable television, broadband Internet, and television broadcasting with channels such as E! Entertainment Television and NBC...
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...Managing Organizational Change: Introducing the Change It is difficult enough for an organization to make a sudden change like a “second-order change” or “unplanned change” (Greenberg & Baron, 2011, Pg. 558). What about the employees? What is the best way to inform them of the change, get them to accept the change, and keep the parts of the status quo that do not require a radical change? When making a major change, the decision will require an in depth analysis of all aspects of the issue. This will include a determination of the employee acceptance issues mentioned above. Resistance to change is defined in the textbook Behavior in Organizations, tenth edition as, “The tendency for employees to be unwilling to go along with organizational changes based on some combination of individual and organizational barriers” (Greenberg & Baron, 2011, Pg. 568). To resist change is only human, but there are many reasons for resistance to changes in the workplace. Any organization that values its employees and values a positive work environment will make very careful considerations when it comes to understanding how its employees will deal with change. It will recognize that the employees need to feel secure, valued, and informed in order to deal effectively with a major change. When it comes to the security that an employee needs to feel at their workplace change can be very destructive if not introduced correctly. An employee needs “economic security,” that is the knowledge...
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...Organizational Change management for competitiveness edge in Safaricom Kenya limited Introduction: In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They are needed to react quickly to the global revolution while at a local and national level have to keep up with new technology and competition if they want to stay ahead of the game. In an ever-changing global economy, Johnson and Scholes (2003) notes that organizations must find ways for operating by developing new competences as the old advantage and competences gained is quickly eroded owing to environmental changes. Because of the fact that changes are a necessity in private as well as public sector, every organization must change with the environment otherwise, it would become irrelevant. Kotter (2007,p 101) observes that changes in the service institutions arise out of the need for efficiency, economy, effectiveness, performance evaluation ethics and market concerns. Rising demand for services and expectations of quality of those services have placed extreme pressure on managers and their organizations, depicting change as a continuous episode in the life of corporations. This implies that an organization that fails to introduce their planned change successfully pays a high price. Failure leads to loss of market position and credibility with stakeholders as well as decreased morale among management and staff resulting in a de-motivated workforce...
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...DIAGNOSING ACS ORGANIZATIONAL CHANGE 1 Diagnosing ACS Organizational Change ACS Organizational Change | DeVry University Keller Graduate School of ManagementManaging Organizational Change (HRM) 587 | Shunita Rhodes | 5/28/2016 | Abstract I will provide an overview of the Six-Box organizational model and how ACS used this diagnostic tool to develop a framework to understand their purpose, company operations, and future presence. Also, included is a SWOT analysis of ACS change management plans/programs. Diagnosing ACS Organizational Change 2 Table of Contents Diagnostic Model ……..…………………………………………………………………..…3-4 SWOT……………………………………………………………………………………..……4 Resistances of Change …………………………………………………………………...…..5-6 Recommendations……………………………………………………………………………...6 References…………………………………………………………………………….………..7 Diagnosing ACS Organizational Change 3 Star Organizational Model American College of Surgeons (ACS) wanted to evaluate their organizational performance. The evaluation became an important part of putting together a strategic vision for the future of the organization. ACS wanted to ensure they would continue to be a valuable resource to the healthcare field for an additional 100 years to come. “CHANGE” was the only way to be certain this would happen but in order to change ACS would have to diagnose the changes that would needed. A new values model was the change ACS started to implement company wide. The values would change the way...
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...management has evolved throughout the years and the importance of human resources in an organization. This paper will show a correlation of the components associated with the process of recruiting, hiring, evaluating, and compensation of employees. These steps are vital in selecting the right person that will benefit the organization and its objectives. It will also inform the reader of the types of compensations and how organizations make those compensation decisions. Human Resource Management The role of Human Resource Management (HRM) has evolved throughout the years, shifting from personnel department to human resources. The move was part of the effort to recognize the significance of employees as a structural resource. This change was accompanied by a call that allowed human resources to become a strategic partner with leaders of businesses to make critical and significant decisions. The role of the human resource professional has evolved in a way that they are doing more than just routine employment duties. These professionals are skilled with the ability to handle any and all areas of human resources. Human resource management is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human resource deals with many concerns associated with people; such as compensation, hiring, performance appraisals, organization development, safety, wellness, benefits, employee motivation...
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...Week 7 Course Project Raquida Edwards Magras Raquida123@live.com Keller Graduate School of Management Professor Walter Brey October 15, 2015 HRM 594 Introduction In the past and even in current times, workplace issues were very prominent. Some were discriminatory actions against a certain group or person because of age, race, gender, religion, and other characteristics. Some were wrongful acts against the employee or employer. The list just goes on and on. To prevent those things from happening and alleviate the issues, laws were put in place to protect employees and employers. The laws were also put in place to create a safe work environment for everyone. The laws have not completed mitigated the issues, but they have minimized significantly. Many of the laws that are now in place were put in place because of employees and/or employers that went through situations and no law was written to protect them. Laws are now also in place to protect employees when they are not at the workplace for different reasons beyond their control. An example of this is the Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA). This act was put in place to protect service members’ jobs when they have be called up to serve their country. In the past, employers could have terminated the employee, but because of this act, employers must keep the employee’s job for the time they leave until they come back. If the employee’s position is no longer available, for...
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...Chapter 17: Managing Organizational Change and Innovation This chapter discusses what needs to be considered when changing an organization. Some of these changes would be the input and the technological aspect of the business. I retained the most information from this chapter in the section of change agents. There are three agents of change; external, internal and external-internal change agents. External agents of change are temporary. They are used in situations where an organization needs help individual and group behavior. External agents are usually professors or private consultants. Internal agents of change are already apart of the business. They already know how to change an organization. In most cases they are managers who have recently been brought into organization that needs help. External-Internal agents are the combination of both external and internal. An organization uses both approaches to change the problems that have arisen. Question My thought-provoking question is how effective are external and internal change agents? I want to know why because what would be the next step to take to get the company at a good performance level. I know this works in most cases because I have seen it happen. I am just curious. Personal Implication Internal change agents personally affect me the most. My dad is a general manager at Applebee’s and he usually gets sent to stores that have a poor performance. He knows how to run a restaurant successfully. My dad has to...
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...of the oldest national retailer’s, the largest problem they shared was failure to stay current with the changes in trends throughout the years which was ultimately leading to their swift demise. Kmart was successful as a low-cost clothing and home-goods retailer, however once competitors such as Wal-mart and Target entered the game with similar quality products and the same low prices, Kmart took a large hit. In the 1990’s Kmart began opening a variety of ‘Super Kmarts’ that incorporated a larger grocery department that included fresh produce to compete with Wal-mart. In the end, the food retailing strategy was deemed a failure. In January of 2002, Kmart filed for bankruptcy protection after several of their suppliers began withholding deliveries and demanding cash from the retailer (Davies, James, Schindelheim & Valenti, 2002). Edward Lambert gained control of Kmart which lead to an increase in stock value based on Lambert’s previous successes. Kmart stores began closing in regions that were deemed the most unprofitable, and a focus was put on urban areas that were not in Wal-Mart dominant regions (Snavely, 2003) Sears battled similar problems especially in terms of staying current and competitive to large big-box retailers like Wal-Mart. Due to it’s historic image of quality goods and regular pricing, it was becoming difficult to draw in customers even with changes made in store. Just prior to the merger, Sears CEO Alan Lacy began a concept known as ‘Sears Grand’, which...
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...HR07 Managing Change through Organisational Development Assignment No.I Assignment Code: 2013HR07A1 Last Date of Submission: 15th April 2013 Maximum Marks:100 Attempt all the questions. All the questions are compulsory and carry equal marks. Section-A Ques. 1 Explain underlying values and assumptions of OD? Can OD cope with the challenge of managing radical change? Ques. 2 Is the Action Research model of planned change better than Lewin’s changed model? Justify your stand vis-à-vis the short comings of planned change. Ques. 3 OD interventions need to be well planned and structured to promote learning and change. What factors should OD practitioners consider while structuring their interventions? Ques. 4 Discuss the meaning of organizational development. What are the various purposes for which organizational development is used? Section-B Case Study The team leader always comes just as the meeting is scheduled to begin and spreads folders and other materials across one end of the table. Team members leave two chairs on either side of that end of the Table and no one ever sits there. This allows the leader approximately one-third of the table space while the groups sits around the other two-thirds of the table. The team always waits for the leader to express before anyone speaks. The leader often begins with ten minutes review of the progress. The team is assigned the task of collecting data from the manufacturing...
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...Change Initiative Final Project Leading and Managing Through Organizational Change Submitted by: Paul Gagnon 1 Table of Contents Executive Summary ...................................................................................................................... 3 Overview ...................................................................................................................................... 3 Understanding Change ................................................................................................................. 3 Enlisting a Core Change Team ...................................................................................................... 5 Developing and Creating a Vision ................................................................................................ 5 Communicating the Vision ........................................................................................................... 5 Taking Action ................................................................................................................................ 6 Institutionalizing New Approaches .............................................................................................. 7 Future Change Initiative ............................................................................................................... 7 2 Executive Summary The Change Initiative outlined below is one recently undertaken as an organization in ...
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...Managing Organizational Change A comparative and critical analysis of the articles “The work of leadership” by Ronald A. Heifetz and Donald L. Laurie and “Leading change: Why transformation efforts fail” by John P. Kotter Introduction Organizations operate in an increasingly complex and dynamic environment, where change occurs continuously. The automotive industry, the health care and biotech industry, financial services, telecommunication and media companies, commodities manufacturers and internet companies have nothing in common but the need to face profound and dramatic change to stay competitive in today’s business world. This context poses a serious challenge to the management of all the existing organizations, that is the need to manage change well in order to achieve long-term success in the transformation processes. Indeed, transformations are perceived to be critical for organizational success and achievement of sustainable competitive advantage. Successful transformations, however, require leadership. Indeed, any change process requires the creation of a new vision and a new set of rules that has to be eventually institutionalized and rooted in social norms, and shared values of the organization: leaders, not managers (whose task is that of maintaining the current system operating at its best) are those in charge of leading change. Successful leaders recognize and understand the opportunities and challenges that come with change. This being said, both “The work...
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