...Application 2-1 “ Planned Change at the San Diego County Regional Airport Authority” This case offers you the opportunity to identify and understand how each step of planned change is manifested in the application. It also describes how the plan evolves and adjusts during the transition. Question #1. Identify and describe the steps of the planned change process a) Recognize the need for change. The top management level recognized the need of a change. The San Diego County Regional Airport Authority (SDCRAA) was created by a California state law in October 2001. In this case, the change was motivated for the need to be seen differently in the marketplace. b) Develop the goals of the change. It was necessary to determine the importance of the change. Two broad but interdependent categories of initial activity emerged: developing the transition plan and dealing with the legal and regulatory issues. Both problems and improvement chances were evaluated and made. The group lead by Thella Bowens understood the importance of SDCRAA quickly becoming a standalone agency and recommended revising the existing strategic plan, to hire staff to research, discuss, and create a transition plan, and to conduct retreats with employees from multiple organization levels. c) Select a change agent. The change agent is the person who takes leadership responsibility to implement planned change. Thella Bowens was the senior director of the Aviation Division within the Port of San Diego International...
Words: 1483 - Pages: 6
...new law has to transfer the operation of San Diego’s airport to the SDCRAA by January 2003 identified the problem identification step. Thella Bowens also consulted with a Behavioral Science Expert when she participated in the Aviation division’s strategic planning process in 2001. Another step that identifies this model was used is how “data gathering and preliminary diagnosis” was done by Ms. Bowens putting twelve functional teams together responsible for collecting data, establishing new or parallel functions for the new SDCRAA and highlighting any issues related to the startup of that particular function. “Feedback to key clients or groups” step was also used. i. Discuss whether or not the correct model was chosen, and how the situation in this case may have varied from the models discussed in your text. The model chosen in order to undergo the planned change initiative of transferring the operation of San Diego’s International Airport to that of the SDCRAA by January 2003 was a good choice for Thella Bowen and her interim advisory board—Action Research Model. It was discussed that data was collected in order for Bowen to familiarize herself with the issue at hand. Also, it was told that Bowen “[revised] the existing strategic plan, [hired] staff to research, [discussed], and create[d] a transition plan, ...and [conducted] retreats with employees from multiple organizational levels” (32). ii. The situation at the San Diego International Airport differed from the...
Words: 594 - Pages: 3
...IMPORTANT VOTER INFORMATION VOTER REGISTRATION • WHEN TO RE-REGISTER: If you have moved since you last registered to vote, wish to change your party registration, or have changed your name, you need to re-register as soon as possible. You must register by October 22, 2012 to be able to vote in the November 6, 2012 Presidential General Election. WHERE TO OBTAIN A VOTER REGISTRATION FORM: Anyone who is eligible to register to vote in California can use the new California Online Voter Registration system. You can find the online process at the Registrar of Voters website at www.sdvote.com. Click on Register to Vote and follow the instructions. Voter registration cards are also available and can be found at Post Offices, Department of Motor Vehicles offices, Library buildings, various City Clerk offices, and the Registrar of Voters office. NOTE: You can check the status of your registration by visiting www.sdvote.com. Follow the prompts to verify your voter registration. VOTE BY MAIL BALLOT • • PERMANENT VOTE BY MAIL VOTER: If you are currently a vote by mail voter, you will automatically receive your mail ballot. To confirm your voting status and see your polling location, review the colored mailing label on the back cover of this pamphlet. If the label indicates you are a permanent mail ballot voter, please do not reapply --- we begin mailing the vote by mail ballots on October 9, 2012. If you do not receive th your ballot by October 18 , please call the Registrar...
Words: 16330 - Pages: 66
...There are pipes running from factories straight into rivers to carry the chemical waste. The pollution of the rivers has caused sickness, and sores on the people exposed. There are also chemicals being released through smoke stacks which pollute communities through the air. When it rains, the factories release the waste water and flood the streets of the villages with contaminated water. 4) What was Grupo Factor X? What do they do/offer? Why are women essentially “objects of labor”? • Grupo Factor X is a group of women workers that want/advocate change. They serve as promotora’s (promote the law) and defend what rights are being violated. Women come in as students and then are able to teach others what they learn. Women are “objects of labor” because they are seen as commodities that have agile hands, are docile, and are cheap workers. When one woman or “commodity” stands up for their rights, they are fired and another “commodity” is found. 5) For the women who works full time and raises a family, describe her daily routine (including how much time she has to sleep each...
Words: 990 - Pages: 4
...The book starts off being located in the city of Chicago, Illinois. Once Whirligig starts to progress, the main character, Brent, leaves his home on a Greyhound bus and travels to the different states of Washington, California, Florida, and Maine to create 4 whirligigs in honor of Lea. Bellevue, Washington- This is where Brent creates his whirligig. This is also where Anthony stumbles across it. Weeksboro, Maine- This is where the final whirligig was created, and later Stephanie and Alexandra find it. San Diego, California- Where the second whirligig created and where Jenny and her grandmother discover it. Chicago, Illinois- This is where the book begins and where Brent just moved to. Not just that, but this is also where Brent decided to attempt killing himself and ended up killing Lea. Miami, Florida- Where the third whirligig was created. Unlike many other books where the main character/characters have either an internal or external conflict, Brent Bishop has to face both throughout the entire book. An example of an external conflict that Brent had to face was in the beginning. When he first attended a party as “the new kid” from school,” he was being made fun of for his clothes and tried to flirt with a girl named Brianna that he had a crush on from school. When he finally approached her and started to open up a conversation, she immediately...
Words: 1470 - Pages: 6
...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvb nmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcv bnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopas dfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz xcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrt yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopa sdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjkl ...
Words: 4372 - Pages: 18
...Consultant’s Guide to Park Design and Development City of San Diego Park and Recreation Department November 2004 City of San Diego Park & Recreation Department January 2005 (REVISION: 5/23/05 Revised Appendix ‘M’; 6/6/05 Revised Appendix ‘N’; 2/2/06 Added Appendix ‘O’; Revised Item 2.2.17.2 page 36-37; Item J page 85, # 3, #4) ACKNOWLEDGMENTS City of San Diego Park and Recreation Department Director, Ted Medina Deputy Director Community Parks I Division Deputy Director Developed Regional Parks Division Deputy Director Community Parks II Division Deputy Director Open Space Division Deputy Director Park Planning & Development Division, April Penera City Staff Sheila Bose, Park Planning & Development Division Div Brasted, Developed Regional Parks Division Tom Cartier, Public Buildings and Parks Division Charles Daniels, Park Planning & Development Division Hossein Motamani, Park Planning & Development Janine Anderson, Developed Regional Parks Division Mark Marney, Park Planning & Development Division John Montoya, Facilities Maintenance Division Kevin Oliver, Park Planning & Development Division Jim Winter, Park Planning & Development Division L. Clark Ritter, Park Planning & Development Division Tina Huang, Park Planning & Development Division Kelly Rodgers, Park Planning & Development Division Todd Schmit, Park Planning & Development Division Deborah Sharpe, Park Planning & Development...
Words: 14038 - Pages: 57
...Organizational Change Rodney Hickson BUS610: Organizational Behavior Dr. Brand Bowler February 18, 2013 Change is essential to the longevity of all organizations. Without change a organizations faces the possibly of making their impact in their market place obsolete. But change inside an organization can often cause employees and management to be resistant to change. In many case this can be the result of internal and external factors which can be simplified down to personal and professional fears of how a change many affect their individual roles and responsibilities in an organization. Employees resist change for reasons of self-interest when they realize that levels of power, money, prestige, job security, and personal convenience are at stake. The sunk costs doctrine suggests that over time a person's investment in a company escalates—as pension funds accumulate and the person's allowed vacation time rises, along with their chances of being promoted or enjoying the benefits of seniority. These investments may in turn drive resistance to change as the employee seeks to maintain the status quo (Patti, 1974). Resistance can also be based on simply not understanding why a change has become necessary, such as when an employee who does not use social media does not understand why a Facebook page would be a good idea for a company. At times employees do not trust management's motives, in essence thinking or asking, "What are they really up to when they asked for this change?" Differing...
Words: 1120 - Pages: 5
...Week-4 Kudler Fine Foods Lawrence Callahan ECO-365 July 31, 2013 Dan Ershadi e I | Kudler Fine Foods is an upscale / specialty gourmet grocery food store catering to high end clientele who are seeking the finer things in life. They opened their doors in June of 1998 and currently have three locations in the San Diego area (La Jolla, Del Mar and Encinitas). Each is about the same size with approximately 8,000 square feet of retail space, each providing the same products. Kudler’s is more expensive than a traditional grocery store, but plan to service a more refined customer found in more upscale areas. They specialize in (All of which are special that Kudler’s uniquely provides): * Baked goods that are baked fresh daily using only organic ingredients. * Fresh produce, if they don’t have what you want they will order it with over 350 varieties. * Fresh meat and seafood (Organic only). The Pacific Ocean is nearby so why not take advantage of it. * Cheeses and dairy products, offering 250 varieties of cheeses (Weekend cheese tasting is planned for the future). * Wine, offering extensive collections of domestic and imported wines and have recently employs a wine steward in each of their three stores to assist customers with becoming better versed in wine tasting. Their mission is to “be the premiere gourmet grocery store for those savvy shoppers who are searching for the finest meats, produce, cheeses and wine” (Source: Kudler Virtual Organization)...
Words: 1415 - Pages: 6
...Week 5 Understanding and Coping with Change BUS 610 Instructor August 11, 2014 Week 5 Understanding and Coping with Change Employee behaviors generally are affected by internal and external factors. These behaviors exhibited by employees can contribute to, or disrupt, the change planned for an organization. These factors can work as influences to how employees respond to leadership and leadership initiatives. Once resistance has formed leadership teams atttempt to overcome with various tactics. “Contrary to popular belief, viewing resistance as a wall that must be destroyed is counter-productive. Traditional methods to defeat resistance, such as using force of reason, manipulation and power do not work--they may even make the gap between the two sides even bigger” (Maurer, 1997). Internal factors can include the structure, leadership, fellow employees, and the culture of the organization. “Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal” (Strebel, 1996). There was a change within the organization of a call center I was working at one point in my early career. The call center had standard operating procedures that were beneficial to new client sales but not entirely to client retention. This had been the same operations that have been run for many years and many employees of tenure...
Words: 939 - Pages: 4
...Human Resources Plan Name Class Teacher Date The human resource department has a direct impact on the success of the company and its culture. In addition to being responsible for recruiting and retaining employees, talent management, compensation and benefits, training and development, and compliance, HR should be able to assist employees and managers resolve issues. Before starting an HR Department of one person, it is important to develop a long-term strategic plan in order to formulate the steps used to build a functioning unit and one that has credibility within the organization as a strategic partner. In order to streamline our department of one, HR will focus on specific functions and re-assign or outsource others. Recruitment, training and development, compensation, legal issues, and performance reviews will remain with HR. We will outsource or make use of web-based services certain activities such as payroll and benefit management. Other functions of HR will be carried out by utilizing the expertise of other departments and collaborating with them on important issues. For example, I will collaborate with the marketing manager to aid the company’s recruitment, orientation and onboarding so that we are promoting the company brand and attracting the right talent. According to Chimhanzi (2004), significant achievements for both departments will be achieved through social networking and written communications that help promote the perception of connectedness...
Words: 2760 - Pages: 12
...us so we might as well put this training to good use and make some money. It was at that point, that I begin to reflect on where I was going and how my life had changed the last few years. This is not how I had planned things, but now it appeared to be my destiny. Where was this all taking me? it seemed as if I was living hour to hour traveling too fast to change course now. There was a good possibility that we would be caught or not live to tell the tale, but those thoughts didn’t deter me as they may have at one time. I was addicted to the lifestyle, and it had an allure that I couldn’t deny. The rush of excitement clouded my better judgment and the need to fit in with the older veterans. LA Ron got back to me and said he was in along with two of his friends from 7th SF group. Thinking about what the Army referred to as TOE or the stuff that we were going to have to take with us for the operation. Other than an aircraft, we were going to need weapons, parachutes, commo gear and some ideas of where we would get that. The parachutes were easy enough to get a hold of. I was able to source them from an old friend of mine from Kansas City - we were in Civil Air Patrol together, Steve was a rigger in the 82nd, and he was in. The next was weapons, Craig from San Diego in my Civil Affairs unit could take care of that. He was the armor and had access to all sorts of weapons that might come in handy. On the civilian front, I talked to Angel from Puerto Rico whom I had done a lot of...
Words: 1825 - Pages: 8
...Lighting Industries Inc (MLI) with designation of vice-president for marketing/sales. Earlier, he worked at Wolf River and Lambowland.com and quit both companies for different reasons, although the compensation is good for him. Jamie Turner was in search of better opportunities and finally landed at MLI thinking that this is what he is searching for. But it was only after his six months stay and meetings with Cardullo at MLI, he realized that his previous successes in earlier companies may go in vain because of his lack of survival and success at MLI. MLI is a family-owned organization who is a distributor of industrial lighting systems and equipment based in Chicago. The company has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Pat Cardullo, the president of MLI, has told Turner, during his appointment as VP to study and reproduce the best possible results at MLI to stop its downfall. He also stated that if Turner succeeds he will soon advance to company president. The current situation is that Turner’s opinions at MLI has developed gap between him and Cardullo and also soured relationships in the company. Differences developed between Turner and Cardullo in ideology and making decisions which has resulted in decline of sales and deterioration of the company’s market values. Turner asked Cardullo to join him for lunch thinking that discussions about the current situations can be made, but Cardullo has declined his...
Words: 982 - Pages: 4
...Case 2: Jamie Turner at MLI, Inc Hilary Kuykendall Ya Liang 1. How did Turner get himself into this predicament? What is going on for Cardullo? Many reasons contribute to the situation Turner’s currently in, first of all being his abrupt decision of taking the job. The job offer by MLI is very appealing, though, Turner isn’t thinking thoroughly about whether or not he is capable of doing industrial marketing,which is different from what he really likes and is expert in. Making a pros/cons list like the chart below is a great way to evaluate if you will be successful in a new position [4]. The risk is even higher as MLI is struggling financially and still in the transition of a merger.The unstable environment has left him little time to adapt to the new job though time is promised by Cardullo. So this is not a wise career choice in the first place. Secondly, Turner is trusted with too many responsibilities too early in his job. Turner doesn’t really know how to cope with the situation because it’s quite different from what he had in Wolf River. He really needs time to absorb all the information and get an understanding of both internal and external circumstances. Now he has no choice but to make quick calls based on a superficial observation, as well as instincts and past experience which could prove to be very wrong and dangerous. The same is true with the full autonomy over pricing. Turner never has a ...
Words: 2133 - Pages: 9
...offer a preschool program but plan to expand into the elementary school ages. As the new school year approaches I will be redesigning the classroom environment and curriculum by incorporating theories from Reggio Emilia, Creative Curriculum, and High Scope Curriculum along with including state standard activities to cover the main concepts for the core subjects to prepare for Kindergarten. Classroom environment and teaching strategies will incorporate philosophies and theories from Reggio Emilia, Creative Curriculum, High Scope Curriculum, and Piaget’s theory into a comprehensive curriculum design for preschoolers. When developing curriculum it is important for this age group to have several approaches. “Children ages 3–8 benefit from planned, teacher-guided, interactive small-group and large- group experiences” (NAEYC, 2009). “Reggio Emilia programs demonstrate how planning an environment is driven by respect for the rights of the child to a beautiful welcoming space that promotes relationships and attention to detail” (Jaruszewicz. 2012). Emergent curriculum introduces topics of study where lessons are child initiated and theme based on student’s interest. Another belief that I have started to practice is the importance of learned centered activities. I believe that with the environment being set up properly it can...
Words: 2169 - Pages: 9
