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business
managing organizational change
Managing Organizational Change A Multiple Perspectives Approach 4th Edition Ian Palmer, Richard Dunford, David Buchanan - Solutions
Describe Paul Levy’s role and contributions to this turnaround. LO.1
What insights does this story have to offer concerning the role of the change leader? LO.1
What lessons about managing organizational change can be taken from this experience and applied to other organizations, in healthcare and in other sectors? Or, are the lessons unique to Beth Israel Deaconess Medical Center? LO.1
To what extent are you more comfortable with one or another of the six images described in this chapter in terms of your own(current or anticipated) approach to managing change?Why is this the case? LO.1
What are the strengths and limitations of the images that you have identified as most relevant to you? LO.1
What skills do you think are associated with each image to use it well? LO.1
Are there areas of personal skill development that are needed for you to feel more comfortable in using other change management images? LO.1
Have you worked in an organization that was dominated by particular images or approaches to change? LO.1
What barriers would you face in trying to bring consideration of alternative images in these organizations? What strategies could you use to assist you in overcoming these barriers? LO.1
As a small group exercise: Compare your responses to the above questions. Where do you differ from colleagues? Why do those differences arise? LO.1
Identify internal organizational factors that trigger change. LO.1
Understand the environmental pressures that can trigger organizational change. LO.1
Explain why organizations often fail to change following crises. LO.1
Relate differing images of managing change to pressures for change. LO.1
There must be a shared understanding of the kinds of failures that can occur in a particular context and why openness is important for learning. LO.1
Those who report failures—the “messengers”—should be praised, rather than shot. LO.1
Known problems must be acknowledged, and mistakes admitted openly and honestly. LO.1
To defuse resistance and defensiveness, management must invite participation, seeking ideas and creating opportunities for staff to analyze failures and explore remedies. LO.1
There must be clarity concerning actions that are blameworthy, so boundaries are clear and people are accountable. LO.1
Choose an organization whose operations were affected by this pandemic—not necessarily your current employer—or choose an affected sector in which you have an interest. LO.1
Identify the changes that this organization or sector implemented because of the COVID-19 pandemic, in working practices, customer relationships, and core business models. Which changes were mandatory, and which did it implement on its own initiative? LO.1
Assess which of these changes were temporary, for the duration of the pandemic, and which would be long lasting. LO.1
Why is the human resource management function critical in this context? LO.1
In groups of 3, choose an organizational change with which you are familiar, perhaps in your current employment or in an organization about which you have recently been reading. If neither of those options works, then for the purposes of this exercise, invent an organization and a change
Now revisit table 3.1, “Images of Change and Understanding the Pressures.” Each person in your group must choose one of those images of managing change and will play that role. LO.1
Your group is now in a senior management board meeting. You are discussing an agenda item at the request of the chairperson of your board, who wants to know why the organization is going through the change that you have identified. LO.1
Debate how you will respond to the chairperson’s request, with members of your group (board) playing their role based on the change management image that they have selected. LO.1
When you have decided how you are going to respond to the chair’s request, consider the following questions:Did one of your images better explain the rationale for change than the others, and why?On reflection, what criteria did you use for making this judgment with regard to the comparative
What environmental factors are driving change at Netflix? LO.1
What are the internal drivers of change at Netflix? LO.1
Netflix faces strong competition from other organizations in its sector. What is your assessment of Netflix’s approach to beating the competition? LO.1
To what extent is the organization culture at Netflix key to its competitive advantage? Given the nature of the competition, what changes to Netflix’s culture would be advisable? LO.1
What does this case reveal about the challenges faced by successful businesses? Is it possible to be too successful? LO.1
How does a successful organization determine whether an environmental change is a brief fad or fashion to be ignored, or a development that requires a fundamental rethink of the way in which it does business? LO.1
What change issues does this case raise with regard to the significance of reputation? LO.1
What actions would you recommend be taken by Big Food and the fast-food companies that have been caught in the reputation trap? LO.1
To what extent can you identify the external environmental pressures for change in your organization? LO.1
To what extent can you influence whether and how to change?Page 97 LO.1
Do you relate better to one or more of the change management images outlined in table 3.1, with regard to the organizational changes in which you are involved? Why is this the case? LO.1
Which of the possible reasons for avoiding change that have been discussed in this chapter have you experienced? On reflection, how might you have contributed to overcoming those avoidance tactics? And how would you judge your likely success in that attempt? LO.1
How easy is it to raise issues in your organization about the rationale for specific changes? Is there a dominant rationale?And if so, why? LO.1
What personal criteria might you adopt to ensure that you are initiating change “for the right reasons”? Set out some key questions that might help to guide you in the future, to ensure that your rationale for change is clear to you and those who will be affected. LO.1
Understand the use of diagnostic models in planning organizational change. LO.1
Use strategic analysis tools to assess the need for organizational change. LO.1
Diagnose organizational receptiveness to and individual readiness for change, and use those assessments as the basis for action to increase receptiveness and readiness. LO.1
Diagnose the degree of “agility” that an organization requires to operate effectively in an often uncertain and unpredictable business context. LO.1
Ask yourself if there is a clear picture of what issues you are trying to solve with a new organizational model. LO.1
Involve not just your leadership team but also a wide variety of people in the organization to gather ideas and co-create a picture of the desired future state. A good question to ask is,“What is holding us back from doing the best work of our lives?” LO.1
Appreciate what is going really well, and decide what you definitely want to keep. LO.1
Take inspiration from a wide variety of work practices and companies. Look at different models of self-organization that fit different scale and risk contexts. LO.1
Figure out which of your main capabilities you need to upgrade and where in the organization they are based. LO.1
Simplify complexity. They help to address the complexity of complex, multivariate situations, reducing the complexity with a manageable number of categories. LO.1
Highlight priorities. They help to prioritize the issues that need most attention. LO.1
Identify interdependencies. They identify key organizational interdependencies(e.g., strategy and structure). LO.1
Provide a common language. They provide a common language with which different stakeholder groups can discuss organizational properties. LO.1
Offer a process guide. They can offer guidance with respect to the appropriate sequence of actions in a change process. LO.1
Purposes. What business are we in? LO.1
Structure. How do we divide up the work? LO.1
Rewards. Do all tasks have incentives? LO.1
Helpful mechanisms. Do we have adequate coordinating technologies? LO.1
Relationships. How do we manage conflict among people? LO.1
Leadership. Does someone keep the other five boxes in balance? LO.1
Where are we now? LO.1
Where do we want to get to? LO.1
What do we need to do to get there? LO.1
Corporate mission: What is our core business?In what product categories, market segments, or regions/countries will we compete? What technologies are core to our business? LO.1
Tactics: How will we achieve our mission?Will we depend on internal growth, partnerships, licensing, franchising, or mergers and acquisitions? LO.1
USPs*: How will we stand out from the competition?Will we stand out because of our brand, reputation, cost, product quality, styling, or customization? LO.1
Pace: How quickly will we move?Will we expand slowly or rapidly? In what sequence will we undertake our actions? LO.1
Competitive logic: Are we a low-cost or premium quality provider?Will we compete on price and volume through cost reduction based on economies of scale and scope, or high price (lower volume) based on quality product/service and/or unique features? LO.1
Is your strategy consistent with wider business trends and developments?Is your proposed core business consistent with evidence on business trends, does your strategy recognize what it takes to succeed in this environment, and will your business model produce a reasonable profit margin? LO.1
Are your organization’s key capabilities consistent with those required to be competitive in this business?With your particular mix of resources, does this strategy give you a good head start on your competitors?Can you pursue this strategy in a way that keeps you ahead of the competition? LO.1
Are your USPs sustainable?Are there solid grounds for being confident that competitors won’t simply copy you, or are you planning further innovation to create other new market opportunities? LO.1
Is your strategy internally consistent?Do the five elements of strategy—mission, tactics, USPs, pace, and competitive logic—consistently reinforce each other? LO.1
Are your resources adequate to fulfill the strategy’s ambitions?Do you have the finances, time, management capability, and other resources to achieve the strategy, or are these resources going to be spread too thinly?If your existing resources are insufficient, do you have a feasible plan to
Can you actually implement this strategy?Do key stakeholders support your strategy? If significant change is needed for the strategy to be implemented, is the organization as a whole ready for major change, and do you have a capable strategic change leadership team? LO.1
What are the boundaries of our industry? What is our served market? What products and services do we provide? LO.1
Who are the customers? Who are the noncustomers? What is the difference between them? LO.1
Who are our competitors? Who are the noncompetitors? What makes one firm a competitor and the other not? LO.1
What key competencies are required to compete in this industry? Where is the value added? LO.1
Who is our customer? What kinds of things are important to that customer? How does he or she perceive us? What kind of relationships do we have? LO.1
Who is the ultimate end user? What kinds of things are important to this end user? How does he or she perceive us? What kind of relationship do we have? LO.1
Who are our competitors? What are their strengths and weaknesses? How do they perceive us? What can we learn from them? LO.1
Who are the potential competitors? New entrants? What changes in the environment or their behavior would make them competitors? LO.1
What is the industry’s value chain? Where is value added? What is the cost structure? How does our firm compare? How about our competitors? LO.1
What technologies are important in our industry? Product technologies? LO.1
Production technologies? Delivery and service technologies? How does our firm compare? How about our competitors? LO.1
What are the key factors of production? Who are the suppliers? Are we dependent on a limited number of sources? How critical are these relationships? How solid? LO.1
What are the bases for competition in our industry? What are the key success factors? How do we measure up? How about our competitors? LO.1
What trends and factors in the external environment are important to our industry? How are they likely to change? Over what time horizon? LO.1
Are we able, in assessing our knowledge and assumptions, to separate fact from assumption? LO.1
Beech could complete the design of the new aircraft and get Federal Aviation Administration (FAA) certification within two years. LO.1
The new carbon-fiber technology would not be a significant problem, even though it was not covered by the existing regulations. LO.1
Sufficient aircraft would be built to justify the expenditure on a new factory. LO.1
What pressures are there for change? LO.1
Is there a shared vision of the goals, benefits, and direction? LO.1
Is there coordination and trust between those concerned? LO.1
Is there the will and power to act? LO.1
Do we have enough capable people with sufficient resources? LO.1
Do we have defined accountability and suitable rewards? LO.1
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