New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
managing organizational change
Managing Organizational Change A Multiple Perspectives Approach 4th Edition Ian Palmer, Richard Dunford, David Buchanan - Solutions
Have we identified the first steps that we need to take? LO.1
Is the organization able to learn and adapt? LO.1
Increasing the driving forces can often result in an increase in the resisting forces. This means that the current equilibrium does not change but instead is maintained with increased tension. LO.1
Reducing the resisting forces is preferable, as this allows movement toward the desired outcomes or target situation without increasing tension. LO.1
Can new stakeholders be added to change the balance? LO.1
Can oppositional stakeholders be encouraged to leave? LO.1
Can the influence of pro-change stakeholders be increased? LO.1
Can the influence of antagonistic stakeholders be decreased? LO.1
Can the change be modified in a way that meets concerns without undermining the change? LO.1
If stakeholder resistance is strong, should the proposal be revisited? LO.1
Ask individuals to identify which factors from this list they believe to be the “key drivers” of the organization’s performance over a specified time period—say, five years. LO.1
Aggregating these individual responses, identify the five most commonly cited key drivers; these could be, for example, exchange rates, new technologies, entry by new competitors, mergers, competition for key staff, and costs and/or shortages of raw materials. LO.1
Finally, outline the different organizational change agendas that will be required to deal with each of those three possible futures. LO.1
The change proposal has been financially justified as giving an adequate return on investment.no financial justification 1 2 3 4 5 6 7 full financial just LO.1
The assumptions on which the financial justification is based have been fully defined.assumptions not defined 1 2 3 4 5 6 7 assumptions cle LO.1
The costs of the proposed change have been realistically predicted—that is, all possible costs have been identified.costs not identified 1 2 3 4 5 6 7 all costs identified LO.1
The costs of disruption to the present systems have been specifically identified.disruption costs not identified 1 2 3 4 5 6 7 disruption LO.1
The leadership of the proposed change has been identified.change leaders not identified 1 2 3 4 5 6 7 change lead Page 132 LO.1
The leaders of the proposed change are willing volunteers.change leaders are not willing volunteers 1 2 3 4 5 6 7 LO.1
A comprehensive implementation plan for the proposed change has been prepared.no comprehensive plan 1 2 3 4 5 6 7 comprehensive p LO.1
All of those who could comment on the plan have had adequate time to study it.no adequate comment 1 2 3 4 5 6 7 full comments ava LO.1
Care has been taken to ensure that the risks inherent in the proposed change have been identified and assessed.risks not identified or assessed 1 2 3 4 5 6 7 risks iden LO.1
Outside comment from impartial specialists has been invited on the wisdom of the proposed change.no external comment invited 1 2 3 4 5 6 7 comprehen LO.1
Consideration has been given to the new skills that will be required for the effective implementation of the proposed change.no consideration of skills requirement 1 2 3 4 5 6 7 ful LO.1
All those who could inhibit or stop the proposed change have been identified.potential blockers not identified 1 2 3 4 5 6 7 potentia LO.1
A strategy has been devised for winning over all those who could inhibit or stop the proposed change.no winning-over strategy identified 1 2 3 4 5 6 7 comp LO.1
The proposed change can be linked directly with the strategic plans of the organization.no clear links with strategic plans 1 2 3 4 5 6 7 clear li LO.1
Those responsible for the proposed change have studied the nature and outcomes of similar initiatives in other organizations.no other organizations visited or reviewed 1 2 3 4 5 6 7 LO.1
Although based on similar initiatives elsewhere, the need to tailor the proposed changes to the local context is recognized.no allowances made for customization 1 2 3 4 5 6 7 re LO.1
Clear success criteria and success measures have been identified.no success criteria or measures identified 1 2 3 4 5 6 7 Page 133 LO.1
Procedures have been established to help the organization to learn from the experience of implementing these changes.no learning procedures in place 1 2 3 4 5 6 7 compreh LO.1
Top management is deeply committed to the success of the proposed changes.no top management commitment 1 2 3 4 5 6 7 full top LO.1
The overall leadership of the proposed change is able and willing to exercise decisive leadership.uncertain overall leadership 1 2 3 4 5 6 7 superior ove LO.1
Do you feel that you now have knowledge of a number of diagnostic tools and models? LO.1
Do you believe that you could apply those tools and models when necessary? LO.1
If you were to select two or three favorite tools or models, which would they be and why? LO.1
Is there a key area of organizational activity where you’d like a diagnostic tool that is not provided in this chapter? Where might you go to find such a tool? LO.1
To what extent does your image(s) of change influence which diagnostic tools you are most comfortable using or see as most relevant? LO.1
Explain several ways of categorizing different types of change. LO.1
Identify practical implications of different types of change for the change manager. LO.1
Understand the difference between sustaining and disruptive innovation, and explain the practical implications of this distinction for change management. LO.1
Assess the significance of organizational culture with regard to organizational performance and reputation and the role of leaders as culture architects. LO.1
Assess the organizational impact of digital transformations, including the adoption of social media tools, and the implications for change management. LO.1
Assuming that Millennials want to use social media at work; they see social media as tools for self-expression and communication with friends and family. LO.1
Prohibiting informal discussion of nonwork topics on internal organization sites;personal interactions make it easier to access other people and work-related information. LO.1
Not recognizing the difference between direct learning (knowing how to do something, like solve a problem), and metaknowledge (learning who has the expertise that you need); informal communication is important in developing metaknowledge. LO.1
Treating visible information as the most valuable; staff with technical skills may be more highly valued than those with cultural and political skills—but the latter are just as useful. LO.1
Which of the changes at Mattel are emergent, and which are planned? LO.1
Where do the changes that Kreiz is making sit on the continuum from shallow to deep change? LO.1
What is your assessment of Ynon Kreiz’s changes, given the challenges facing the company? LO.1
What image—or images—of change management does Ynon Kreiz illustrate? LO.1
What words would you use to describe the positive and negative dimensions of your organization’s culture or that of an organization with which you are familiar? LO.1
What are the consequences of the negative dimensions of this organizational culture? In what ways are they harmful to the organization, its employees, suppliers, and customers? LO.1
What would those actions cost? LO.1
You have decided to leave your organization tomorrow, to set up your own business in competition with your large, out-of-date, slow-moving, bureaucratic former employer. LO.1
You have identified your organization’s main weaknesses and vulnerabilities. Critically, you have worked out how a combination of digital transformation and social media tools could be used to undermine your organization’s traditional business model. Or, customers may have “after-market”
Describe your new business model. What digital tools and social media tools will you use to attract customers or clients from your previous employer to your business—and perhaps from other organizations in the sector? How quickly can you set up this business? What will it cost you to set up this
If you are involved in shallower changes, can you show how these are linked to and support the major, strategic changes that the organization is implementing? LO.1
In your judgment, does your organization need disruptive innovation, in which areas, and why? Or would those changes be too “disruptive” and less effective than continuing to implement sustaining innovations? LO.1
Does your organization have the capabilities for successful digital transformation? What form is that transformation taking?If there are capabilities lacking, how will you acquire or develop those? What are the benefits and risks of digital transformation?Does your organization use social media
Explain the arguments for and against the concepts of purpose (or mission) and vision and how approaches to these issues depend on the image of managing organizational change. LO.1
Explain the value of a clear organizational purpose or mission statement.Identify the characteristics of effective visions. LO.1
Apply different methods and processes for developing visions. LO.1
Explain why some visions fail. LO.1
Explain the contribution of purpose and vision to organizational change. LO.1
Were they presented with an organizational vision for this change? If so:What was the vision?What effect did this have on them?Were they involved in developing the vision?To what extent did the vision motivate them to engage in the change?How central was the vision to implementing the change? LO.1
Does your organization’s mission statement set out a meaningful and challenging purpose that will excite, attract, retain, and motivate staff? LO.1
Does your organization’s vision statement have the characteristics identified in table 6.4? LO.1
Do your organization’s mission and vision help to drive change, or not? Why? LO.1
Are your organization’s mission and vision just a “public relations” exercise, or are they used in practice? How can you tell? LO.1
What changes (if any) would you make to your organization’s mission and vision? LO.1
How would you describe the way vision was used at Mentor Graphics? LO.1
Did it strengthen or weaken the company? How? Why? LO.1
Of the reasons discussed in this chapter concerning why visions fail, which are applicable to Mentor Graphics? LO.1
What is your assessment of the vision content and the process through which it was introduced in the Mentor Graphics context?What lessons emerge from your assessment? LO.1
Of the six change images outlined in table 6.1, which images of vision can be applied to this case study? What lessons emerge from this? LO.1
How do you distinguish mission (or purpose) from vision? Is this an important distinction? In your organization, how aligned are your purpose and vision? Are there competing missions and visions in your organization? How are these resolved? LO.1
What criteria do you use to decide whether mission and vision statements are likely to be useful in your organization? What other criteria might you wish to take into account? LO.1
Do your organization’s mission and vision statements meet those criteria? If not, how would you recommend changing them? LO.1
Looking at the language of your mission statement, is it abstract and vague, or does it use interesting imagery? How could you improve your organization’s mission statement? LO.1
Does your vision promise a break with the past and a brighter future? Could employees feel threatened by this? Would it be helpful to emphasize continuity—what isn’t changing? LO.1
What process have you used, or seen in use, to craft an effective vision? Do you have a personal preference toward an intuitive or an analytical approach to vision development? Why? LO.1
Is there an “inner voice” in your organization? What are the“bread-and-butter” issues? Are there “undiscussable” issues in your organization? LO.1
What is your judgment: when do visions fail, and when does their effectiveness fade? Can visions be revitalized? How? LO.1
What is your position: do mission and vision drive change? Do mission and vision help change? In particular, does vision need visionary leaders? LO.1
Identify key elements in the change communication process. LO.1
Understand how gender, power, and emotion affect change communication processes. LO.1
Understand the power of language in influencing responses to change. LO.1
Explain and assess appropriate strategies for communicating change. LO.1
Understand how successful communication processes vary with the type and stage of organizational change. LO.1
Assess the utility of a range of different change communication channels, including applications of social media. LO.1
Did your organization have a strategy for initially announcing the change? LO.1
What strategy was used to communicate information during the change process? Was one or more of the strategies from Table 7.4 used? Was this strategy adopted consistently and for all members across the organization? LO.1
On a scale from 1 (ineffective) to 5 (very effective), how would you rate the communication strategy overall? LO.1
With hindsight, what changes would you have made to improve the effectiveness of the change communication strategy? LO.1
To what extent will those recommendations apply to future changes in this organization? To what extent will that depend on the further changes that are proposed? LO.1
What do you think you need to know about the restructuring? LO.1
From whom would you like to get this information? Why? LO.1
Would you prefer to receive this information in person or in a group setting? LO.1
What for you would be the best channel (e.g., management briefing, email, video, intranet) for receiving this information?Why? LO.1
Showing 1900 - 2000
of 2282
First
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Step by Step Answers
Get 50% OFF
Claim Now
