Organizational Change Interlevel Dynamics And Strategy 1st Edition David Coghlan, Nicholas S. Rashford - Solutions

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Does the organization have a culture that is innovative and encourages innovative activities? LO.1
Do those who will be affected believe they have the energy needed to undertake the change? LO.1
Do those who will be affected believe there will be access to sufficient resources to support the change? Rewards for Change LO.1
Does the reward system value innovation and change? LO.1
Does the reward system focus exclusively on short-term results? LO.1
Are people censured for attempting change and failing? Measures for Change and Accountability LO.1
Are there good measures available for assessing the need for change and tracking progress? LO.1
Does the organization attend to the data that it collects? LO.1
Does the organization measure and evaluate customer satisfaction? LO.1
Is the organization able to carefully steward resources and successfully meet predetermined deadlines? LO.1
Make the organization aware that it is in or near a crisis or creating a crisis that needs to be solved. LO.1
Identify a transformational vision based on higher-order values. LO.1
Find a transformational leader to champion the change. LO.1
Take the time to identify common or shared goals and work out ways to achieve them. LO.1
Use information and education to raise awareness of the need for change. LO.1
The need for change is identified in terms of the gap between the current state and the desired state. LO.1
People believe that the proposed change is the right change to make. LO.1
The confidence of organizational members has been bolstered so that they believe they can accomplish the change. LO.1
The change has the support of key individuals the organizational members look to. LO.1
The “what’s in it for me/us” question has been addressed. LO.1
What is the “objective” need for change? That is, what are the consequences to the organization of changing or not changing? Are people aware of these risks? LO.1
Are organizational members aware of the need for change? Do they feel the need for change, or do they deny its need? How can they be informed? LO.1
Remember that individuals are motivated toward change only when they perceive the benefits as outweighing the costs. How can you, as a change leader, help employees see the benefits as outweighing the costs? LO.1
If individuals believe the benefits outweigh the costs, do they also believe the probability of success is great enough to warrant the risk taking, including the investment of time and energy that the change will require? LO.1
What change alternatives are people predisposed to? What are the costs, benefits, and risks that make them attractive? How should these alternatives be addressed by the change leader? LO.1
Does the vision provide focus and direction to those who must make ongoing decisions? LO.1
Does the vision embrace the critical performance factors that organizational members should be concerned about? LO.1
Does the vision engage and energize as well as clarify? What is the emotional impact of the vision? LO.1
Does the vision promote commitment? Are individuals likely to be opposed to the vision, passive (let it happen), moderately supportive (help it happen), or actively supportive (make it happen)? LO.1
Now assess your vision on a scale of 1 to 5 (5 being the highest) relative to the factors set out below. LO.1
What is the gap between the present state and the desired future state? LO.1
How strong is the need for change? LO.1
What is the source of this need? Is it external to the organization? LO.1
Is there tangible evidence of the need for change in that there is concrete evidence of the need or a crisis situation that demonstrates the need for change? LO.1
If the change does not occur, what will be the impact on the organization in the next two to six years? LO.1
What is the objective, long-range need to change? LO.1
Return to the change vision you developed in Exercise 4.2. Does it capture a sense of higher-order purpose or values that underpin the change and communicate what the project is about? LO.1
Explain how the vision links the need for change. LO.1
Consider a recent experience of yours of organizational change in your workplace, university, or another organization to which you belong.● Which emotions did you experience during the transition? Make some notes, recalling as many as possible. Here are some to jog your memory (but do not be
Recall an organizational change with which you are familiar (it could be at work, in your university, or in a voluntary setting).● Was the change intended, or unintended?● What do you see as the challenges faced by you and the other people involved? What would you like to have been handled
Consider again the example of organizational change you focused on in Exercise 1.1 or another organizational change with which you are familiar.● Identify the content, outer and inner context, and process aspects of the change.● How did the process affect how the content of the change worked
● What are the top three things that you would like to gain from reading and working with this book?1. _________________________________________________________________________ 2. _________________________________________________________________________ 3.
Thinking about any organization that you know reasonably well, whether as an employee or as a user.● Consider how the organization has already been impacted by the trends discussed here.● Which of these trends might affect it in the future, and how?● Create your own PESTLE analysis for the
Find two or three different people who have worked in the same place for a while. It could be in any workplace: a shop, a company, or your college. If you can fi nd people who are at different levels in the organization or have been there for different lengths of time, it will add extra interest to
Go into a bookshop or search online for management books.● Scan the titles to identify some of the current fashions and buzz words. Which of these buzz phrases have you heard of or experienced in your own organization?● If you have time, buy a management book or borrow one from the library.
Ask someone who has worked in an organization for a while to tell you how it has grown. Explore with him or her the changes in size, leadership, reward policies, and structure. Alternatively, refl ect on your own experience of change in an organization.● Were there any crises that prompted change
Consider the organization in which you work or your university.● What would you describe as its resources, both physical and intangible?● How do these differ from those of other institutions? And did any of these affect your choice to work or study here?● How has developing or building on
The fi rst Ben & Jerry’s ice-cream shop opened in a renovated petrol station in Burlington, Vermont on 5 May 1978 after Jerry Greenfi eld and Ben Cohen, who were high school friends, took a US $5 correspondence course on ice-cream making and borrowed US $12,000 from the bank.Ben & Jerry’s
Identify an organizational change with which you are familiar or interview someone else about his or her experience of an organizational change. Discuss your interpretation of this change.● How great was the scale of the change—incremental or discontinuous—and to what extent did it span
Consider again the organizational change that you chose for Exercise 3.1.● Was the change focused at the individual, group, or organizational level?● What form did the change actually take?
Reflect on Stacey’s (2002–03) description of the weather and think back on events in your country in the past twelve months (what has happened to retailers, the housing market, car sales, or the sustainability agenda, for example).● What examples can you fi nd of ‘predictably unpredictable
The athletic footwear industry has experienced explosive growth in the last two decades. The branded shoe segment is dominated by a few large companies, including Nike, Reebok, and Adidas. The story of the Nike organization is often said to symbolize the benefi ts and risks inherent in
Refl ect on the results of Exercise 4.1 in the light of the discussion in this section. Try drawing a‘timeline’ of the organizational change and placing the emotions you felt on the timeline.● How does the pattern of emotions you have noted correspond to, or differ from, the emotions in the
In 2008, a London-based trading company with offi ces worldwide decided to offshore to India a signifi cant part of its core back-offi ce capability. Such was the scale of the project that some fi fty managers were responsible for different parts of the functions that were to be offshored.Although
Consider a time when you were dealing with change in an organizational, educational, or voluntary setting, and what you were expected to do was at odds with what you thought was right, and in one way or another you stood up for what you believed in.● What did you do and what was the impact?●
Recall an occasion on which changes in an organization had a powerful emotional impact on you, positive or negative. It could be change in an organization in which you are an employee or customer.● Write some brief notes that explain your conduct.● To what extent does your account explain what
Think of a time when you trusted someone in authority, and he or she let you down.● What was the nature of the issue and can you defi ne how he or she let you down?● What were your thoughts, emotions, and actions in response? Does this correspond to one of the patterns that Robinson et al.
Googling with China Google was formed by two PhD students from Stanford University, Sergey Brin and Larry Page, who had developed new Internet search technology. With an initial investment of US $100,000, from one of the founders of Sun Microsystems, Google began as a start-up technology company in
Consider two organizations with which you are familiar, and which you regard as having different cultures (they might be where you work, study, volunteer, or worship, for example).● what kind of similarities are there in how related events or situations are seen in these two organizations?●
Discuss with a colleague some of the observable artefacts of organizational culture in your own workplace, university, or another organization with which you are familiar. At a deeper level, identify some of the values and symbols that characterize the culture of the organization.● Are the values
In late 2009, there were a series of strikes in Royal Mail (the UK postal service) in response to perceptions of a change programme to ‘modernize’ the service. In the following short videos, Communication Workers Union members and Royal Mail managing director, Mark Higson, talk about the
Identify an organization in which you consider that the culture has changed in the last fi ve years. It could be where you work, or an organization you know well, or a well-known brand.● Can this be regarded as a planned culture change? Can it (also) be regarded as emergent culture change?●
Pace is a manufacturer of set-top boxes that allow reception of digital television. In 2006, when a new chief executive and HR director were appointed, Pace was close to bankruptcy. The company had debts of £30 million and was making a loss of £15 million on sales of £175 million. The HR
Contemplate an example of what you consider political behaviour that you have noticed where you work or study.● What do you imagine the individual was hoping to achieve through such behaviour?● What feelings did this evoke in you?● What circumstances or situations have, or would, encourage
Think of an issue about which you feel strongly and would like to see changed in an organization of which you are a member. The organization could be where you work, the college at which you are studying, or a social organization to which you belong, such as a sports or voluntary
Take the example of a change you would like to initiate, which may be the same as the one you considered in Exercise 7.2.● Create your own stakeholder map.● Refl ect on your experience of creating the map: What was easy? What may have been more diffi cult? What insights does this give you into
Taking the example of a change you would like to initiate, which may be the same as the one you considered in exercise 7.2:● Create your own commitment plan, focussing on key players.● What are the benefi ts you might gain from having created your commitment plan?● What, if any, challenges
Think about a change you have experienced recently that was not of your own choosing and which was imposed on you. It may be a change to your role or your work; it could be changes to your timetable or course at university.● Make notes on your response to the change using each of Piderit’s
Between 2003 and 2006, shares in HBOS rose by 53 per cent, far ahead of most of its competitors.The bank had a very strong sales culture, with even junior bankers receiving signifi cant bonuses.Some people in the bank became concerned that the bank was ‘going too fast’, taking excessive risk
Consider what you have learned in your work (or through a hobby or leisure activity) over the last year.● Can you think of an example involving single-loop learning?● Can you think of an example involving double-loop learning? Which of your values, assumptions, or targets were changed as a
Refl ect on a change that you feel should take place in your organization (this could be at an individual, group, business unit, or whole organizational level) and which interpersonal issues have made diffi cult to take forward. Now recall a problematic conversation with someone about this, or
Refl ect on a recent meeting you have attended or a group conversation you have participated in.● What role (or roles) did you take in the conversation (moving, opposing, following, or bystanding)and why?● Were you aware at the time of the role(s) you were taking?● Which of the four roles
Consider which is your favourite organization at the moment—any organization at all. It might be a retail chain where you shop, a social media site, a charity for which you volunteer, your employer, or the university where you study.● What tacit or explicit knowledge provides a competitive
Go to http://los.hbs.edu and complete the learning organization survey based on Garvin et al.(2008). Or, alternatively, if you are not currently working, complete the survey as you interview a friend about his or her organization.● How, according to the survey, does your (or your friend’s)
In 2010, Toyota, the Japanese and international automobile manufacturer, had to recall an unprecedented number of vehicles with brake and other faults, and attracted a great deal of negative publicity. Prior to this, however, Toyota had been lauded as a learning organization.In fact, according to
Identify an organizational change with which you are familiar or interview someone else about his or her experience of an organizational change.● To what extent were you and your colleagues able to give your views about the change before it was implemented?● Would you classify the approach
Imagine that you are charged with undertaking a BPR review of your organization or university.Your particular interest is in the link between facilities management, human resources, and your department or school.● Where would you suggest the BPR review starts?● What might be the problems you
Think of a process with which you are familiar or which you can observe: for example, your selection for your place at university from the point of application; your induction to your new job; a hospital referral.● Using Figure 9.2 as your guide, create a value stream map of the process.●
Identify two or three services of which you are the customer and where you experience variation in the quality of the service.● What degree of variation do you experience—how much and how often?● What is the impact of that variation?● How much would the variation need to be reduced by to
Identify an issue about which you feel strongly—something that you would like to see changed in your organization, your university, or your community.● How many people would you need to infl uence to create a sense of urgency about the issue and how could you go about this in a way that would
Her Majesty’s Revenue and Customs (HMRC) is a department of British government, responsible for the collection of taxes and the detection and prevention of smuggling. It was formed in 2005 by the merger o f the Inland Revenue (Revenue) and Her Majesty’s Customs and Excise (Customs). The two
Consider an issue in your organization or university that requires review and impacts what employees do. Imagine yourself to be the OD consultant. Explain the issue to a colleague and, as you do so, think about the following.● Notice the extent to which your mind is made up about what is going
Work in a group of four to six people whom you know reasonably well. Sit in a circle, each person turning to face the person on his or her left and tell them:● what you appreciate most about them;● when you see them at their best;● what they do that you would like them to do more of.Move on
Think about the last time you were required to attend a conference or large-group meeting at which you did not know everybody.● How did you feel when you arrived in the room?● Did you expect to be able to join in? What were your assumptions about what might happen?● Did you behave differently
O2 is a leading provider of broadband and mobile phones, based in the UK. It is part of the Telefonica O2 Europe group, operating across the UK, Ireland, Germany, the Czech Republic, and Slovakia. It was launched in 2001 following separation of the business from British Telecom and was acquired by
Think of a leader in an organization of which you are a member who has introduced some change.● From what you have seen or heard, to what extent does the leader exhibit the traits of a transformational or transactional leader?● Has he or she made any symbolic gestures in introducing change? If
● How much importance does your organization or university give to issues of control? ?● What does this tell you about what a change agent might need to do to bring about change in the organization?● If you have been a change agent, how would you rate your expertise in the three different
Think about a situation that needs changing in an organization of which you are member.Imagine that you are the client and are hiring a consultant.● What role would you want the consultant to play and why?● What tasks and activities would you want the consultant to do?● What possible
The National Trust is a UK charity that looks after 350 historic properties, 700 miles of coastline, 600,000 acres of countryside, and has an annual turnover of £400 million. It employs 5,800 people. The original organizational purpose of conserving the past remains, but engaging visitors is now
Think of a change that you have experienced as an employee of an organization or as a student at your place of study.● What type of communication strategy do you think was being employed, whether deliberately or not, when you learned about the change?● What were the benefi ts and limitations of
Find an opportunity to hear a leader talking about change—either someone in your own organization or at your university, or from listening to some famous speeches on the Internet.● Evaluate the success of the speech as a communication event.● What did it make you think and feel?● Were you
In one of Pfi zer’s UK business units employing 1,000 people, 70 per cent were in sales and worked from home. What communication strategy and tactics would work for them after the organization announced a global transformation programme in October 2006?Between October 2006 and July 2007, staff
Consider a change with which you have been involved in your organization or university(changed work practices or policies, an offi ce move, etc.).● Do you know what the aim of the change was—what it was expected to achieve?● In your opinion, did it achieve its aim?● Would you therefore
Look back on a change that you have experienced at work or university.● Which aspects of how the change was managed would help the change to be sustained and which militated against this?● Did you experience any unintended outcomes from the change?● What in the organization’s handling
Consider an organization for which you have worked or your current university.● Which aspects of the organization’s performance are measured and reported (for example, fi nance, budgets, risk registers, staff survey data, etc.)?● How important are these measures? What happens if a unit is
The term ‘telemedicine’ refers to the use of IT as an integral part of clinical healthcare provision. It ranges from simple dial-up telephone services, to using satellite technology and videoconferencing to conduct real-time consultations between clinical experts in different countries, or
● What were you expecting from this textbook when you started reading it? To what extent have your expectations been met? If some of those expectations have not been met, why do you now think that might be?● Which frameworks and ideas from this book have resonated for you?● What was it about
● Do you think there is more change now, or less, or the same amount as there used to be?– To which era are you comparing the present day?– What experiences or information are infl uencing your view?● Talk to someone who is from a different generation and explore his or her answers to the
How often would the evaluation process of strategic action itself become a strategic advantage?
How can the evaluation focus be turned into an advantage?

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Organizational Change Interlevel Dynamics And Strategy 1st Edition David Coghlan, Nicholas S. Rashford - Solutions

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