Organizational Change 3nd Edition Barbara Senior, Jocelyne Fleming - Solutions

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What is the purpose of providing loans to the growers?
How is this converting a threat to an advantage?
What are the levels present in the EME action learning group?
Place yourself in the role of one of the SI’s purchasing managers. What interlevel issues do you face in this action learning process?
How are interlevel dynamics useful in understanding and managing EME processes?
How do levels interact with one another in this case?
How did management deal with outliers?
What is the time frame for change in this university case?
Would this be different in other types of organizations, e.g. a high-tech organization?
What changes brought about the change in analysis? Were these internal or external or both?
How does the analysis process change without an effect on other foci?
What interlevel conflicts are likely to be caused?
How do you think the Compushop people perceived the acquisition by Bell Atlantic?
Can you apply Lewin’s stages of change to this change process?
What are the signs of denying and dodging?
What could have been done differently?
How do organizational levels and interlevel dynamics frame your understanding of how Saint Joseph’s University went about choosing and implementing its corporate actions?
Does this process of choosing and implementing show openness for all constituents to have input?
Would other organizations have the time required to approach the implementation process in this manner?
How could this process be improved?
Map what you think are the different expressions of the individual and teams levels in Omega.
What are the complexities of Level III in Omega?
How does Level IV in Omega comprise the effective workings of Levels I, II and III?
How would you structure working with each level in an ODC project as outlined above?
What are the external forces driving change?
What are the internal forces driving change?
How powerful are these forces?
What choices do we have?
What will be the predicted outcome?
What is our alternative desired outcome?
What is it in the present that we need to change in order to get to our desired future – what is done, how work is done, structures, attitudes, culture . . .?
What are the main avenues which will get us from here to there?What are the particular projects within those avenues? Long, medium, short term . . .?
How do we involve the organization in this project?Where do we begin?
What actions do we take to achieve the maximum effect/medium effect/minimum effect?
How will we manage the transition?
How do we build commitment?
Who is/is not ready/capable for change?
How will we manage resistance?
Who will let it happen, help it happen, make it happen?
Do we need additional help – consultants, facilitators . . .?
What review procedures do we need to establish?How do we articulate and share what we are learning?
What triggered the change in Saint Joseph’s University’s corporate picture?
How was the process for framing a new corporate picture structured?
How do organizational levels and interlevel dynamics help understand what took place and why?
What levels were evident in the four-day retreat meeting?
What role would you think the ODC consultants played?
Where does the need for this change arise?
What needs to happen to get this change in driving force to take place?
What are the interlevel issues and how would you contribute to enabling this change to take place?
Identify trends in business organizations and areas that may need to be addressed in the future to manage change more effectively. LO1
Recognize that planning for change can be influenced by internal and external factors that make ‘predictability’ difficult at times. LO2
Provide examples of planned change and unpredictable change being part of organizational life. LO3
Begin to apply the principles discussed in previous chapters to identify and plan for change successfully using a ‘factors for success’planning tool. LO4
How might using information gained from statistical trends help plan for change in organizations? LO2
What do you think the future holds for your organization or one that interests you?How can you plan for this? LO2
To what extent do organizational messes get treated as if they were difficulties?What are the organizational consequences of this? Does it matter how changesituations are classified? LO5
To what extent do you think the environmental scanning tools are effective indiagnosing the environment for organizations? Are there situations when theymight not be effective? LO5
Drawing on your experience or that of others, and with reference to the literature, critically discuss why, in some cases, culture change seems to have been possible while in others this was not so. LO2
To what extent does an organization’s structure influence its culture and its capacity to work with change? Justify your answer. LO2
Review the evidence for and against the notion that, because of increasing globalization of business and people’s increasing knowledge of the attitudes and behaviour of people in different countries, national cultures are converging.Provide evidence for your arguments. LO2
Prepare a presentation to demonstrate the degree of appropriateness of different types of organizational culture to different types of organizational change LO2
Define the meaning of ‘organizational politics’. LO1
Distinguish between different sources of power and ways of using power to influence people and events. LO2
Define and discuss the link between power, politics and conflict. LO3
Identify different types of conflict as a means of suggesting possible actions for conflict resolution. LO4
Critically discuss the relationship between power, conflict and change and ways of managing these. LO5
Drawing on the types of power suggested by different writers and researchers, give examples of each based on your organizational experiences. LO5
Discuss the idea that power and powerlessness are simply two sides of the same coin. LO5
Discuss the proposition: ‘In times of change, conflict between individuals and groups is inevitable.’ LO5
Discuss the following statement: ‘Conflict can add substantial value to creating an effective organization.’ LO5
Identify those characteristics which distinguish leadership from management. LO1
Discuss whether there is ‘one best way’ of leading or whether leadership style and behaviour should vary according to the circumstances. LO2
Evaluate the possible relationship between organizational life cycle theories and different leadership styles and behaviours. LO3
Assess the compatibility of different leadership approaches with different types of change situations. LO4
Critically review the issue of resistance to change in terms of its implications for leading the processes of planning and implementing change. LO5
Drawing on your own experience of organizational change, describe:(a) a situation where, in Reich’s (1991) terms, someone acted as ‘hero’;(b) a situation where the notion of the leader as hero was less evident than Reich’s concept of the ‘team as hero’. LO3
What were the advantages and disadvantages of these two different leadership situations? Justify your answer. LO3
In the context of the discussion of different types of change posed in Chapter 2, and the idea that organizations must be alert to their ever-changing environments, debate the advisability of seeking managers at all levels who can act as transformational leaders. LO3
Examine the concept of ‘leaders of change’ as it might apply across different societies and organizations. LO3
If you wanted to identify and develop your own leadership skills/style, from the reading and research provided, how might you begin to do this? LO3
Recognize change situations (problems/opportunities) characterized mainly by hard complexity, where the use of hard systems methodologies are appropriate. LO1
Describe the main features of hard systems methodologies for defining, planning and implementing change. LO2
Explain the hard systems model of change (HSMC) as representative of hard systems methodologies of change. LO3
Discuss the limitations of hard systems methodologies of change and, therefore, the need for other change methodologies more suited to situations of soft complexity. LO4
Can you think of a time at work when a change, that would be considered ‘hard’or ‘difficult’ was not implemented as effectively as planned? If you were to apply the HSMC approach could you identify where things went wrong? LO2
Can you think of change situations within your organization that are more difficult than messy, where the HSMC would be both appropriate and effective? What factors would you need to consider in order to ensure effective planning, decision making, implementation and review? LO2
Through issues raised in this chapter, under what circumstances might the HSMC not be appropriate, and why? Could some of these issues be overcome so as to be able to use this phased approach? LO2
Recognize that some change situations (problems/opportunities), by nature of their complexity and particular characteristics, require soft rather than hard systems approaches to change. LO1
Consider the philosophy, value orientation and theoretical underpinnings of organization development as a generalized example of soft systems models for change. LO2
Outline and describe the processes and practices that comprise most OD approaches to designing and implementing organizational change. LO3
Critically review the limitations of OD approaches to managing change. LO4
Debate the pros and cons of using external change agents compared to internal ones.LO4
Compare and contrast the HSMC and OD approaches to change. Give examples of types of change situations where each may be appropriate.LO4
Draw a rich picture of life as experienced by you in your organization.LO4
If your manager is looking for a ‘quick fix’ to manage a change process, how might you justify using an OD approach to change?LO4
To what extent do you think the open systems concept is helpful in understanding how organizational change might happen?LO4
Give examples of environmental forces for change that are likely to affect, significantly, the way organizations operate in ten years’ time. Justify your choices.LO4
How realistic do you think it is to categorize types of change within an organization? What might be the advantages and disadvantages of doing this?LO4
Carry out an ‘environmental scan’ of an organization you know well. The following steps should help:LO4(a) Using the PEST framework, the results from Activities 1.2 and 1.3, and the suggestions in Figure 1.3, list those factors you consider could affect the future performance of the
Emphasize the complex nature of organizational change. LO1

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Organizational Change 3nd Edition Barbara Senior, Jocelyne Fleming - Solutions

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