please answer these questions for a study case.

1) Investigate and analyze the company's history and growth.

2) Identify ALL ethical issues.

3) Identify ALL internal stakeholders affected by the ethical issue(s).

4) Identify ALL external stakeholders affected by the ethical issue(s).

GOALS NSSA CUSTOMER SERVIE MARET HANSI fapent wat al SUAPE MAN BAN DE MU Challenges of Organizational Change Natalie Sejean, Chief Human Resources Officer at VFS TasHeel International and Vasco Worldwide, and former director of Organization Development at TECOM, Dubai, tells the story of the challenges and solutions she undertook to adapt her organization to change. TECOM Investments, a subsidiary of Dubai Holding and Dubai Internet City (DIC), manages the real estate opera- tions and commercial development operations of the business park. Many changes were taking place in the real estate sector that greatly affected the company. Constant change within DIC meant that TECOM had to constantly restructure its organization. Employees linked the changes to insecurity and their attitudes were those of uneasiness and anxiety. Even though for years the com- pany had adopted a successful in-house training course to help managers cope with change, the company needed a more convenient training program for employ- ees. The problem the company faced was communicating with its employees, since TECOM employs a wide range of people in hundreds of positions from different cul- tures and nationalities. As job responsibilities shifted, so did managerial roles, and employees felt insecure and confused about the ways they could help to implement changes. The company decided to provide employees with the skills to be ready for change. After researching many different training programs, Sejean found an interactive training program - based on a famous book titled Who 12 Moved My Cheese? - which achieved the goal of pre- paring employees with the appropriate skills required to face change at work and at home. Sejean said, "The 'fun' element of the program was a big attraction, but the final decision to go with the ... program really rested on the change skills it teaches. This is what we wanted for our employees - something they could use every day." could actually be beneficial not only to their organization but also to themselves. For her first training session, Natalie chose fifteen individuals from different functional areas and divisions and appointed them as change agents to help create a familiar environment and a culture that was more open to change. The results were very encouraging as com- munication became more open and continuous exchange of ideas facilitated the acceptance of change. Sejean reported that employees were "reacting positively to the key message that change will happen, but that they as individuals can determine how well they manage them- selves in present and future changes. When we, as a company and as individuals, really understand what is changing and our role within that change, we actually can work alongside change rather than against it." By noticing smaller changes around them, employees felt more prepared for changes on the horizon. They became more focused on being proactive and welcomed new methodologies aimed at getting better results. People went beyond apprehension and opposition to change; they began to embrace the notion that change Discussion Questions 1. Do you think real estate management in Dubai as described in the case is more calm water or white- water rapids? Explain your choice. 2. Is it harder to implement change in a multicultural environment or are there instances where it actually could be easier? 3. Is training sufficient to get people to welcome change? Explain why or why not. Sources: "Who Moved My Cheese? Helps Global Investment Company Deal With Life In Dubai's First Free Trade Zone," HRManagement online, http://www.hrmreport.com/article/ Who-Moved-My-Cheese-Helps-Global Investment Company Deal-With-Life-In-Dubais-First-Free-Trade-Zone/, March 8, 2010