In the mid-1800’s‚ many events occurred that increased sectional tension between the Northern and Southern states of the Union. These tensions ultimately resulted in the outbreak of civil war. One thing in particular that is considered to be a source of sectional discord is the U.S. Constitution. However the Constitution itself was not a source of sectional tension that caused the failure of the Union. The failure erupted generally from the issue of slavery. combination of the people in general and
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RESUMEN: “Organizational culture and Effectiveness: A Study of values‚ attitudes‚ and organizational outcomes” – Brian T. Gregory‚ Stanley G. Harris‚ Achilles A. Armenakis‚ Christopher L. Shook. – Journal of Business Research 62 (2009) La Cultura Organizacional es definida como un conjunto de creencias‚ valores y supuestos‚ que son compartidos por miembros de una organización. Estos valores tienen una influencia en el comportamiento los miembros de la organización‚ ya que la gente se apoya en estos
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understands the impact of organizational change on employees and manages these effects accordingly. By doing so‚ organizational leaders minimize the negative impact change has on productivity and performance. The impact of change on people Beckhard and Harris (1987) define the period of time between the identification of the need for change and the achievement of a desired future state as the ’transition state’. There will come a point when the organization continues to rely on the old system while
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University GM505 Action Research and Consulting Skills Dr. Heidi Gregory-Mina September 30‚ 2014 Critical Mass Analysis A Critical Mass Analysis is used by action research facilitators to gauge the involvement of their stakeholders in their project (Beckhard & Harris‚ 1977). Completing this analysis can help researchers determine where their stakeholders are and where they need them to be. The process can help to lay out the steps needed to ensure that their stakeholders are providing enough support during
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values of organization. Beckhard (1969) defined OD as “an effort that is; planned‚ organization-wide and managed from the top to increase organization effectiveness and health through planned interventions in the organization’s processes‚ using behavioral science knowledge”. However this definition is criticized by many other authors and researchers in the field‚ saying that the business situation is so complex now that planning is very hard thing to do
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London: Oxford University Press. Andriopolos‚ C.‚ 2001. Determinants of Organisational Creativity‚ s.l.: A Literature Reviw Management decision 39/10. Balogun‚ J & Hailey‚ V.‚ 2004. Exploring Strtegic Change‚ London: FT/Prentice Hall. Beckhard‚ R. & Harris‚ R.‚ 1987. Organisational Transitions: Managing Complex Change‚ Wesley: Addison. Beer‚ M. & Nohria‚ N.‚ 2000. Resolving the Tension Between the Theories E and O of Change in Michael Beer and Nitin Nohria eds 2000 Breakingthe Code of Change‚ pp 1-33
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culture researcher develops explicit or implicit paradigms that bias not only the definitions of key concepts but the whole approach to the study of the phenomenon (Barley‚ Meyer‚ & Gash‚ 1988; Martin & Meyerson‚ 1988; Ott‚ 1989; Smircich & Calas‚ 1987; Van Maanen‚ 1988). One probable reason for this diversity of approaches is that culture‚ like role‚ lies at the intersection of several social sciences and reflects some of the biases of eachwspecifically‚ those of anthropology‚ sociology‚ social
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Sony Overhaul Introduction: This paper will analyze how Sony is struggling to reinvent itself in the market by transforming its corporate culture‚ cutting costs and introducing new product lines in its ailing electronics division. Recommendation. Corporate culture needs to be cohesive and organic: The corporate culture at Sony is bureaucratic and the job for life mentality has created Empire building in departments. Each department or unit looks to gain control over key projects and ignores
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root metaphors are of limited use in understanding Knowledge Based Organizations (KBO) that are categorized as ambiguous‚ flexible‚ autonomous entities without mechanistic command and control structures (Handy‚ 1996) (Hesselbein‚ Goldsmith‚ & Beckhard 1997).Alternatively‚ the prevalence and longevity of these metaphors may indicate that they can still contribute to understanding organizational behaviour in a KBE. This paper will explore these positions with reference to Bentley Motors an organization
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DIAGNOSTIC MODELS: AN INTRODUCTION Julie A. C. Noolan Traditional diagnostic models can be categorized as descriptive models or normative models. Descriptive models With descriptive models‚ the role of the OD practitioner is to illuminate “what is” for the client‚ and “what could be”. Within descriptive models‚ contingency theorists would argue that the OD practitioner facilitates change only‚ not focus. The client determines the direction of change and the OD practitioner helps the client get
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