MBA –H4010 Organisational Development And Change ORGANISATIONAL DEVELOPMENT AND CHANGE UNIT – I LEARNING OBJECTIVES The student is expected to learn the following concepts after going through this unit. 1. Change 3. Planned Change 5. Unplanned Change 2. 4. 6. Stimulating Forces Change Agents Lewin’s Three Step Model The change means the alteration of status quo or making things different. It may refer to any alteration which occurs in the overall work environment of an organization
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Managing change is important in seeking the final component of successfully managing strategy‚ process‚ people and culture in most modern organizations. More and more‚ staying competitive in the face of demographic trends‚ technological innovations‚ and globalization requires organizations to change at much higher rates than ever before. Few people will argue with this statement‚ but fewer still will say their organization does a good job at managing those changes. Managing change well is a continuous
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According to (Tandon‚ 2002)‚ a change agent needs many personal characteristics in order to be successful. The role model of an outstanding change agent is embodied by James Shaw‚ who is described as young‚ ambitious‚ idealistic‚ demanding‚ enthusiastic‚ creative‚ intelligent‚ educated‚ persistent‚ strong-minded‚ as well as naïve‚ inexperienced‚ critical and unrealistic. He seems to have it all. And what his skills portfolio is missing‚ he compensates by building a powerful team around him. By recruiting
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Culture Assimilation 1) Definition of the topic: In the article The Importance of ’Community ’ in the Process of Immigrant Assimilation." International Migration Review by Joseph P. Fitzpatrick it explains how there is two steps to assimilating which are‚ cultural assimilation and social assimilation. It defines cultural assimilation as “adapting to values‚ norms‚ and expectations” (6). Immigrants change their personal beliefs and adapt to a new lifestyle. After culturally assimilating it says
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Case Study: Change at Dupont Abstract Plant Manager‚ Tom Harris greeted everyone by name when he walked through the plant and as far as one could tell‚ it seemed to be business as usual at DuPont. Most recently‚ Orion‚ a DuPont manufacturing operation had been closed‚ the equipment dismantled and sent to China‚ but there were no particular concerns regarding this change. When Tom contacted the University of Virginia‚ he was not looking to solve any particular problem; rather he sought to gather
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Organizational Change THE TECHTRON COMPUTERS "WANT TO SURVIVE‚ GO PUBLIC‚ AND THEN WHAT?" CASE Investors (venture capitalists) knew the potential was good for Techtron Computers to challenge the dominant players in the high-speed computing market. They also knew the types of computers Techtron hoped to bring to market were a long shot for success even with their significant financial investment. The four founders of Techtron all had come from large international corporations known for their high-speed
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An Organization in Change BUS610: Organizational Behavior (MWB1208A) Corey Mullin Instructor: Adrienne Osborne 04/02/2012 Self-reflection sometimes is the best feedback that an individual can receive‚ and the same is true for an organization. Understanding where an organization sits emerged in an industry often calls for a shake up or changes in methods‚ practices or even product. The focus is not necessarily what the changes are or is but rather how they are executed‚ who is affected
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foundations of change ‚ approaches‚ models‚ methods and tools 1.1 General definition changes ‚ the concept ‚ the scope of 1.2. Approaches to organizational change 1.3. Models of change management - "Theory E" (hard method changes) and "Theory O" (soft method) - organizational change strategy 1.4. Methods of organizational change 1.4.1. harsh methods 1.4.2 . Soft methods of organizational change 1.4.3 . Integral methods of organizational change 1.5 Reactive and proactive change management
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Corporate Culture (a) What do you think is the dominant corporate culture in your organization? Describe some of the features of this culture‚ what shaped them‚ and comment on their effects (both positive and negative) on organizational performance and staff behaviour and motivation. (b) Could some of the negative cultural features be changed or minimized? If yes‚ describe how you would go about changing them using any change model you like and what resources/support are needed. Suggest the
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In all cultures‚ there are different dimensions that can be categorized into a continuum. Kluckhohn and Strodtbeck have functions of cultural patterns such as common human problems‚ preferred solutions and most importantly‚ a continuum. A continuum is how things are rated by percentages. For example‚ happiness. It could be either more or less in certain situations. In Hofstede’s dimensions of culture‚ there are two topics and only one can be higher in certain cultures than others. The country I
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