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Question: chances are that the school you are attending is...

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·      Chances are that the school you are attending is currently undergoing some sort of change to adapt more closely with its environment. Discuss the external forces that are driving these changes. What internal drivers for change also exist?

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·      Use Lewin’s force field analysis to describe the dynamics of organizational change at Nissan Motor Company (opening vignette to this chapter).

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·      Employee resistance is a symptom, not a problem in the change process.” What are some of the real problems that may underlie employee resistance?

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·      Senior management of a large multinational corporation is planning to restructure the organization. Currently, the organization is decentralized around geographical areas so that the executive responsible for each area has considerable autonomy over manufacturing and sales. The new structure will transfer power to the executives responsible for different product groups; the executives responsible for each geographic area will no longer be responsible for manufacturing in their area but will retain control over sales activities. Describe two types of resistance senior management might encounter from this organizational change.

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·      Discuss the role of reward systems in organizational change. Specifically, identify where reward systems relate to Lewin’s force field model and where they serve as a toll in the organizational change process.

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·      Web Circuits, Inc. is a Singapore-based manufacturer of computer circuit boards for high-technology companies. Senior management wants to introduce value-added management practices to reduce production costs and remain competitive. A consultant has recommended that the company start with a pilot project in one department and, when successful, diffuse these practices to other areas of the organization. Discuss the advantages of this recommendation and identify three ways (other than the pilot project's success) to make diffusion of the change effort more successful.

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·      Suppose that you are vice-president of branch services at the Bank of East Lansing. You notice that several branches have consistently low customer service ratings even though there are no apparent differences in resources or staff characteristics.

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·      Describe an appreciative inquiry process in one of these branches that might help to overcome these problems.

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·      This chapter suggests that some organizational change activities face ethical concerns. Yet, several consultants actively use these processes because they believe they benefit the organization and do less damage to employees than it seems on the surface. For example, some activities try to open up the employee’s hidden area (see Johari Window in Chapter 3) so that there is better mutual understanding with co-workers. Discuss this argument and identify where you think organizational change interventions should limit this process.

Provide your response to the issue here.

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