Organizational Development and Change The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the
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Knowledge Management. Contemporary Trends and Issues ORGANIZATIONAL LEARNING Povilas Brilius Baifoteka Ltd, Lithuania, povilas@baifoteka.com Abstract: Organizational Learning (OL) is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to
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Case Study Analysis: Tufts-NEMC Ellen Zane had her work cut out for her at Tufts-NEMC. The Tufts University affiliated teaching and research hospital had long been on the decline. It was mired in financial difficulty, was falling behind other teaching and research AMCs, and was not effectively serving its local community. Beginning on the day she accepted her position as CEO, Ellen Zane started on a path of reform. Upon learning that the hospital only had 10 months of cash on hand, she began
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Assignment 2 (30 Marks) Organizational Analysis Overview The learning objectives for this assignment are to: • research and analyse the application of specific organizational behavior (OB) topics in a practical “real-life” work setting • demonstrate the ability to analyse specific OB issues and link them to applicable OB theory • practice OB organizational analysis interviewing skills and appropriate behaviors; and • prepare and present OB analysis documentation.
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Task 1: Organization and Leadership Analysis Assessment Code: C200 Student Name: Student ID: Date: Student Mentor Name: Table of Contents Organization Overview 3 Organization Description 3 Leadership Practices 3 Relationship Between Leadership and Organizational Culture 3 SWOT Analysis 4 Organizational Strengths 4 Organizational Weaknesses 4 Organizational Opportunities 5 Organizational Threats 5 Leadership Evaluation 5 Leadership Strengths 6
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are listed in the chart below. Previous Course (Expired) Replacement Course (New) CON 215: Intermediate Contracting for Mission Support CON 280: Source Selection and Administration of Contracts CON 217: Cost Analysis and Negotiation Techniques CON 270: Intermediation Cost and Price Analysis CON 218: Advanced Contracting for Mission Support CON 290: Contract Administration and Negotiation Techniques CON 353: Advanced Business Solutions for Mission Support CON 360: Contracting for Decision Makers
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case the eye is focused on large tourism companies, but is not always clearly stated. In these large tourism companies, one can discern various articulations of intercultural management. Schreyögg, for example, distinguishes between corporate cultures and global polycentric (1991). Polycentric, are those which, in different countries, come in different forms, thus focusing on "indigenous constructs", those that are global, over national borders, are a unique brand image with a single form articulation
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Responsibility programs 4 3. Environment Scanning and Industry Analysis 6 3.1. Current trends of external environment 6 3.2. Industry analysis through Porter’s 5 Forces Model 9 4. Internal Environment Scanning and Organizational Analysis 10 5. SWOT Analysis 15 6. Design strategic purpose 19 6.1. Vision Statement of StretchLine 19 6.2. Mission Statement of Strechline 19 6.3. Objectives of Stretchline 19 6.4. Gap Analysis of Stretchline 20 7. Strategy development 21 7.1. BCG
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Implementing a Strategy Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks
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Contents Introduction: 3 Task 1 3 1.1 Impact of organizational culture, values and objectives 3 1.2 Evaluation of leadership and management skills 4 1.3 Assessment of personal leadership and management skills 5 1.4 Personal leadership skills 6 TASK2 7 2.1Assesment of opportunities in relations to developing leadership and management skills 7 2.2 Personal development plan 8 2.3 Personal Development 10 Task3 11 3.1Reviewing personal development plan and main objectives 11
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