Cheryl Ways and Agilent Technology’s Layoffs Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15, 2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology’s empty building. What’s remarkable about this story is that Cheryl had been told
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STUDY Cheryl Ways and Agilent Technology’s Layoffs Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15, 2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology’s empty building. What’s remarkable about this story is that Cheryl had been
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Image Change Analysis Expectations “Case Study Cheryl Ways and Agilent Technology’s Layoffs” July 20, 2011 Introduction In 2001 Agilent Technology a World Premier Measurement company started losing money changes where in order to keep the company going. The strategic plan was started by deciding to maintain open communications with their employees. They needed to cut cost so they implemented a 10% pay cut. To cut cost they also tried to reduce the use of external consults. Staff where
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Image Change Analysis Expectations “Case Study Cheryl Ways and Agilent Technology’s Layoffs” July 20, 2011 Introduction In 2001 Agilent Technology a World Premier Measurement company started losing money changes where in order to keep the company going. The strategic plan was started by deciding to maintain open communications with their employees. They needed to cut cost so they implemented a 10% pay cut. To cut cost they also tried to reduce the use of external consults. Staff where
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SHARIF UNIVERSITY OF TECHNOLOGY Graduate School of Management and Economics MBA Program Course Outline Course Name: Managing Organizational Change Course Number: 44252 Instructor: Dr. Mahdieh Mahdavinia E-mail: mmahdavinia@alumni.utoronto.ca Semester: Fall term, 1389-1390 Class Time: Wednesdays: 8:30 am – 12:30 pm Room: 4 Meeting Hours: Before the class by appointment COURSE OBJECTIVES This course makes an enquiry into the field of organization change. Identifying
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• Describe appropriate communication strategies for announcing organizational change. • Understand how successful communication processes will vary depending on the stage and type of organizational change. Chapter Summary The way change is communicated is central to its success. Many problems can disturb the process of communication – message overload, message distortion and message ambiguity. Language, power, gender and emotion can also impact the communication of change. How
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Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business
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