BAB I PENDAHULUAN Dari studi kasus PT. POS Indonesia, yang berjudul: Strategi Transformasi Untuk Memacu Pertumbuhan, kita dapat menarik sebuah benang merah bahwa sejak pertengahan 2012 telah terjadi suatu pergeseran besar dari sebuah BUMN yang telah mengakar di Indonesia. Tuntutan lingkungan dan modernitas menerpa perusahaan sehingga manajemen menyadari bahwa keputusan transformasi bukan lagi sebuah pilihan namun sebuah keharusan. Lingkungan yang telah berubah dengan adanya kemajuan teknologi
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Course Schedule Course Modules Review and Practice Exam Preparation Resources Module 7: Change, leadership, and interpersonal skills Overview In this module you study the process of change in organizations and how managers can facilitate, measure, and evaluate that change. Change has become a constant rather than sporadic occurrence in the business world. There are many reasons, not the least of which is the changing environment in which organizations operate. Over the past three
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believe GM is a risk to public health, safety and environment. Firstly, they believe genetically modified foods will cause gene disruption and modification of existing genes causing toxicity; secondly, they will cause an increase in antibiotic resistance due to gene splicing and thirdly, genes will escape into wild populations (Jerome et al., 2010; Thies & Devare, 2007). The green movement uses an array of highly criticised scientific studies focussing on non-target species under very unrealistic
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and concerns such as: o Teachers are already overloaded – how are they going to implement the new ideas. o Parents and education officers are only interested in a high pass rate in examinations – how are schools to incorporate suggested changes. These are real concerns and made worse when persons implementing the curriculum are not clear what is expected of them. How often have we heard people say, ‘the plan was good but implementation was poor’. On the other hand, if a curriculum plan
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Employee Resistance to Organizational Change: Managerial Influence Tactics and Leader–Member Exchange Stacie A. Furst University of Cincinnati Daniel M. Cable The University of North Carolina at Chapel Hill The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways
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practices to make the change. The aim of this paper is to look at the ideal HR department, considering what elements need to be in place and the type of strategies they would pursue and support. The first consideration will be the department infrastructure and support mechanism. The importance of organizational culture and how it will be influenced may then be considered, this will include considerations if the way the basic function of the HR department, including recruitment and change management and
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Technology is a valuable tool that aids in the improvement of research and product development for many companies. The implementation of programs such as Total Quality Management (TQM) and Six Sigma help companies increase production and quality control, evaluate employee performance, and receive customer feedback. The Internet is also a magnificent tool that allows businesses and customers to communicate and help improve the performance of the company. The goal of most companies is to provide products
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injury related to falls (CDC, 2006). However, the number of uninjured older adults that fell or had minor to moderate injury is unknown. The purpose of this paper is to discuss the issues of falls on the geriatric unit that I am employed and the changes necessary to decrease the numbers of falls on this unit. Problem Identification The geriatric unit in the hospital where I work has an average census of 36. On this unit patient falls are the most prominent problem. According to the hospital data
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employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most
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Running Header: Organizational Change MICHAEL HEDRICK BUS610 ORGANIZATIONAL BEHAVIOR WEEK# 6 JOSEPHINE CAROLA 03/26/2012 ORGANIZATIONAL CHANGE 1 INTRODUCTION Organizational Change is when a company or organization goes through a transformation that occurs when business strategies or major sections of the organization are altered. Planned change is an effort to move an organization
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