Moon, M. Y. (2009). Making sense of common sense for change management buy-in. Management Decision, 47(3), 518-532. doi:http://dx.doi.org/10.1108/00251740910946769 This paper proposes a model for a change manager to use when managing organizational development. The model examines the importance of ordinary common sense when used in organizational change management. The model itself focuses on the change manager’s ability to link self-awareness and flexibility with a common sense perspective to
Words: 346 - Pages: 2
for Lamprey’s to improve their profits is to replace all current employees with new low cost employees. Malescowski has developed personal relationships with the employees and would hate to see them go. However, he must align with his CEO and organizational values. Describe a strategy for changing things that would help resolve the situation at hand. The Oconomo plant can use the three critical innovation strategies for changing things within the organization. The first step is the exploration
Words: 844 - Pages: 4
motivated Kodak to change its organizational architecture? There were several factors that motivated Kodak to change its organizational architecture. For many years Kodak owned the market and there was very little to no competition. Quite suddenly they found that they had many strong competitors which took its toll on Kodak’s market share. In addition, technological advancement made it easier for the competition to get their products to the market. As a result of these changes, Kodak saw its stock
Words: 415 - Pages: 2
long work hours for non-management employees, and low morale. * During the merger into GameStop there was a lot of resistance from employees all over the country. No one was certain of the changes that were about to happen. Would it be better, or would things be worst. Employees wondering if the changes would include better work hours, benefits, and incentives. All of these concerns were addressed at a worldwide company meeting, back in July of 2000. * The owner, and CEO of the company
Words: 678 - Pages: 3
Why Organizations Change James De Gagne MTG/380 November 22, 2011 Tammy Walker Why Organizations Change Organizations change for different reasons, external pressures, the change in the economy, new product line, global influence, or internal pressure, a new business strategy, a change in the vision, or mission statement, reorganization, or acquisitions. When an organization changes the people within the company must also transition. Transition means a person has to let go, say goodbye, and
Words: 1075 - Pages: 5
Jasmin Cisneros Organizational Theory Week 3 Reflection How can a manager turn that dynamic around? This may sound like a difficult questions and may seem very difficult to do. It really isn’t. A manager must know his employees and understand what it really is that they are looking for. For most employees, they want to feel valued, trust, and overall respected for the work that they do. In my opinion, it all begins in the leadership skills that a manager has. A good manager knows when and how
Words: 576 - Pages: 3
The rules proposed by Robert B . Reich are all important in making one an invaluable employee able to sustain the organizational success over a prolonged time period in the age when change is sudden and quick . The company has to be able to manage change and at the same time provide continuity to its actions , keep its identity in all the time of its existence . To achieve this , the management and employees have to meet the needs of today 's rapidly changing society For the company as a whole
Words: 499 - Pages: 2
compare and contrast the topics of innovation, design and creativity. The importance of these three topics in meeting organizational objectives is innovation creates new technology and ideas. Design is important to meeting organizational objectives because design is the way products are made. Without design, nothing could be produced. Creativity is important to meeting organizational objectives because without creativity, no new products or services could be offered to customers. This could hurt
Words: 409 - Pages: 2
key element in organizational change is the people, and that he had to use the model to transition process. Importantly, customer satisfaction is the center of the entire operation and that every business process flows from that fundamental objective. Leading organization changes starts with the recognition of need as well as identifying the targets for change. The process has to entail framing, reframing and hand-picking the right change interventions. The central idea is that change cannot be done
Words: 546 - Pages: 3
Learning November 24, 2013 1) What factors motivated Kodak to change its organizational architecture? There were several factors that persuaded Kodak to make changes to its organizational architecture in 1984. Kodak had come to the conclusion that its present organizational architecture did not fit the current business environment for the industry. The biggest factor that persuaded Kodak to make a change was the growing competition in the industry and losing the dominance it once had
Words: 687 - Pages: 3
