Allan Reynolds: Can you describe a typical workday for yourself? I'm an early riser, I'm typically at my desk by about 7 o'clock in the morning. I focus my attention on my e-mails, if I can get my e-mails out of the way before the rest of the staff arrive then I can turn my attention to meetings, which seem to go on almost all day when I'm in the office. I tend to travel a great deal, either to the various Pearson facilities within Canada or out meeting our customers either at academic institutions or at bookstores, just visiting people to learn more about what they would like to hear from Pearson and what kind of products we should be developing. I spend a great deal of time preparing, for example, for presentations. I'm very much involved in the financial aspects of the company, being a publicly held company we focus a lot our attention on return on investment capital and building shareholder value. My true role is as a people person and I spend a lot of time, if you will, in human resources simply recruiting people, retaining people, getting a sense of what the company is all about, giving them a sense of what their future will be. Beth Green: Can you describe a typical workday for yourself? Well you probably get this a lot. There is no typical workday. I have a lot of meetings, a lot of conversations with donors, with workplaces involved in our campaign, and with community agencies involved in the community development work that we do. I also have some conversations with media, meetings with my team and others and lots of writing. Dave Arenburg: Can you describe a typical workday for yourself? Can you describe your role in the company? My workday has changed over the years. When we first set up the first franchise with 20 employees to what it is today of 5 franchises and at one point we also owned a Wendy's franchise, which includes, now, somewhere between 150 to 180 employees. So my typical workday now is involved more in co-ordinating and directing and following up with our management team to make sure that they are responding to the preformance goals we've set, but also to be there in the particular troublesome items items that may crop up from any day-to-day, and it could be breaking equipment, HR issues, some challenging items with customers, because that's something I take pride in trying to get involved with. So i'm a troubleshooter but also a visionary for the company. Gina Haverstock: Can you describe a typical workday for yourself? Harvest time is the busiest time for me, that's when the grapes are coming in and that's when all the big decisions have to be made about what's going to be happening with the processing of the grapes, how the wine is going to be made, at what temperatures, things like that. So, an average day would start 7:30-8:00 in the morning then decisions are made whether grapes are going to come in so we could be doing checks on bricks so the sugar level of grapes, the TA the PH, TA is total acidity, PH of c.

1. Allan Reynolds: Can you describe a typical workday for
yourself?
I'm an early riser, I'm typically at my desk by about 7 o'clock in
the morning. I focus my attention on my e-mails, if I can get my
e-mails out of the way before the rest of the staff arrive then I
can turn my attention to meetings, which seem to go on almost
all day when I'm in the office. I tend to travel a great deal,
either to the various Pearson facilities within Canada or out
meeting our customers either at academic institutions or at
bookstores, just visiting people to learn more about what they
would like to hear from Pearson and what kind of products we
should be developing. I spend a great deal of time preparing, for
example, for presentations. I'm very much involved in the
financial aspects of the company, being a publicly held
company we focus a lot our attention on return on investment
capital and building shareholder value. My true role is as a
people person and I spend a lot of time, if you will, in human
resources simply recruiting people, retaining people, getting a
sense of what the company is all about, giving them a sense of
what their future will be.
Beth Green: Can you describe a typical workday for yourself?
Well you probably get this a lot. There is no typical workday. I
have a lot of meetings, a lot of conversations with donors, with
workplaces involved in our campaign, and with community
agencies involved in the community development work that we
do. I also have some conversations with media, meetings with
my team and others and lots of writing.
Dave Arenburg: Can you describe a typical workday for
yourself? Can you describe your role in the company?
My workday has changed over the years. When we first set up
the first franchise with 20 employees to what it is today of 5
franchises and at one point we also owned a Wendy's franchise,

2. which includes, now, somewhere between 150 to 180
employees. So my typical workday now is involved more in co-
ordinating and directing and following up with our management
team to make sure that they are responding to the preformance
goals we've set, but also to be there in the particular
troublesome items items that may crop up from any day-to-day,
and it could be breaking equipment, HR issues, some
challenging items with customers, because that's something I
take pride in trying to get involved with. So i'm a troubleshooter
but also a visionary for the company.
Gina Haverstock: Can you describe a typical workday for
yourself?
Harvest time is the busiest time for me, that's when the grapes
are coming in and that's when all the big decisions have to be
made about what's going to be happening with the processing of
the grapes, how the wine is going to be made, at what
temperatures, things like that. So, an average day would start
7:30-8:00 in the morning then decisions are made whether
grapes are going to come in so we could be doing checks on
bricks so the sugar level of grapes, the TA the PH, TA is total
acidity, PH of course... and once we decide when the grapes are
going to come in for instance, they start coming in, into the
back pad and then we just start processing them so works
through the crusher to de-stemmer, presses, and then basically
getting the juice, doing analysis on the juice, deciding on any
kind of procedures, and then basically that goes on throughout
the day and it can anywhere from 7:30-8 in the morning right
through until sometimes 12:00. Those are the busy times but the
average day is probably, during harvest, would end around 9:00
pm. In the summertime, it's a little bit different, of course
tourist season starts to ramp up and because at Gaspereau
Vineyards we're so small I don't just stay in the wine cellar and
that's all I do, I actually do a little bit of everything. So, there
are a lot of interests in restaurants, for instance, wanting to do
wine dinners so I would do a wine dinner some evenings, I just

3. participated in a few recently. Working in the store, at the
tasting bar doing tours and tasting, things like that, and earlier
in the spring there is also lots of work to be done in the
vineyard so it's a continuous process and it changes from season
to season
Grant Ferguson: Can you describe a typical workday for
yourself?
I am generally in the plant a little before 7:00 AM. Shift change
in the plant is at 7:00 AM, so it is good to see the outgoing shift
as they head out. The morning is spent generally in operations
meetings, seeing how our performance was the previous day,
seeing where our quality is in particular and our production
levels. I like to spend a lot of time on the shop floor and
minimize the time in meetings. We have 29 acres under the roof
and I like to be able to get through all those 29 acres in a walk
through and see the employees and see what the issues of the
day are. By late in the afternoon, hopefully it will be time to go
home. At 4:30 or 5:00 we can wrap it up and head out.
Heather Hill: Can you describe a typical workday for yourself?
A typical workday at our business, I would be in the office in
the morning to do the books and see where the finances are at,
see what the staff are doing, make sure everybody knows what
they are supposed to be doing for the day, and see if there are
any problems. Sometimes there is a physical problem with one
of our apartments. Sometimes there is a financial situation.
Sometimes there is a reservation, so we make sure our clients
are happy. I like to also be out on the property just to make sure
that things look good. It is really important in a small business,
at least in our small business, that things just look well kept for.
People want to know that they are at a place where people care.
Ian Cavanagh: Can you describe a typical workday for yourself?
My typical work day, I usually rise at about 7, make my way to
work, I am in the office by 8-8:30. Generally there is certain

4. amount of the day that is scripted, there is a lot of the day that
is unscripted and interrupted. It is a byproduct of the nature of
our business and a lot of our activities being driven by client
needs as well as electronic media so like an email interrupting
us during the day. The day does not end typically at 5, this is
not a 9-5 business, quite often we roll on to 6 or 7 at night. Get
home, undertake to do some family commitments and then I
usually find myself back in front of my computer around 9:00,
maybe for an hour or two each evening, then eventually make it
back to bed.
Janet Annesley: Can you describe a typical workday for
yourself?
Well one of the things I love about working in communications
in oil and gas is there is no typical workday. There is – our
industry is very technical, it is very large in terms of having
some of the world’s largest companies. So we can be very
bureaucratic and process-driven at times but certainly in an
externally facing job, there is no typical day because anything
can happen. Whether it is something that has happened in
government, or in the news media, or the environmental
community, or with one of our member companies. There is
always something new and different and to some degree we are
responding to those issues but to a large degree we are working
very hard to stay ahead of the curve and to understand what the
public is thinking, what policy makers are thinking, and how
that affects our industry and advising our members. So I wish I
could say there was a typical day but there is not. Anyone who
wants to get into this profession needs to be able to think pretty
fast on their feet.
Paula Gallagher: Can you describe a typical workday for
yourself?
Well I�m not sure that there is a typical work day for me,
but a normal day would include a couple of elements. There is
typically client related work so I, and members of my team,

5. work with or for a client and there�s usually a component
related to staff. So, helping staff with personal plans or
coaching or dealing with personal issues, and there is typically
an element related to helping to build our business, so,
developing relationships in the community, doing charitable
work with organizations in the community.
Paul Cooper: Can you describe a typical workday for yourself?
Typically it would start around seven, seven thirty either at the
home office or the Dell office. Probably fifty percent of my
time is spent physically on the Dell premise working with our
sales teams, marketing teams, operations and others and
participating in meeting, leading meetings, leading discussions
with those folks. The other fifty percent of my time is spent in
front of customers with our sales teams learning about their
unique requirements and how we can address those requirements
most effectively.
Paul Jewer: Can you describe a typical workday for yourself?
It is hard to call any day typical but certainly I spend a lot of
time with my staff providing them with advice and help with the
things they are working on working with our regional and
national business leads to provide them with support. Obviously
in today's technology driven world a lot of that is done by e-
mail, by video conference, over the phone as we operate offices
across the country and I spend a lot of time traveling to our
offices across the country.
Robert Selzler: Can you describe a typical workday for
yourself?
A typical workday for me is around 11-12 hours. I usually get
into work by around 8:00am and out by around 7:00pm. Then I
usually put in another hour or two at home in the evenings. I try
to take the weekends off and work a few hours on Sunday
evening getting ready for the upcoming work week. My
workdays are filled with many meetings and calls to our global

6. offices. Early morning calls to South Africa or the UK, calls to
South America and North America and late afternoon/evening
calls to Australia.
Shannon MacDonald: Can you describe a typical workday for
yourself?
I don't have a typical workday. I have very exciting workdays
and I think because they're not typical that's why I enjoy them
so much. I see a lot of people, I have a ton of interaction inside
the firm, outside the firm, with people in the city, outside the
city. What's typical about it is there is a lot of interaction, a lot
of great discussion, constantly challenged and really would say
high energy and a lot of fun.
Tracey Ball: Can you describe a typical workday for yourself?
I am a late riser so generally I do not come in until 9:00 A.M. in
the morning. So that is probably different than what people are
used. It actually works quite well because I complement myself
with people who are a lot smarter than I am and they come in
and do tons of work for me. Then I come in and review it and
start it all over the next day.
Module 11 - Interpreting Executives Insight on Management
Change II
Objectives
The aim of this assignment is to offer students insight regarding
the thoughts of selected executives on the topic of the
challenges associated with organizational change. It seeks to
help you make sense of change initiatives from the point of
view of managers.
Instructor Comments

7. Experienced managers have come to understand that managing
chance is a normal part of their job requirements. Indeed to
some extent, that is the major aspect of their work. Think of the
operations head of a professional soccer, football or hockey
team. They constantly gauge the team performance and make
needed change on the go, be they in the early, late, or playoff
stages of the season. Think of a buyer for a major clothing
store. He or she sources new products from around the world
and responds to fashion changes on a daily basis. Change and
managing change is a constant and for many professionals, a
way of life.
Assignment
The aim of this assignment is to offer you insight regarding the
thoughts of selected executives on the topic of the challenges
associated with organizational change. It seeks to help you
make sense of change initiatives from the point of view of
managers.
You should base your responses to the following questions on
the answers offered by interviewees to questions posed in the
video interview database. In order to complete this assignment,
please undertake two tasks. First, enter the web site of the
Acadia International Executive Insight Series (AIEIS) using the
following url: http://amcms.acadiau.ca.
How to get access to AIEIS video database: (click to
open/close)
Please use the scroll bar labeled “Keyword Index”. Scroll down
to “Workday”. Sort the interviews using this key word. View
and listen to at least 15 of the respondents as they discuss a
typical workday for themselves.
· For each of the respondents please suggest which of these
individuals practice change management as part of a normal day
and why?
· What do these responses suggest about the practice of change
management?

8. · Please examine the responses closely. Are there any natural
categories that arise that can be used to group them? If so, what
are the categories and which responses fit within each category?
Please limit your response to this assignment to three single
spaced, typed pages. Please cite your sources in the text and
please reference them at the end of your assignment. Please
end your write–up with one paragraph that summarizes what
you think is the importance of this assignment.