Save time and make the difference by using Porter’s Five Forces Templates in editable PowerPoint slides created by former Deloitte management consultants and talented designers.
This strategy tool will help you to assess the attractiveness of an industry or a market by analyzing the forces acting upon it.
The document analyzes the five competitive forces in Apple's smartphone industry: competitors, new entrants, substitutes, suppliers, and buyers. Regarding competitors, Samsung has the largest market share at 24.8% and competition is strong due to high firm aggressiveness and low switching costs. New entrants like Xiaomi offer lower prices but must overcome barriers like brand recognition. Substitutes like smartwatches are weak threats currently due to limited performance. Suppliers like Samsung and Texas Instruments have power due to their scale and expertise. Buyers have moderate power due to loyalty balanced with low switching costs.
Prada Business Model Evolution and FutureAlar Kolk
The document provides background information on the luxury goods and fashion industry. It discusses that luxury goods are high-quality, exclusive products that convey status. The luxury industry includes sectors like jewelry, tableware, fashion/apparel, perfumes, and accessories. Key factors driving the growth of the luxury market include rising incomes and more consumers pursuing luxury brands globally. The fashion house Prada will be examined through the evolution of its business model over different time periods from its founding to present day.
Xiaomi has expanded internationally using several key strategies:
1) The "triathlon model" integrates hardware, software, and internet services to generate profit from services rather than just hardware.
2) Aggressive pricing allows Xiaomi to undercut competitors by pricing products close to manufacturing costs.
3) Social media and "hunger marketing" create viral buzz among youth to fuel sales and gather customer feedback.
The document outlines 7 strategies used by Best Managed companies to achieve success. The strategies are: 1) being laser focused on their strongest offering, 2) using social media to engage customers and employees, 3) investing in technology, processes, and people, 4) using data analytics to gain insights, 5) benchmarking against global competitors, 6) pursuing strategic mergers and acquisitions to grow, and 7) managing risks proactively before crises occur. Following these strategies has allowed Best Managed companies to significantly outperform average growth rates in revenue and profits.
This document provides an overview of key concepts from Chapter 2 of the textbook "Strategic Marketing Management" including company-wide strategic planning, designing business portfolios, developing growth strategies, partnering with other departments, developing a customer value-driven marketing strategy, and using tools like SWOT analysis, segmentation, targeting, and positioning. The learning objectives, steps in strategic planning, components of a mission statement, and analyzing business portfolios are described over several pages.
Strategic Management project on Johnson & Johnson Shobhita Dayal
This presentation talks about the complete framework of the strategic planning of the Johnson & Johnson company. All the topics of strategic management course is been covered, in this ppt starting from SWOT, Strategic Map, External Factor Analysis, and all other major strategic tools.
Patanjali is an Indian FMCG company founded in 2006 by Baba Ramdev and Acharya Balkrishna. The document provides an overview of Patanjali's history, products, marketing strategies, and environmental factors. It discusses Patanjali's introduction of the FMCG industry in India, the roles and importance of its marketing department, its use of the 4Ps marketing mix framework, and a SWOT analysis identifying its strengths in natural ayurvedic products and brand ambassador Baba Ramdev, weaknesses in promotions and rural distribution, opportunities in the domestic market and exports, and threats from competitors and economic slowdowns.
Save time and make the difference by using Porter’s Five Forces Templates in editable PowerPoint slides created by former Deloitte management consultants and talented designers.
This strategy tool will help you to assess the attractiveness of an industry or a market by analyzing the forces acting upon it.
The document analyzes the five competitive forces in Apple's smartphone industry: competitors, new entrants, substitutes, suppliers, and buyers. Regarding competitors, Samsung has the largest market share at 24.8% and competition is strong due to high firm aggressiveness and low switching costs. New entrants like Xiaomi offer lower prices but must overcome barriers like brand recognition. Substitutes like smartwatches are weak threats currently due to limited performance. Suppliers like Samsung and Texas Instruments have power due to their scale and expertise. Buyers have moderate power due to loyalty balanced with low switching costs.
Prada Business Model Evolution and FutureAlar Kolk
The document provides background information on the luxury goods and fashion industry. It discusses that luxury goods are high-quality, exclusive products that convey status. The luxury industry includes sectors like jewelry, tableware, fashion/apparel, perfumes, and accessories. Key factors driving the growth of the luxury market include rising incomes and more consumers pursuing luxury brands globally. The fashion house Prada will be examined through the evolution of its business model over different time periods from its founding to present day.
Xiaomi has expanded internationally using several key strategies:
1) The "triathlon model" integrates hardware, software, and internet services to generate profit from services rather than just hardware.
2) Aggressive pricing allows Xiaomi to undercut competitors by pricing products close to manufacturing costs.
3) Social media and "hunger marketing" create viral buzz among youth to fuel sales and gather customer feedback.
The document outlines 7 strategies used by Best Managed companies to achieve success. The strategies are: 1) being laser focused on their strongest offering, 2) using social media to engage customers and employees, 3) investing in technology, processes, and people, 4) using data analytics to gain insights, 5) benchmarking against global competitors, 6) pursuing strategic mergers and acquisitions to grow, and 7) managing risks proactively before crises occur. Following these strategies has allowed Best Managed companies to significantly outperform average growth rates in revenue and profits.
This document provides an overview of key concepts from Chapter 2 of the textbook "Strategic Marketing Management" including company-wide strategic planning, designing business portfolios, developing growth strategies, partnering with other departments, developing a customer value-driven marketing strategy, and using tools like SWOT analysis, segmentation, targeting, and positioning. The learning objectives, steps in strategic planning, components of a mission statement, and analyzing business portfolios are described over several pages.
Strategic Management project on Johnson & Johnson Shobhita Dayal
This presentation talks about the complete framework of the strategic planning of the Johnson & Johnson company. All the topics of strategic management course is been covered, in this ppt starting from SWOT, Strategic Map, External Factor Analysis, and all other major strategic tools.
Patanjali is an Indian FMCG company founded in 2006 by Baba Ramdev and Acharya Balkrishna. The document provides an overview of Patanjali's history, products, marketing strategies, and environmental factors. It discusses Patanjali's introduction of the FMCG industry in India, the roles and importance of its marketing department, its use of the 4Ps marketing mix framework, and a SWOT analysis identifying its strengths in natural ayurvedic products and brand ambassador Baba Ramdev, weaknesses in promotions and rural distribution, opportunities in the domestic market and exports, and threats from competitors and economic slowdowns.
L'Oreal is a global beauty company with core businesses in hair color, hair care, skin care, color cosmetics, and fragrances. In 2010, L'Oreal's sales were 19.5 billion euros with half coming from outside Europe. L'Oreal focuses on global markets like China, India, Brazil, and Mexico, and spends 3.5% of revenue on research and development. L'Oreal has practices like focusing on globalization and localization, organizational learning to share knowledge across regions, acquiring brands to expand its portfolio and presence, and diversifying employees to drive more creativity and innovation. The company faces challenges in catering to local customer needs and preferences in different markets, identifying new markets
1) The document discusses achieving and sustaining competitive advantage for a college by fostering creativity, innovation, branding, and marketing capabilities among stakeholders.
2) It emphasizes the importance of continuous improvement, collective vision, transparency, and cross-cultural communication in innovation.
3) Developing a strong brand proposition that resonates with customers and is echoed consistently internally is key to successful brand positioning.
4) Fostering market knowledge, penetration, development and share are important marketing capabilities for stakeholders.
This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.
This document outlines a public relations campaign for LG Electronics to improve customer service standards in North America. It identifies LG's competitors and current third place global market share. The campaign aims to move LG to the number one or two position within six months by focusing on transparency, interactive communication with customers, and resolving issues proactively. It establishes goals, objectives, strategies, tactics, and an evaluation plan for the campaign. A budget of $200,049 is allocated primarily for internal resources to test and implement customer service revisions.
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in 1992 by Kaplan and Norton to provide a balanced perspective beyond just financial measures. The Balanced Scorecard approach suggests viewing an organization from four perspectives: financial, customer, internal business processes, and learning and growth. Key to implementation is obtaining executive support, involving leaders and employees, enhancing information systems, and monitoring progress.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
This document contains 7 accounting ratio calculation questions involving the preparation of balance sheets and income statements using various financial metrics and ratios provided. It asks the reader to calculate missing values like assets, liabilities, equity, profits, etc. based on ratios for inventory turnover, debtors collection period, current ratio, profit margin, asset turnover, etc. The questions provide real company financial data to practice solving for unknowns.
The document discusses managing corporate performance using a balanced scorecard approach. It introduces the balanced scorecard framework which includes four perspectives: financial, customer, internal business processes, and learning and growth. It then provides details on each perspective, including examples of strategic objectives and key performance indicators that could be used. The document also discusses how corporate scorecards can be cascaded down to create balanced scorecards at divisional and functional levels like HR, IT, finance, and marketing. Strategy maps are presented as a tool to translate strategies into objectives and measures across the four perspectives.
The document discusses different business models for IT-enabled services outsourcing:
1) Four dominant outsourcing models are outlined: outsourcing to a foreign provider with no national presence, outsourcing via a national office, outsourcing via an independent broker, and outsourcing to a wholly-owned foreign subsidiary.
2) Captive models, joint venture models, and pure outsourcing models are described as strategic alliance approaches. Examples of each like EXULT and Tech Mahindra-British Telecom are provided.
3) Build-operate-transfer models are explained where a vendor builds a facility, operates it for a period, then transfers operations. An example with Polaris and
Marketing plan -Xiomi New Product DevelopmentTushar Sharma
This is in conjunction with "Analysis of Consumer Preferences for New Smartphone" uploaded earlier. It showcases a detailed marketing plan for a new product in smartphone category.
The document discusses the origins and development of strategic management as a discipline. It began in the 1950s with pioneers like Chandler, Selznick, and Ansoff developing foundational concepts. Chandler recognized the importance of coordinating management functions under an overall strategy. Selznick introduced matching internal/external factors through SWOT analysis. Ansoff built on this with strategic frameworks and the concept of reducing gaps between current/desired states. The document outlines the key elements of strategic management theory that had developed by the 1970s, including relating strategy to the business environment, its fluid/complex nature, and its multi-level planning and conceptual aspects. Finally, it introduces tools for strategic analysis like PEST and scenario planning.
The document discusses various aspects of global marketing including:
1) Reasons for companies to go global such as new trade agreements and transportation improvements.
2) Means for companies to enter foreign markets such as exports, strategic alliances, and wholly owned subsidiaries.
3) The evolution of multinational, global, and transnational approaches to marketing across borders.
4) Factors such as globalization, competition, and government policies that are driving more companies to adopt global marketing strategies.
This document discusses planning and goal setting. It defines planning as thinking about activities needed to achieve desired goals based on foresight. Managers plan to offset uncertainty, focus objectives, provide a coordinated roadmap, increase efficiency, and facilitate control. Goals are future results envisioned to achieve, and plans outline how goals will be met. The document outlines different types of goals and plans and approaches to setting goals like traditional, means-ends chain, and management by objectives. It also discusses developing plans, approaches to planning like reactive, inactive, preactive, and proactive, and contemporary issues in planning like criticisms and effective planning in dynamic environments.
Personnel Aspect of Administration - Organizational DevelopmentWilfredoGabataSinoy
Organizational development (OD) aims to improve an organization's effectiveness and the well-being of its employees. The document outlines several key aspects of OD including: the process which involves identifying areas for improvement, investigating problems, creating action plans, implementing changes, and evaluating results; challenges to change such as resistance, conflicting goals, and burnout; and interventions like team building, job enrichment, and diversity training. OD models like Lewin's three stage model of unfreezing, changing, and refreezing as well as Burke-Litwin's model of transactional and transformational change are discussed.
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
The document discusses the process of internal consulting within an organization. It outlines the typical stages of an internal consulting project which include: identifying a problem area by senior management, choosing an internal expert to address the issue, defining their role, diagnosing the problem, implementing solutions, and disengaging once goals are met. The stages involve clarifying responsibilities, analyzing challenges, developing a plan in collaboration with staff, gradually implementing changes while supporting adoption, and evaluating outcomes before concluding the assignment. Internal consulting provides an opportunity for organizational improvement through utilizing existing expertise, but will only succeed if roles and expectations are clear and change is managed sensitively.
The document discusses the process of internal consulting within an organization. It outlines the typical stages of an internal consulting project which include: identifying a problem area by senior management, choosing an internal expert to address the issue, defining their role, diagnosing the problem, implementing solutions, and disengaging once goals are met. The stages involve clarifying responsibilities, analyzing challenges, developing a plan in collaboration with employees, gradually reducing involvement once changes are adopted, and evaluating outcomes. Internal consulting provides an opportunity for organizational improvement through utilizing existing expertise, but challenges can include employee resistance and lack of support from management.
Walter Shewhart developed the concepts of chance causes and assignable causes of errors and established the foundations of statistical process control. W. Edwards Deming built upon this work and developed the sampling techniques still used today. He is known for his 14 points for management and emphasis on management's responsibility for quality improvement. Joseph Juran proposed the Juran Trilogy of quality planning, quality control, and quality improvement. This established a strategic, project-based approach to quality management. Kaoru Ishikawa codified quality tools like cause-and-effect diagrams and quality circles to empower workers. Together, these quality pioneers established the core principles and practices of modern quality management.
Foundation of Organization Design (MGMT673)Reading Materia.docxVannaJoy20
Foundation of Organization Design
(MGMT673)
Reading Material
Building Motivation
Communicate Why the Redesign is Needed
People need a compelling reason to change. With all of the changes being requested and demanded of people in the current world, people must be convinced that change is necessary.
Even when leadership initiates organizational change, it is often experienced as just one more unrealistic and often absurd demand. Employees are likely to respond in a passive-aggressive manner and simply do things the same. The previously engaged workforce may suddenly start misplacing things, ignoring e-mails, and spending hours talking with colleagues about what is happening. It is the leadership’s responsibility to not only have a vision but to also see that motivation for the change effort is high. Consultants can be helpful to management in this regard, but ultimately it is management’s responsibility. An offhand announcement of a redesign can literally bring production to a halt in a business. Even though management feels the redesign is in the employees’ best interest, if they are not properly prepared and brought in, the employees are likely to respond to the news in a way that will not move things forward. In fact, without a timely and wise explanation of why changes are needed, they may see the redesign as irresponsibility on the part of management.
Communicating Credible Reasons and Expectations for the Redesign
Management must take the time not only to provide a clear vision of the redesign but to also communicate why the redesign is necessary. The cost of not taking time to communicate credible reasons as to why the redesign was done and providing credible expectations of what it will take to realize the benefits of the redesign, will cost the company dearly.
One way to build support is to involve employees and other stakeholders in the diagnosis and redesign. This takes time, but it helps employees understand why the redesign is important and builds motivation for making it work. However, if management already has its mind made up and is going to do what it wants to do regardless, involvement can backfire in a big way.
At the least, a communication campaign is essential. The campaign must be honest because employees and other stakeholders can see through the spin and hype.
Do not Ignore Resistance
Resistance is feedback. Figure out why it is there, and do not force it. Like the plumber or mechanic who forces a part to fit, the likely result is generally a broken part. Force generally does not work and is nearly always expensive and time-consuming. Resistance is natural. Ohm’s lawapplies to human behavior much like it does in physics—there is always resistance. Good managers and consultants learn from the resistance and manage it.
Managing the Changing Relationships
Acknowledge Changing Relationships and Responsibilities
Redesigns nearly always change relationships and responsibilities. Not addressing these lead to conf.
1. Change in Organizations2. Planned Change Strategies3. Res.docxblondellchancy
1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the organization
Refreezing: changes are reinforced and stabilized
Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change.
Shared-power strategy: uses participatory methods and emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve
things
NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, & make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in challenging jobs &work settings”.
.
Business and Admin Level 2 Unit 4 assessment answersDeepaliSoni12
This document provides guidance for completing an assessment for a business administration course. It outlines three sections that make up the assessment: 1) why change happens in businesses, 2) supporting change, and 3) responding to change. For each section, it lists the relevant learning objectives and provides questions to answer relating to change in the workplace. The document emphasizes the importance of responding positively to change and provides examples of how to do so, such as gaining new skills from training, supporting colleagues, and seeing changes as opportunities. It directs the student to save their work and submit it online to their tutor for marking upon completion.
L'Oreal is a global beauty company with core businesses in hair color, hair care, skin care, color cosmetics, and fragrances. In 2010, L'Oreal's sales were 19.5 billion euros with half coming from outside Europe. L'Oreal focuses on global markets like China, India, Brazil, and Mexico, and spends 3.5% of revenue on research and development. L'Oreal has practices like focusing on globalization and localization, organizational learning to share knowledge across regions, acquiring brands to expand its portfolio and presence, and diversifying employees to drive more creativity and innovation. The company faces challenges in catering to local customer needs and preferences in different markets, identifying new markets
1) The document discusses achieving and sustaining competitive advantage for a college by fostering creativity, innovation, branding, and marketing capabilities among stakeholders.
2) It emphasizes the importance of continuous improvement, collective vision, transparency, and cross-cultural communication in innovation.
3) Developing a strong brand proposition that resonates with customers and is echoed consistently internally is key to successful brand positioning.
4) Fostering market knowledge, penetration, development and share are important marketing capabilities for stakeholders.
This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.
This document outlines a public relations campaign for LG Electronics to improve customer service standards in North America. It identifies LG's competitors and current third place global market share. The campaign aims to move LG to the number one or two position within six months by focusing on transparency, interactive communication with customers, and resolving issues proactively. It establishes goals, objectives, strategies, tactics, and an evaluation plan for the campaign. A budget of $200,049 is allocated primarily for internal resources to test and implement customer service revisions.
The Balanced Scorecard is a strategic planning and management system that monitors organizational performance against strategic goals. It was developed in 1992 by Kaplan and Norton to provide a balanced perspective beyond just financial measures. The Balanced Scorecard approach suggests viewing an organization from four perspectives: financial, customer, internal business processes, and learning and growth. Key to implementation is obtaining executive support, involving leaders and employees, enhancing information systems, and monitoring progress.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
This document contains 7 accounting ratio calculation questions involving the preparation of balance sheets and income statements using various financial metrics and ratios provided. It asks the reader to calculate missing values like assets, liabilities, equity, profits, etc. based on ratios for inventory turnover, debtors collection period, current ratio, profit margin, asset turnover, etc. The questions provide real company financial data to practice solving for unknowns.
The document discusses managing corporate performance using a balanced scorecard approach. It introduces the balanced scorecard framework which includes four perspectives: financial, customer, internal business processes, and learning and growth. It then provides details on each perspective, including examples of strategic objectives and key performance indicators that could be used. The document also discusses how corporate scorecards can be cascaded down to create balanced scorecards at divisional and functional levels like HR, IT, finance, and marketing. Strategy maps are presented as a tool to translate strategies into objectives and measures across the four perspectives.
The document discusses different business models for IT-enabled services outsourcing:
1) Four dominant outsourcing models are outlined: outsourcing to a foreign provider with no national presence, outsourcing via a national office, outsourcing via an independent broker, and outsourcing to a wholly-owned foreign subsidiary.
2) Captive models, joint venture models, and pure outsourcing models are described as strategic alliance approaches. Examples of each like EXULT and Tech Mahindra-British Telecom are provided.
3) Build-operate-transfer models are explained where a vendor builds a facility, operates it for a period, then transfers operations. An example with Polaris and
Marketing plan -Xiomi New Product DevelopmentTushar Sharma
This is in conjunction with "Analysis of Consumer Preferences for New Smartphone" uploaded earlier. It showcases a detailed marketing plan for a new product in smartphone category.
The document discusses the origins and development of strategic management as a discipline. It began in the 1950s with pioneers like Chandler, Selznick, and Ansoff developing foundational concepts. Chandler recognized the importance of coordinating management functions under an overall strategy. Selznick introduced matching internal/external factors through SWOT analysis. Ansoff built on this with strategic frameworks and the concept of reducing gaps between current/desired states. The document outlines the key elements of strategic management theory that had developed by the 1970s, including relating strategy to the business environment, its fluid/complex nature, and its multi-level planning and conceptual aspects. Finally, it introduces tools for strategic analysis like PEST and scenario planning.
The document discusses various aspects of global marketing including:
1) Reasons for companies to go global such as new trade agreements and transportation improvements.
2) Means for companies to enter foreign markets such as exports, strategic alliances, and wholly owned subsidiaries.
3) The evolution of multinational, global, and transnational approaches to marketing across borders.
4) Factors such as globalization, competition, and government policies that are driving more companies to adopt global marketing strategies.
This document discusses planning and goal setting. It defines planning as thinking about activities needed to achieve desired goals based on foresight. Managers plan to offset uncertainty, focus objectives, provide a coordinated roadmap, increase efficiency, and facilitate control. Goals are future results envisioned to achieve, and plans outline how goals will be met. The document outlines different types of goals and plans and approaches to setting goals like traditional, means-ends chain, and management by objectives. It also discusses developing plans, approaches to planning like reactive, inactive, preactive, and proactive, and contemporary issues in planning like criticisms and effective planning in dynamic environments.
Personnel Aspect of Administration - Organizational DevelopmentWilfredoGabataSinoy
Organizational development (OD) aims to improve an organization's effectiveness and the well-being of its employees. The document outlines several key aspects of OD including: the process which involves identifying areas for improvement, investigating problems, creating action plans, implementing changes, and evaluating results; challenges to change such as resistance, conflicting goals, and burnout; and interventions like team building, job enrichment, and diversity training. OD models like Lewin's three stage model of unfreezing, changing, and refreezing as well as Burke-Litwin's model of transactional and transformational change are discussed.
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
The document discusses the process of internal consulting within an organization. It outlines the typical stages of an internal consulting project which include: identifying a problem area by senior management, choosing an internal expert to address the issue, defining their role, diagnosing the problem, implementing solutions, and disengaging once goals are met. The stages involve clarifying responsibilities, analyzing challenges, developing a plan in collaboration with staff, gradually implementing changes while supporting adoption, and evaluating outcomes before concluding the assignment. Internal consulting provides an opportunity for organizational improvement through utilizing existing expertise, but will only succeed if roles and expectations are clear and change is managed sensitively.
The document discusses the process of internal consulting within an organization. It outlines the typical stages of an internal consulting project which include: identifying a problem area by senior management, choosing an internal expert to address the issue, defining their role, diagnosing the problem, implementing solutions, and disengaging once goals are met. The stages involve clarifying responsibilities, analyzing challenges, developing a plan in collaboration with employees, gradually reducing involvement once changes are adopted, and evaluating outcomes. Internal consulting provides an opportunity for organizational improvement through utilizing existing expertise, but challenges can include employee resistance and lack of support from management.
Walter Shewhart developed the concepts of chance causes and assignable causes of errors and established the foundations of statistical process control. W. Edwards Deming built upon this work and developed the sampling techniques still used today. He is known for his 14 points for management and emphasis on management's responsibility for quality improvement. Joseph Juran proposed the Juran Trilogy of quality planning, quality control, and quality improvement. This established a strategic, project-based approach to quality management. Kaoru Ishikawa codified quality tools like cause-and-effect diagrams and quality circles to empower workers. Together, these quality pioneers established the core principles and practices of modern quality management.
Foundation of Organization Design (MGMT673)Reading Materia.docxVannaJoy20
Foundation of Organization Design
(MGMT673)
Reading Material
Building Motivation
Communicate Why the Redesign is Needed
People need a compelling reason to change. With all of the changes being requested and demanded of people in the current world, people must be convinced that change is necessary.
Even when leadership initiates organizational change, it is often experienced as just one more unrealistic and often absurd demand. Employees are likely to respond in a passive-aggressive manner and simply do things the same. The previously engaged workforce may suddenly start misplacing things, ignoring e-mails, and spending hours talking with colleagues about what is happening. It is the leadership’s responsibility to not only have a vision but to also see that motivation for the change effort is high. Consultants can be helpful to management in this regard, but ultimately it is management’s responsibility. An offhand announcement of a redesign can literally bring production to a halt in a business. Even though management feels the redesign is in the employees’ best interest, if they are not properly prepared and brought in, the employees are likely to respond to the news in a way that will not move things forward. In fact, without a timely and wise explanation of why changes are needed, they may see the redesign as irresponsibility on the part of management.
Communicating Credible Reasons and Expectations for the Redesign
Management must take the time not only to provide a clear vision of the redesign but to also communicate why the redesign is necessary. The cost of not taking time to communicate credible reasons as to why the redesign was done and providing credible expectations of what it will take to realize the benefits of the redesign, will cost the company dearly.
One way to build support is to involve employees and other stakeholders in the diagnosis and redesign. This takes time, but it helps employees understand why the redesign is important and builds motivation for making it work. However, if management already has its mind made up and is going to do what it wants to do regardless, involvement can backfire in a big way.
At the least, a communication campaign is essential. The campaign must be honest because employees and other stakeholders can see through the spin and hype.
Do not Ignore Resistance
Resistance is feedback. Figure out why it is there, and do not force it. Like the plumber or mechanic who forces a part to fit, the likely result is generally a broken part. Force generally does not work and is nearly always expensive and time-consuming. Resistance is natural. Ohm’s lawapplies to human behavior much like it does in physics—there is always resistance. Good managers and consultants learn from the resistance and manage it.
Managing the Changing Relationships
Acknowledge Changing Relationships and Responsibilities
Redesigns nearly always change relationships and responsibilities. Not addressing these lead to conf.
1. Change in Organizations2. Planned Change Strategies3. Res.docxblondellchancy
1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the organization
Refreezing: changes are reinforced and stabilized
Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change.
Shared-power strategy: uses participatory methods and emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve
things
NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, & make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in challenging jobs &work settings”.
.
Business and Admin Level 2 Unit 4 assessment answersDeepaliSoni12
This document provides guidance for completing an assessment for a business administration course. It outlines three sections that make up the assessment: 1) why change happens in businesses, 2) supporting change, and 3) responding to change. For each section, it lists the relevant learning objectives and provides questions to answer relating to change in the workplace. The document emphasizes the importance of responding positively to change and provides examples of how to do so, such as gaining new skills from training, supporting colleagues, and seeing changes as opportunities. It directs the student to save their work and submit it online to their tutor for marking upon completion.
Change is a process, not simply an event.
Jim’s session will provide insight into understanding the role of the Human Condition in the change process and how to manage it. Jim will explore:
How to make any change stick
The importance of understanding what happens to the individuals involved in any change initiative
The need to make both a logical and the emotional case for change
Kotter's 8-Step Change Model outlines an 8-step process for leading change in organizations: 1) establish a sense of urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) remove obstacles, 6) create short-term wins, 7) build on the change, and 8) anchor new approaches in the culture. The model is based on Kotter's research of successful change initiatives at various organizations. While presented linearly, the steps are actually an ongoing cycle to maintain momentum of change. Each step provides actions leaders can take to guide their organization through the change process.
1 4MEMORANDUMTO CEO Smith” [email protected]From.docxoswald1horne84988
1
4
MEMORANDUM
TO: “CEO Smith” [email protected]
From:
Date:
Subject: Performance Appraisal Issues
Cc:
After reviewing Susan’s notes and researching the status on the various projects you have requested updates on, I have put together a proposal for three separate performance appraisal systems that apply to Megan Pearce as well as the organization as a whole. After careful consideration of Susan’s notes, it is clear that Megan is not completing projects as assigned. She is delinquent in the completion of employee training as well as the implementation of employee development programs. She has also shown a lack of motivation in recent history and has been known to use company time to conduct personal business.
Management by Objectives:
Management by Objectives (MBO) is an approach that allows employees and managers to set attainable goals together for an agreed upon review period (Ivorschi, 2012). This approach focuses on the bulk of involvement by both managers and subordinates to ensure everyone is in line with Blossoms Up! objectives. A large part of this approach involves setting clear goals outcomes with specific deadlines and relying on these measures to assess at what level these goals have been met (Gomez-Mejia, Balkin, & Cardy, 2016). In Megan’s case, we would meet to set smaller goals for the projects she is delinquent on to ensure she can complete these projects. Due to Megan’s delinquency in her performance, it would not be advisable to offer direct rewards or incentives for her progress at this time. Instead, it would be important to indicate to Megan that her completion of these goals will ensure she is not placed on further disciplinary action.
Self-review:
Self-review is an approach that allows employees to have input on the appraisal process. Self-review is an important assessment as it allows the performer to take an active role in the evaluation process, which can engage the employee in his or her performance management. This approach would be a good way for Megan to appraise herself and look at how she is performing and ideally become re-engaged and have a renewed sense of motivation (Kromrei, 2015). It is my opinion that while Megan could benefit from self-appraisal, this should not be the only performance appraisal method used. This method can have a large bias, as performers tend to be overconfident in personal abilities, resulting in an inaccurate self-assessment.
360-degree Feedback:
360-degree feedback refers to the appraisal of an employee by means of self-review, peer review, and subordinate review. This appraisal system can ensure an accurate measure of performance by offering perspectives from multiple individuals in the organization, rather than relying solely on the appraisal of the employee or a supervisor. One concern with this system is that Megan is pregnant which can result in rater bias either consciously or unconsciously (Gomez-Mejia, Balkin, & Cardy, 2016). In this case, it is possible .
Harnessing Discretionary Performance(Written by H. G. Buschang, JeanmarieColbert3
Harnessing Discretionary Performance
(Written by H. G. Buschang, HGB Associates)
Leaders of high performing organizations are especially adept at creating an environment that helps people feel good about doing a good job. The basic elements characterizing high performing organizations are deceptively simple. They are easy to understand and are almost intuitive. However, their implementation and institutionalization require forethought, planning and effort, and in most cases, significant changes in behavior. To harness Discretionary Performance, the following model may be helpful.
D irection
Can Perform
A bility
C competence
O pportunity
M easures
F eedback
WWant to Perform
(Motivation)_
C onsequences
Let’s briefly look at each of these in a bit more detail.
“Can Perform” – The following elements are necessary for people to know “what” to do and to create the capacity for them to do it.
D – Direction – If you are unaware of the expectations, you may not perform as expected. Also, if the direction is not clear, confusion can result. You may not draft a report if you did not know it was expected, you may not perform as expected if there are three conflicting priorities or unstated interpretations of ‘doing a quality job’ (such as customer responsiveness, speed and accuracy). Common elements may include:
· Clarity of shared Vision, Mission, Principles/Values
· Articulation and alignment of Strategy, Initiatives, Goals and Objectives
A – Ability - This refers to the physical capability or ability to perform the tasks required by the change. You cannot run a 2-minute mile, you cannot have concurrent meetings in two locations, you cannot climb 40 stairs with heavy equipment if you have a broken leg.
C – Competence – Does the organization have the Technical, Interpersonal, Work Management and Leadership skills necessary to achieve the Vision of the organization? If you were switched to a new software application or hardware platform, if you are expected to lead a project or team or if you asked to present to a large audience, you might lack the skills or knowledge required to successfully meet the new demands.
O – Opportunity – There are many dimensions that relate to this item. You may not have the time or resources (people, materials or funds), or you may not have the processes, information or authority to adopt the new changes. In this case, perception may be as strong a resistance point as reality. Another way to think about “Opportunity” is to consider whether people have the necessary resources and support to accomplish their goals.
“Want to Perform” (Motivation) – The following elements are necessary for to create an environment in which people “want to” perform at high levels. Leaders have the responsibility to create an environment in which people want to do their best every day. Once you have the direction, ability, competence and opportunity you still might not have the interest or drive to do your best. You do not see the W-I- ...
This document provides information about an assignment for the subject MU0018 – Change Management. It includes 6 questions related to change management topics like Kotter's 8-step change model, resistance to change, organizational effectiveness, change agents, and behavioral approaches to change. It directs students to send their semester and specialization details to a email address or call a phone number to get fully solved assignments. The questions require answers ranging from 400-500 words and provide evaluation criteria for each question.
Organizational development (OD) is a process that applies behavioral science knowledge to help organizations change and improve. It involves interventions at all levels of the organization to make it more effective. The OD process begins with identifying a problem through diagnosis, then planning and implementing an intervention. Data is collected before and after to evaluate the intervention and determine if further changes are needed. Key aspects of OD include utilizing change agents, problem-solving, experimental learning, and interventions at the individual, group, and organizational levels. The overall goal is to develop organizations and workers to be more productive and better achieve their goals.
Managing business change projects with AgileAdam Humphrey
1. Agile project management methods can be applied to business change projects to address common challenges like lack of prior knowledge, underestimating resistance to change, and focusing on too many changes at once.
2. The author proposes an "Agile for Change" approach using iterative development cycles to deliver change in small, prioritized increments with feedback between cycles.
3. User stories are used to describe small, measurable elements of capability to be implemented incrementally to stay focused yet flexible.
Report in organization maed em managing change.katemargaret
This document discusses managing change in organizations. It outlines several models for leading and managing change, including Lewin's three-step model of unfreezing, moving to a new state, and refreezing. It also discusses reasons for resisting change, such as fear of the unknown. Key aspects of leading change include establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and communicating the change vision. Organizational development aims to increase performance through planned interventions and includes phases of diagnosis, change planning, intervention, and evaluation. Creating a learning organization by emphasizing systems thinking, personal mastery, mental models, shared vision, and team learning can help organizations better manage innovation and change.
This document provides an overview of managing change in the workplace. It discusses various forces that can drive the need for organizational change, including external factors like technology and internal factors like changes in management. It then outlines Lewin's three-stage change model of unfreezing, changing, and refreezing. Alternative strategies for overcoming resistance to change are presented, such as the ADKAR model. Organization development is introduced as a way to create change through improved communication, employee development, and continuous improvement. Finally, examples are given of companies like PayPal, Google, Facebook, and Apple that succeeded by changing their business models when needed.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
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British Airways implemented a new swipe-card system to improve organizational effectiveness. They conducted a 6-month pilot test but failed to effectively communicate the changes to employees. This led to misunderstandings among employees and a decline in worker satisfaction. To avoid similar issues, British Airways should have built transparency with stakeholders, communicated the changes more clearly, and involved front-line workers in the change process.
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Three key elements of community development programs are the change process, resource utilization, and community capacity building. A case study of a program in Indonesia found that using local women as role models was an effective approach. The women leading a caramel candy business were open to new ideas, actively participated in developing a new business plan, and were committed to implementing it. They served as ideal role models within their community according to the criteria of being innovators who improve lives and have good social influence. This success supports considering women's roles when designing similar community development programs.
The document discusses how advancements in transportation and communication have made the world a closer community, exposing societies to new ideas and opportunities for trade, travel, and global markets. However, it also notes that jingoism, or extreme patriotism, still threatens more open international trade. It examines evolving expectations for business ethics and corporate social responsibility as companies operate globally across different cultures.
1. The document discusses the evolution of applying scientific principles and quantitative methods to management problems and decision making over time, from early pioneers like Aristotle to modern operations research.
2. Key developments included the formalization of the scientific method, the growth of statistics and probability theory, and the increasing use of mathematics to model real-world systems and optimize outcomes.
3. The development of computers and information technologies in the 20th century further enabled the application of these quantitative methods and data-driven decision making in business and management.
Human resource management and organizational behavior evolved from earlier disciplines like human relations and industrial relations. Various theories were developed to explain human motivation and leadership styles. Researchers studied how individual and organizational goals interacted and how job design impacted satisfaction. Contemporary perspectives examine open systems and contingencies. The field draws from multiple domains and paradigms to understand relationships between people and organizations.
This document summarizes the development of modern management theory from its origins in Henry Fayol's work. Key developments include the human relations movement, advances in organizational structure and quantitative/scientific problem solving. Modern management theory integrates these areas and focuses on balancing individual and organizational needs, and relating the organization to its environment. Theories have analyzed how to integrate management approaches for effective teaching, research, and practice.
The document discusses the rise of the human relations movement and social person era in management thought during the 1930s-1950s. Key ideas include:
1) The Hawthorne Studies shifted emphasis to social and human factors over technical skills and efficiency. Concern grew for employee fulfillment over production.
2) The human relations movement reflected themes of equalizing power through unions and participation. It established frameworks for studying people in groups.
3) The social person era was a time of increased focus on people rather than production in management decision making. New variables beyond financial incentives were considered.
4) The Depression era saw a rise in groupism and desire for social solidarity as individuals felt alone and insecure.
The Hawthorne studies were important in advancing the idea of improving human relations in organizations. However, human relations was intended as a tool to understand organizational behavior rather than an end itself. The passage of time was a key factor in building trust and interpersonal relationships, and financial incentives still needed to be included to gain productivity. Critics argued that Mayoists viewed society as characterized by conflict and were willing to manipulate workers, failing to recognize alternatives like collective bargaining or consider unions.
1. The document discusses the evolution of organizational structure and management theory from the early 20th century. It covers increasing formalization and different perspectives on organizational design.
2. Key concepts discussed include span of control, authority, coordination, organizational principles, and the separation of ownership and control in large corporations.
3. Different thinkers such as Fayol, Gulick, Urwick, and others contributed to the development of administrative theory and more formal views of organizational structure and management.
This document summarizes the development of the human relations movement from the 1920s to the 1940s. It began with empirical research on group dynamics and interactions that challenged views of isolated individuals in organizations. Notable researchers included Follett, Lindeman, Moreno and Lewin who developed new techniques like sociometry and field theory to study groups. Their work influenced later studies of social systems and organizational theory. In the 1930s-1940s, human relations research expanded and many new academic centers and programs were established to study work motivation and developing participative approaches to management through techniques like role playing and sensitivity training.
Mary Parker Follett was a pioneering American philosopher and management consultant born in 1870. She studied philosophy at Radcliffe College and political science at New York University. Follett made significant contributions to the fields of organizational theory, leadership, and conflict resolution. She believed that groups could integrate differing interests through creative cooperation rather than through domination or compromise. Follett saw the potential for organizations to develop collective will and purpose through open communication and respect among members. She advocated for participatory and democratic approaches to management.
The document summarizes key aspects of the Hawthorne Studies conducted in the 1920s and 1930s. The studies sought to understand the influence of various workplace factors like illumination on employee productivity and performance. Researchers found that productivity increased across different illumination conditions. They ultimately concluded that social and psychological factors like employee morale, supervision, and human relations had a greater influence on work performance than physical factors alone. The studies emphasized the importance of the human and social aspects of work.
1) The transformation from an agrarian to an industrial nation placed the US as the top producer of goods and services in terms of output, wages, and standard of living for citizens.
2) The accumulation of resources in the US was completing the first phase of industrial growth by World War I and entering a second phase of rationalizing resource utilization in industry.
3) Frederick Taylor was the focal point for scientific management which aimed to boost production and reduce costs through time and motion studies, eliminating wasted motions, setting standards, and implementing piece-rate incentives to increase wages while reducing per-unit labor costs.
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2. DuPont’s Change Case Summary
Greeting employees by name, major employer.
Manufacturing operation had been shut down, equipment dismantled and sent
overseas. these changing operations are pretty usual.
Change management is not a rubric used to either accomplish or explain what was
going on. No formal change management design, yet the company keeps changing
rapidly.
Changes is coming and continuously different.
Plant Manager comes to academicians (positioned as consultant) and seeks latest
thinking in business for his operation.
Consultant appreciate what is good and build strength more, work better. No specific
issue, just to continuously improve.
Studies on how organization practice takes place and its culture.
The study then used to even deeper understanding and better interpretation of
meaning of effective work, improve good practice and could render problem less
troublesome
even
if
unsolved.
Use
it
for
framework
on
expectations, measurement, pre-interpret result, and learn from possible negative
mistakes.
3. No. 1 “Change Approaches Embedded”
A. Organizational Development
Steps:
Tom does identify problems of just need for continuous improvement (Unfreeze), Gib Akin
become consultant in practice, He gathers data, then diagnose possible improvement, give
it as feedback to Tom, joint problem diagnosis, joint action implementation planning, change
actions and experiments, further data gathering by assessing impacts
Characters:
Tom (as top of organization) & Akin (OD practitioner) does plan for improvement with
provision (Movement), which aims for effectiveness in work (development value), in longterm context (incremental) and action-oriented, by changing behaviors of people through
experience and experiment (democratic/justice value) in groups (Refreezing).
B. Appreciative Inquiry
Dupont discover the best of what is already practiced, build what the future better work
could be, design the implementation for sustainability. They dream about what could be in
the future, appreciate what is good and design more ideal strength, so that work could be
destined to be more effective and efficient at the same time
C. Sense-making
Identity constructed since the effort is to make powerful strength, make it social and
acted, while sense is keep developed through many experiments, through each must have
different retrospect and plausibilities. But basically, all is being sensed of understanding and
shaped interpretation toward changes to have framework of more effective work, consider
4. No. 2 “Compatibility of Approaches & Utilize Insights”
All three approaches are compatible with each other.
While OD focus on :
development (proved by the need for continuous
improvement)
Appreciative Inquiry does the part of realizing strengths
(proved by assessing what is right and tries to be better)
Sense-making develop the understanding and interpretation
of change that requires framework and improvement
through experiment and learning, plus the change itself is
eternal.
5. No. 3 “Steps in Managing Change”
Planting deeper understanding to all employees that this
Orlon closure is something that is worth learning.
Identify possible change implementation issue for
development, appreciate all good things in Orlon, and
making sense of change to everyone in company.
Communicate the interpretation that Orlon closure is
another experiment that people could digest to and build
more development to own company strength and culture.