Teams G amp H Submit by midnight Friday Group Submiss.pdf

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Teams G & H: Submit by midnight Friday.... Group Submission (one post per group!). Research 2 challenges that companies or bosses have found when implementing change (be sure to include specific company examples). Your group response should be 400-500 words in length and posted by Creating a Thread with your group letter in the subject line such as "Group X Research and Report Back." Teams A, B, C, D, E, F: Submit by midnight Tuesday.... Individual Submission. Group H : Elon Musk's purchase of Twitter last year was one of the world's most famous and contentious company buyouts. In October 2022, Musk stepped in as CEO and immediately began implementing change. He fired over 50% of the existing employees, dissolved the board of directors, changed longstanding policies, and relaunched the Twitter Blue subscription, in addition to other shifts for the company's direction. Twitter faced several organizational and individual challenges concerning the changes. The company struggled on an individual level; when Musk asked the remaining workers to check yes on "long hours at high intensity," the request was declined by many employees and resulted in the departure of as many as 1200 employees. The company also suffered at an organizational level when several companies stopped advertising on the platform following the firing of various analysts, activists, and authorities, causing revenue through ads to decrease. Technical issues began to arise every few weeks. On one occasion, visibility issues were reported by many users. They claimed their tweets were not getting views, and their feed was empty. The constant organizational changes could be an attributing factor. The constant job-cutting and policy changes may decrease employee loyalty and motivation and increase technical errors and mistakes. Just last month, Musk laid off an additional 10% of his remaining employees.Musk's and Twitter's challenges are not yet over, and different issues related to this major change in the company continue to arise. Apple is reportedly struggling to meet the new expectations of its employees in the post-COVID-19 era. Retail store employees use Android devices to unionize and push for wage increases. The company's reluctance to fully embrace remote work and requests for spontaneous meetings reflects a dogmatic approach to management. The article suggests that managers need to evolve to support new workplace models. Additionally, Apple's system of giving bonuses to "valued" employees may have ignored some transient elements that create a pleasing workplace. The struggles Apple faces now showcase both individual and organizational resistance to change, as Apple employees and management demonstrated. Individual resistance to change is evident in the desires of Apple employees for more autonomy and flexibility in the new world of work. Employees have been vocal about wanting to work from home more frequently, but management prefers in-person meetings to identify and resolv.

Running Head: HUMAN RESOURCE INVESTMENT 1 HUMAN RESOURCE INVESTMENT 5 Apple Inc. Human Resource Investment Student’s Name Institution Affiliation Human Resource Investment Apple Inc. is an American company with its headquarters in Cupertino California. The company specializes in the manufacturing of soft wares IPad smartphones, Macintosh Computers, and personal computers. The company has been in existence since the year 1976 and has expanded globally to date. Apple stores have been set up in almost every country in the world. The company has successfully stood out over its competitors due to its emphasis on the quality of their products. The company has also employed strong human resource policies that have motivated their employees to achieve greater heights and won their loyalty (Ragan, 2006). The purpose of this paper is to look into various ways in which Apple has managed to keep the focus of its human resource using various strategies a such as employee engagement globally talent management, corporate social responsibility, human resource technology, employees law and human rights, emerging trends in human resource human capital challenge and best practice in human resource. In employees’ engagement, Apple has successfully considered the ideas of their employees in making their decision. This has resulted in the creation of a conducive environment for the employees. As a result, a relationship based on integrity and trust has been achieved Employees are allowed to freely air their ideas and concern to the management without fear of discrimination. The management also has successfully communicated to employees on the goals of the company and various approaches to be employed. Feedback on employees’ performance has constantly been given back and hard work rewarded. To this effect, the employees are vast with the companies’ approaches to different issues and work extra hard to be rewarded. Improvement of the handling on employees’ emotions should be given a priority and collective handling of issues need to be avoided. This is in recognition that employees are all unique and therefore should be handled an individual’s other than groups and departments. The management of talent in Apple Company has also contributed to the success of the company at a great deal. This has been achieved in three major ways. First, the company has successfully embraced ideas of its employees who come up with innovation that are completely different areas from the one the company majors on. For example, it has successfully ventured into the music industry via iPod and I tune channel distribution. This later led to the company’s domination in the field of smartphones. This is all related to the company’s zeal to embrace ideas from its employees and put them into practice. This has contributed to its agility success in becoming the next new thing in a different field in the technology market. Care should also be taken to avoid wasted investe.

The Change AnalysisAccording to Tock (2012), a successful CEO.docx

mehek4

The Change Analysis According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs. Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEO’s, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again. In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012). The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the company’s low turnover rate in the company continues to be low as with Steve Job’s leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...

Apple

Caleb McGee

Apple's organizational structure has evolved over time from a flat structure led solely by Steve Jobs to a more complex, hierarchical structure. It is now composed of functional groups organized by area of expertise as well as product-based divisions. This multidivisional structure allows Apple to effectively manage its global operations and match its organizational design to its business strategy, vision, and goals. Key aspects that have contributed to Apple's success include having all employees understand their clearly defined roles, offering opportunities for career growth, and fostering a collaborative culture that encourages innovation.

Organizational behavior analysis of microsoft canada inc.

Ruth Honey Solomon

Creating Hybrid Work Models for Success — deskbird.pdf

deskbird

As technology advances, our work environments are becoming increasingly flexible, and more tech firms are also becoming flexible. Adaptability is becoming more important in the workplace as trends change. These companies cast a global network to attract top talent and offer flexible benefits that appeal to top performers. Today, it is increasingly typical for businesses to combine in-office and remote work, allowing employees to create their own schedules according to their preferences based on where and when they work. Some of the world's biggest tech companies, such as Google, Amazon, Spotify, Atlassian, and Apple, have already adopted this innovative way of working, pioneering the hybrid work model and exemplifying its success. However, what are the specifics of their models, and how do they differ in terms of what they offer? How have they incorporated best practices into their organization to make it more efficient? Is it possible to predict what the future of work will look like? What strategies can we learn from companies around the world? In this paper, we will discuss how hybrid work is currently organized (as well as what we can expect in the future) and how it can be improved. As part of our investigation, we will examine some of the largest international companies' working models and reflect on how they cope with the constantly changing working models to survive.

Creating hybrid work models for success

deskbird

As technology advances, our work environments are becoming increasingly flexible, and more tech firms are also becoming flexible. Adaptability is becoming more important in the workplace as trends change. To attract top talent, these companies cast a global network and offer flexible benefits that appeal to top performers. Today, it is increasingly typical for businesses to combine in-office and remote work, allowing employees to create their own schedules according to their preferences based on where and when they work. Some of the world's biggest tech companies, such as Google, Amazon, Spotify, Atlassian, and Apple, have already adopted this innovative way of working, pioneering the hybrid work model and exemplifying its success. However, what are the specifics of their models, and how do they differ in terms of what they offer? How have they incorporated best practices into their organization to make it more efficient? Is it possible to predict what the future of work will look like? What strategies can we learn from companies around the world? In this paper, we will discuss how hybrid work is currently organized (as well as what we can expect in the future) and how it can be improved. As part of our investigation, we will examine some of the largest international companies' working models and reflect on how they cope with the constantly changing working models to survive.

BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION

Pankaj Kumar

Evaluation of Organizational StructureIntroductionSt.docx

SANSKAR20

Evaluation of Organizational Structure Introduction Steve Jobs, Steve Wozniak, and Ronald Wayne founded Apple Computers on April 1, 1976. (Time Magazine, n.d.) Since its inception, Apple has become one of the world’s largest producers of consumer electronics, personal computers, servers, software and is a distributor of media content. Today we will review the company’s current organizational structure and its effectiveness and ineffectiveness in the structure. We will also review possible changes that would benefit the company to make to its current structure more effective in the current competitive market for its leadership team. Current Organizational Structure Since the days of Steve Jobs; the company has gone through some changes to its organizational structure. When Steve Jobs was running his company, he made every decision; but now the company uses a more collective approach with its company. The company is using a modern structural approach to its managing and leadership style by putting teams in control of what happens. The current mission statement is “"Apple designs Macs, the best personal computers in the world, along with OS X, ILife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced iPad 2 which is defining the future of mobile media and computing devices.” (Farfan, 2016). This is a mix of both a mission statement and a vision of what the company wants to see. By using an approach of a modern structure of having the company ran by the departments and employees versus by a company leader such as the CEO, the company feels that they can accomplish their goals and ideas with the least amount of buy-in needed from the Board of directors or CEO. The teams and departments can set their own guidelines of how quickly their projects will run which in turn leads to having products and services available more quickly to consumers for purchase. The employees are more productive in this type of environment for the company because they are also able to focus solely on their job functions while not have to worry about other departments. Organizational Metrics The takeaways of Apples’ Mission and Vision Statements by CEO Tim Cook easily define the metrics that Apple follows. “We believe that we are on the face of the earth to make great products and that’s not changing. We are constantly focusing on innovating. We believe in the simple not the complex. We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way tha ...

As technology advances, our work environments are becoming increasingly flexible, and more tech firms are also becoming flexible. Adaptability is becoming more important in the workplace as trends change. To attract top talent, these companies cast a global network and offer flexible benefits that appeal to top performers. Today, it is increasingly typical for businesses to combine in-office and remote work, allowing employees to create their own schedules according to their preferences based on where and when they work. Some of the world's biggest tech companies, such as Google, Amazon, Spotify, Atlassian, and Apple, have already adopted this innovative way of working, pioneering the hybrid work model and exemplifying its success. However, what are the specifics of their models, and how do they differ in terms of what they offer? How have they incorporated best practices into their organization to make it more efficient? Is it possible to predict what the future of work will look like? What strategies can we learn from companies around the world? In this paper, we will discuss how hybrid work is currently organized (as well as what we can expect in the future) and how it can be improved. As part of our investigation, we will examine some of the largest international companies' working models and reflect on how they cope with the constantly changing working models to survive.

BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION

Pankaj Kumar

Evaluation of Organizational StructureIntroductionSt.docx

SANSKAR20

Running head DIVERSITY MANAGEMENT PROJECT .docx

susanschei

Resistance to Change (Nokia Case Study)

Yashaswini Agarwal

IWG plc research report: the future of work

AlyceTyler

Consulting Project Proposal_Final1

Gustavo Velez

Consulting Firm X proposes assisting Apple with implementing a strategic international human resource management (SIHRM) plan to address ethical issues in its supply chain. The plan includes orientation, training, and change management for Apple's international staff focused on labor standards and ethics. The goal is to reduce unethical practices like underage workers and excessive hours. Consulting Firm X will provide education materials, measure HR effectiveness, and certify staff in global HR practices. Through SIHRM training over 6-12 months, the proposal aims to strengthen Apple's image and HR competencies while improving workers' lives.

What Makes the Best Place to Work and Why Experience Tradition/tutorialoutle...

pinck336899

Corporate Culture Secrets of Five Companies Employees Love

qcentermeetings

This document discusses the corporate culture secrets of five companies that employees love. It explores how companies like Zappos, CareerBuilder, Google, Eventbrite, and National Instruments foster innovation, place a premium on employee feedback, and encourage employees to adopt the corporate culture. Examples are given of programs each company has that empower employees, solicit their feedback, and inspire innovation both within and outside of the traditional work environment. The conclusion emphasizes that focusing on culture can drive employee retention, cost savings, productivity and new ideas.

1 business case scenario – assessment 2 managing cul

jasmin849794

Ozfone, an Australian telecommunications company, has implemented a hybrid work model allowing employees to work both remotely and in the office. However, the approach has caused problems including managers holding an unconscious bias that remote workers work less. As a result, employees feel micromanaged and the company culture has deteriorated. The HR team wants to address these issues to increase productivity and make the company more attractive to talent. However, the senior leadership team is hesitant to change the existing system and there is fatigue from previous change initiatives. The HR team must make a strong business case for how improving the hybrid model can benefit the company and gain staff support for the proposed changes.

Need for Human Resources Development 2

pascastpt

IT: Selecting the best job offer

Kelly Services

The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.

NameDateCritical Reading Form for Meselson & Stahl – 10 poin.docx

roushhsiu

Name: Date: Critical Reading Form for Meselson & Stahl – 10 points Type in answers – Save & Upload to Canvas Purpose:In 1-2 sentences, what was the research question the authors were trying to answer and why? Central Thesis:Using only 1-2 sentences, what was the authors’ thesis, or hypothesis? Key Claims:What are two statements that are used to support the thesis? Conclusions or discussion. 1. 2. Evidence:What evidence do the author’s use to support each of the key claims you identified? These are results of experiments. 1. 2. Figure Analysis (Figure 4 – Meselson & Stahl) What is shown in part a? What is shown in part b? What do the numbers under the generation heading mean? Why is the pattern different between generation 0 and generation 2.5? Why is the pattern different between generation 0 and generation 4.1? Top 10 Human Resources Trends of the Decade Thomas Barwick/ Stone/ Getty Images Human Resources By Susan M. Heathfield Updated August 10, 2016 The top ten trends of the decade for Human Resources staff and the employees served at work were not obvious nor were they easy to pick from my original list. Depending on your company size, your location, and the health and progress of your company and industry, the top ten Human Resources trends may have differed for you. Although the selection was a challenge, and I still go back and forth, these are my top ten Human Resources trends of the decade. These Human Resources trends are presented in no particular order aside from the first trend, which has swamped HR the past couple of years. It's the Economy With US unemployment at 10.2%, as I write this, and extended unemployment benefits and COBRA subsidies keeping many families afloat, this economic downturn has left no one unaffected. Even people still employed have watched as their 401(k)s and savings sunk to new lows. Almost no employees have received a raise without a promotion this past year. Normal bonuses and profit sharing have been replaced with mandatory furloughs and more work to replace that of laid-off coworkers. Mourning the loss of laid-off coworkers with feelings of guilt, anxiety, and fear has also chipped away at the employee’s comfort level at work. Looking over their shoulder and protecting their own job has become commonplace. No one can predict how bad the economy could become or how long the downturn will last. So, business leaders don’t know whether they are managing from an economic perspective that the economy has been reset forever or a down economy that will recover. Business leaders are struggling to manage in times they have never before experienced – and the employees, who may also be experiencing stressful economic trauma outside of work, are watching and concerned. Millennials Are on the March A generation of employees who were pampered and scheduled by their Baby Boomer parents have taken the workplace by storm. They bring pluses and minuses to your workplace, but come on, who e ...

Organizational and behaviour changes during a pandemic and challenges after C...

ANKUSH

- Organizations have had to rapidly change how they operate during the COVID-19 pandemic, shifting to remote work and digital collaboration tools. Maintaining company culture during this significant change is important for employee experience and engagement. - Companies are implementing strategies across an "influence model" with four quadrants to drive organizational change, including protecting core operations, innovating new ways of working, and motivating employees through meaning. This helps create an environment where thinking and behaviors align with needed changes. - The pandemic is accelerating the shift to digital workplaces. Both employers and employees must balance professional and personal responsibilities in remote settings. Technology and maintaining social connections between remote staff will be important for success.

Apple inc

Academic Research Paper Writing Services

Apple Inc. was established by Steve Jobs, Wozniak and Ronald Wayne in 1976 (Gilbert 2-5). It is an American company started by Wozniak who advised Steve Jobs to put his computer on sale. The computer was known as Apple 1 computer. In 1977, they were able to sell their computer during trade shows because they were also able to publicize it. See more at: http://www.customwritingservice.org/blog/apple-inc/

assigmnet-question-1.txtThe vast majority of the population as.docx

jane3dyson92312

assigmnet-question-1.txt The vast majority of the population associates Blockchain with cryptocurrency Bitcoin; however, there are many other uses of blockchain; such as Litecoin, Ether, and other currencies. In this discussion, please describe at least two cryptocurrencies with applicable examples. Discuss some similarities and differences. Lastly, discuss if you have any experience using any cryptocurrencies. Share an applicable personal experience Provide an outside source (for example, an article from the UC Library) that applies to the topic, along with additional information about the topic or the source (please cite properly in APA) Make an argument concerning the topic. At least one scholarly source should be used in the initial discussion thread. Be sure to use information from your readings and other sources from the UC Library. Use proper citations and references in your post. Regards, 250 words assignment-question-2.txt Given the growth in telecommuting and other mobile work arrangements, how might offices physically change in the coming years? Will offices as we think of them today exist in the next ten years? Why or why not? Provide extensive additional information on the topic Explain, define, or analyze the topic in detail Share an applicable personal experience Provide an outside source (for example, an article from the UC Library) that applies to the topic, along with additional information about the topic or the source (please cite properly in APA) Make an argument concerning the topic. At least one scholarly source should be used in the initial discussion thread. Be sure to use information from your readings and other sources from the UC Library. Use proper citations and references in your post. 250 words assignment-question-3.txt If you have you been involved with a company doing a redesign of business processes, discuss what went right during the redesign and what went wrong from your perspective. Additionally, provide a discussion on what could have been done better to minimize the risk of failure. If you have not yet been involved with a business process redesign, research a company that has recently completed one and discuss what went wrong, what went right, and how the company could have done a better job minimizing the risk of failure. Your paper should meet the following requirements: • Be approximately 4 pages in length, not including the required cover page and reference page. • Follow APA6 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion. • Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources. • Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the qual.

Microsoft inc case

Citra Dewi

Microsoft was founded in 1975 by Bill Gates and Paul Allen. It grew rapidly in the 1980s and 1990s through strategic acquisitions and partnerships. Microsoft faced challenges in recruiting and retaining technical talent due to limited skilled workers and high turnover. To address this, Microsoft utilized independent contractors, training programs, and stock options. While the learning by doing approach benefited new employees, it also risked costly mistakes without sufficient training structures in place.

Class, when I grade discussion or any written assignments I use th.docx

bartholomeocoombs

Class, when I grade discussion or any written assignments I use the 80/20 rule. This means that 80% of any discussion post or written assignment must be your original work, not quoted material from another source. Another way to say this is that no more than 20% of any discussion post or written assignment can be quoted material. I want to hear what you know, not what someone else knows. So, skip the cut and paste and write your own responses and papers. Class, when I grade discussion or any written assignments I use the 80/20 rule. This means that 80% of any discussion post or written assignment must be your original work, not quoted material from another source. Another way to say this is that no more than 20% of any discussion post or written assignment can be quoted material. I want to hear what you know, not what someone else knows. So, skip the cut and paste and write your own responses and papers. 1 Organizational Change Management: An Introduction Didem Hizar/Hemera/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Explain planned organizational change and analyze Kotter’s eight-step change process. 2. Compare and contrast the fields of organizational development and change management. 3. Examine Lewin’s force-field analysis and how it can be used to overcome resistance to change. 4. Describe the forces for change and organizational responses to these forces. 5. Summarize the various types and models of organizational change. 6. Differentiate between the balanced scorecard, contingency alignment framework, and stakeholder approach. wei82650_01_c01_001-056.indd 1 12/15/15 9:34 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes—it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm. —Peter Drucker Pretest Questions 1. True/False: Planned organizational change is a process that shields an organization from external legal and technological changes. 2. True/False: The fields of organizational development (OD) and change management are similar in that both are based in the discipline of operations management. 3. True/False: Change is the result of opposing forces that move with and against an organization’s status quo. 4. True/False: As a force for change, competitive advantage means advancing within an industry while maintaining some degree of organizational stability. 5. True/False: Tactical models of organizational change seek to address short-term issues and opportunities. 6. True/False: The stakeholder approach to change suggests that an organization can- not be socially responsible and seek profitability at the same time. The Chinese intern.

IKnowledge workers are now untethered, able to perform tas

MalikPinckney86

I Knowledge workers are now untethered, able to perform tasks anywhere at any time. What do the best of them want from your organization? by Tammy Johns and Lynda Gratton Spotlight If you wanted to find three decades of the evolution of knowledge work encapsulated in a single career, Heidi McCulloch’s would be a good one to consider. As a liberal arts graduate, McCulloch started out working in corporate marketing departments and then moved to an advertising agency, becoming an outside service provider to companies like the ones where she’d previously worked. After starting her family, she stepped away from that world and took on an entrepreneurial challenge: restoring and selling a historic inn. She came back to agency work a few years later and rose to vice president by playing specialized roles on global project teams. And now? She’s on to new ventures. She is an independent The Third Wave Of Virtual Work artwork Jules de Balincourt Big Globe Painting, 2012 Oil and acrylic on panel, 90" x 96" 66 Harvard Business Review January–february 2013 SpotlIght On THe FuTuRe OF KnOwledge wORK hbr.org consultant, and in July 2012 she created a “boutique collaborative workspace” in downtown Toronto for people like her. It’s an oasis for mobile knowledge workers, who can do their jobs from anywhere but who gravitate to where they can do them best—in the company of other creative people engaged in work that matters to them. To a career planner, McCulloch’s might seem like an erratic path. For us, as longtime observers of workers and their relationship to workplaces, it reflects a progression. In studying the dramatic changes that have taken place since the 1980s, we have discerned three major waves in the “virtualization” of knowledge work. They developed for different reasons, and they are all still moving forward. McCulloch seems to have caught each one. In this article we describe how each wave came about through a confluence of shifting employee pri- orities, evolving employer imperatives, and emerging communications and collaboration technologies. With experts projecting that within a few years, more than 1.3 billion people will work virtually—that is, through rich electronic connections from sites of their choosing—it is important to understand the transformation under way. dor serving a company, to set up a one-person shop instead. It also enabled marginalized talent—stay- at-home parents, caregivers, retirees, students—to enter the labor market. Services typically provided in this way included graphic design, report writing, translation, and transcription. As companies con- tracted with virtual freelancers for discrete tasks that weren’t reliant on real-time collaboration, both sides gained flexibility. For many workers, the option to be hired as an independent contractor was a godsend—it meant they no longer had to compromise every other demand of their daytime exist ...

Group 2 Project Change Management 2

Sunny Vang

This document compares and contrasts the change management approaches of Wilson Tool International and Cub Foods. Wilson Tool effectively implemented the 5S system for organization and continuous improvement. They communicated changes through meetings and training but failed to explain the reasons for changes or address personal impacts. Cub Foods acquired Rainbow grocery stores but struggled with empty shelves and long lines due to spreading management too thin. They also failed to communicate a data breach, damaging employee trust. Both companies showed successes and failures in change management techniques like communication and addressing employee impacts that could be improved going forward.

Apple Inc

Becky Gilbert

Apple's organizational structure is primarily a traditional hierarchy that enables strong control from leadership but limits flexibility. It uses a spoke-and-wheel design with Tim Cook at the center and has both function-based and product-based groupings. While this structure supports innovation and business performance, some argue it could be modified to encourage more creative innovation. The document examines Apple's structure and discusses its advantages in ensuring leadership guidance and direction as well as its disadvantages in restricting adaptability and change.

Scm Pro Flexi Work Oct 2014

Darryl Judd

This document discusses the positives and pitfalls of telecommuting or flexible work arrangements. It provides examples of companies that have implemented telecommuting successfully, such as Norsk Hydro and Procter & Gamble, which saw benefits like improved productivity, cost savings, and a more satisfied workforce. However, the document also notes challenges of telecommuting cited by critics, such as the potential negative impact on collaboration and creativity. It concludes that while telecommuting can be beneficial if implemented properly, companies need to consider their individual needs and get employee input to determine if and how flexible work arrangements could work for their organization.

2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx

vickeryr87

2 Diagnosing and Planning for Change Jupiterimages/Goodshoot/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Explain what it means to diagnose organizations for change. 2. Determine an organization’s reason for change using the open-systems theory and model, environment- industry-organization contingency model, and organizational life-cycle model. 3. Examine the assessment model and trigger questions used to identify what type of organizational change is needed. 4. Analyze the appreciative inquiry model. 5. Utilize the action research model to implement change. 6. Describe how organizations can address resistance to change. wei82650_02_c02_057-102.indd 57 12/15/15 9:38 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction By failing to prepare, you are preparing to fail. Benjamin Franklin Pretest Questions 1. True/False: The most critical factor in diagnosing an organization’s need for change is the opinions of its nonexecutive employees. 2. True/False: The organizational life-cycle model helps leaders understand how employees and managers cyclically join, mature, change, and leave or rejoin a rejuve- nated organization. 3. True/False: Trigger questions are questions that change teams or a change specialist might ask to identify who and what part of an organization needs to change. 4. True/False: Unlike traditional problem-solving approaches, the appreciative inquiry (AI) approach creates positive change by appreciating the best of what exists in an organization. 5. True/False: When implementing the action research model, a change specialist must be in charge of everyone else in order to teach the organization’s change team how to move forward. 6. True/False: Asking for feedback from those who strongly resist change often starts them on the path to accepting change. On March 24, 2015, Zappos’s CEO Tony Hsieh (pronounced “shay”) sent a company-wide memo stating Zappos’s change strategy of becoming a manager-free organization on April 30. His message was clear: Embrace self-management or leave the company (Feloni, 2015a). The online shoe and clothing retail firm is a wholly owned subsidiary purchased by Amazon for $1.2 billion in 2009. Zappos employs 1,500 people, has annual revenues of $2 billion, and is no stranger to new and unique organizational practices. Hsieh came to Zappos as an angel investor in 1999 after selling LinkExchange—which he cofounded—to Microsoft in 1998 for $265 million, and he became full time in 2000 (Hsieh, 2010). He and his team increased online sales from $0 in 1999 to $70 million by 2003, and in 2008 they reached $1 billion in gross merchandise sales before selling the company to Amazon. In 2010 Hsieh attributed the company’s success to “customer service, company culture, and employee training and development” (Hsieh, 2010, “What We’re Learning from Amazon,.

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