What is organizational inertia List some sources of inertia in a co.pdf
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What is organizational inertia? List some sources of inertia in a company like IBM or GM. Solution Organizational inertia refers to the phenomenon where the organization continues to move along the path or trajectory, upon that the organization has been for quite some time. Here, the organization does not want to change from that path and it acts as a negative point in the face of changing business environment scenario. There are following sources that can create the organizational inertia: 1. The rigid organizational structure where people show strong resistance to change. 2. The organizational policy 3. Benefits and perks offered to the employees and it is not changed due to the conflicting views. 4. Centralized decision making process 5. High cost of recruitment and employee welfare 6. Collective bargaining between the union and organization (if any).
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HelloI need assistance with the below assignment I need IT BY 8 .docx
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I need assistance with the below assignment I need IT BY 8 DEC 14 by 5PM EASTERN TIME PLEASE
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Format consistent with APA guidelines.
Grading rubric for this assignment
Grading Guide
Content
70 Percent
Met
Partially Met
Not Met
Comments:
Explanation of how does the organization compete in the marketplace
Identification of the strengths and weaknesses of the firm, as determined by their customers as indicated by the marketing surveys
Identification of the market structure best suited to this organization
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The paper is 1,400-1,750 words in length.
Total Available
Total Earned
11
#/11
Writing Guidelines
30 Percent
Met
Partially Met
Not Met
Comments:
The paper--including tables and graphs, headings, title page, and reference page--is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the .
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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).
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training and development” (Hsieh, 2010, “What We’re Learning from Amazon,.
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The document discusses organizational change management. It begins by explaining that companies must adapt and change to remain competitive. There are internal and external factors that drive the need for organizational change, such as new technologies, shifting markets, and changing employee skills and expectations. The document then examines different aspects of managing organizational change, including analyzing stakeholders, identifying forces that drive or resist change, and addressing passive or aggressive resistance to change efforts. It emphasizes that effective change management strategies are needed to smoothly transition organizations through changes.
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
347
10Teams and Organizations
Rawpixel Ltd/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to:
• Outline what significance organizational context has on teams.
• Define team-based organizing (TBO) and explain its five principles.
• Provide a practical road map for transitioning to TBO.
• Explain the psychology of organizational change and outline how learning and innovation can help overcome
resistance to change.
cog81769_10_c10_347-374.indd 347 8/19/16 8:34 AM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Pretest
1. Successful teams are complete units, working without reference to their organizational
context.
2. Team members in TBO organizations are interdependent at both the individual and team
level.
3. Most people consistently choose to maintain current conditions or circumstances even
when they are inferior to other alternatives
4. Clarifying whether—and how—a shift to TBO will support organizational strategies and
goals is the essential first step in restructuring an organization for TBO.
5. Organizational employees tend to resist organizational change, especially when it is
imposed on them.
Answers can be found at the end of the chapter.
Introduction
The CEO and senior management of a large manufacturing company are concerned
about worsening safety issues in their plants. They want to implement a new safety
philosophy and are prepared to accept that this change might require their organization
to be significantly restructured. After much discussion, the CEO and senior management
spend 18 months researching the matter and consulting with experts to determine the
feasibility of using TBO to improve safety. The senior team believes the shift to TBO
will not only improve safety but also increase productivity, flexibility, and performance
quality—but only if the organization can successfully restructure itself to support a
highly collaborative environment.
The CEO and senior management know that restructuring will require employees at
every level to be more interactive, interdependent, and involved in organizational
processes, change, and learning. To attain such a high level of participation, members of
senior management begin to question how they can align the organization to support
teams. They know they will have to consider the team as the fundamental work unit,
as opposed to the current work unit, which is the individual. They also know this might
be quite confusing, as both teams and individuals will still be used in various capacities
throughout the organization.
It is also apparent to the CEO and senior management that they will need to set an
example for the organization and begin to function as a team themselves. They hope
that their managers and directors will learn from their example and be more willing to
embrace changes to their own roles. They will still be managers, but their role w.
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
347
10Teams and Organizations
Rawpixel Ltd/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to:
• Outline what significance organizational context has on teams.
• Define team-based organizing (TBO) and explain its five principles.
• Provide a practical road map for transitioning to TBO.
• Explain the psychology of organizational change and outline how learning and innovation can help overcome
resistance to change.
cog81769_10_c10_347-374.indd 347 8/19/16 8:34 AM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Pretest
1. Successful teams are complete units, working without reference to their organizational
context.
2. Team members in TBO organizations are interdependent at both the individual and team
level.
3. Most people consistently choose to maintain current conditions or circumstances even
when they are inferior to other alternatives
4. Clarifying whether—and how—a shift to TBO will support organizational strategies and
goals is the essential first step in restructuring an organization for TBO.
5. Organizational employees tend to resist organizational change, especially when it is
imposed on them.
Answers can be found at the end of the chapter.
Introduction
The CEO and senior management of a large manufacturing company are concerned
about worsening safety issues in their plants. They want to implement a new safety
philosophy and are prepared to accept that this change might require their organization
to be significantly restructured. After much discussion, the CEO and senior management
spend 18 months researching the matter and consulting with experts to determine the
feasibility of using TBO to improve safety. The senior team believes the shift to TBO
will not only improve safety but also increase productivity, flexibility, and performance
quality—but only if the organization can successfully restructure itself to support a
highly collaborative environment.
The CEO and senior management know that restructuring will require employees at
every level to be more interactive, interdependent, and involved in organizational
processes, change, and learning. To attain such a high level of participation, members of
senior management begin to question how they can align the organization to support
teams. They know they will have to consider the team as the fundamental work unit,
as opposed to the current work unit, which is the individual. They also know this might
be quite confusing, as both teams and individuals will still be used in various capacities
throughout the organization.
It is also apparent to the CEO and senior management that they will need to set an
example for the organization and begin to function as a team themselves. They hope
that their managers and directors will learn from their example and be more willing to
embrace changes to their own roles. They will still be managers, but their role w ...
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The document discusses organizational change and provides definitions and characteristics of change. It states that change is inevitable for organizations facing a dynamic environment. There are internal and external forces driving change, including technological changes, market conditions, social changes, and political/legal changes. The types of change include individual, group, and organizational levels. Managing planned change involves planning, assessing change forces like driving and restraining forces, and implementing change through a three phase process of unfreezing old behaviors, changing to new behaviors, and refreezing the changes.
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3 Defining Organizational Vision, Values, and Mission
Steve hix/Fuse/Thinkstock
Where there is no vision, the people perish.
—Solomon
Proverbs 29:18
Learning Objectives
After reading this chapter, you should be able to do the following:
• Explain the importance of defining a vision statement.
• Identify organizational values or guiding principles.
• Describe the basic elements of an effective mission statement.
• Write effective vision and mission statements for an HCO.
• Discuss how to evaluate mission and vision statements.
Section 3.1The Importance of Defining a Vision Statement
Introduction
This chapter focuses on the first step in the strategic planning process: defining an organiza-
tion’s vision, values, and mission. Without clear and carefully considered statements of vision,
values, and mission, all other stages of the planning process will be misguided.
3.1 The Importance of Defining a Vision Statement
The first, and probably the most important, consideration when developing a strategic plan
is to define the vision of the organization or any specific unit of the organization. This is usu-
ally a difficult process because the statement describes where the organization is headed in
the future. It does so by answering the question—In order to be successful, what should our
organization be like 10 to 15 years from now?
Organizations need a clear definition of vision because it communicates to stakeholders
where the organization is headed and provides a way to focus the energy of personnel in a
common, shared direction. As the Reverend Theodore Hesburgh, president emeritus of the
University of Notre Dame once remarked, “The very essence of leadership is that you have a
vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t
blow an uncertain trumpet” (Zuckerman, 2006, p. 5). Vision statements are specific to each
HCO and should avoid generalities or platitudes that sound good but do not give a sense of
direction. According to John P. Kotter (1996, p. 3), a good vision statement has the following
characteristics:
1. It looks forward and describes the strategic course management has carved out and
the kinds of changes that will help the organization be successful.
2. It portrays the kind of organization it is striving to be in the future.
3. It is focused enough to give the administration guidance in making decisions.
4. It is flexible enough to allow changes as the operating environment changes.
5. It is achievable.
6. It is desirable in that it makes sense.
7. It easily communicates to stakeholders.
Clearly, if vision is defined casually or introspectively, the basis for how an organization goes
about achieving its objectives rests on a shaky foundation. If we do not know what we are
about, then anything we do, regardless of its true effectiveness, can be made to sound as if it
were the best course of action. This can be self-deluding and self-defeatin.
Change management by Abhishek Jaguessar
This document discusses change management and the change process. It provides an overview of common change models including Lewin's three-stage model of unfreezing, changing and refreezing; Kotter's 8-step model; and McKinsey's 7-S model. It also discusses reasons for change, both external factors like markets/technology and internal factors like strategy/workforce. The origins and evolution of change management as a field are covered. Finally, it outlines the typical steps in a change process including unfreezing, transitioning, and refreezing staff to a new state.
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management, resistance to change and then explores the role of ERP as a catalyst of
change.
Reword this APA1. (1.docx
Reword this APA
1. (10 pts.) Discuss how organizational architecture and corporate culture are related. Use an example of a real-life firm and discuss how its corporate culture blends with its organizational architecture.
Organizational architecture involves the decision rights within the organization, how employees and teams are evaluated, and how this groups and individuals are rewarded for their efforts. On the other hand, corporate culture is concern with the same three aspects but also takes into consideration such things as the organizations customs, models, and rituals, which are considered the softer elements in the corporate culture. In addition, corporate culture also includes employee’s actions and how these actions can affect the organization culture. Therefore, both concepts are interdependent and support one another. A real life example of how corporate culture blends with its organizational architecture is Google. The organizational architecture for Google is for the most part flat, and divided in to teams that collaborate in projects along side with other teams throughout the organization. As a reflection of this organizational architecture, the corporate culture at Google is very relaxed, and easygoing. There are not strict dress codes, they are open to all cultures and rituals, and employees have the freedom to collaborate in other team projects even though they are not directly assigned to them Brickley, Smith, & Zimmerman, 2016)
2. (10 pts.) Billy Riggan is in charge of all technical developments at Always Round Tire. He makes all the choices concerning product innovations in the company. He finds that he is overworked and that several of his research scientists seem to be spending work hours playing tennis. What is going on?
This student considers that Billy Riggan is facing several problems. First, if he is the person in charge, he is not delegating or balancing the workload correctly within his team. Trying to do all of the work by himself shows his lack of confidence in his team, which will cause even more demotivation and will cause an even bigger lost in productivity. Secondly, If he has a manager that oversee his work, then his manager is overlooking the wok load that Billy has, putting quality, productivity, and innovation, which Billy is in charge of, at risk. Many organizations rely on innovation to remain competitive in the marketplace, and then overworking Billy causing him to burn out could affect the organization profitability. Lastly, a common problem in organizations where work is assigned to teams is the free-ride issue, where some of Billy’s team members simply let him do the work while sharing the benefit. The free-ride problem could also cost a drop in productivity, hence in profitability. Brickley, Smith, & Zimmerman, 2016)
3. (10 pts.) Always Round Tire tries to base its promotions on seniority (where education and training requirements are not necessary). The company finds that this ...
2 Organisational structure of a business
This document discusses organizational structure and different types of organizational structures used by firms. It describes line organization, functional organization, staff organization, and committee organization. For each type of structure, it provides details on how responsibilities and communication flow. It also discusses related topics like span of control, leadership styles, causes of conflict, and the roles of trade unions and collective bargaining.
R.lakshmi priya (23) od assignment 2
This document discusses reasons for success and failure in organizational design and change efforts. It provides 10 factors for success: 1) a clear focus on business results, 2) a winning strategy, 3) a compelling need for change, 4) clear change criteria, 5) distinguishing decision-driven from behavior-dependent change, 6) appropriate structure and systems changes, 7) relevant skills and resources, 8) engaged pivotal groups, 9) tight integration of initiatives, and 10) leader willingness to change. It also lists 7 common reasons for failure: 1) lack of communication on why change is needed, 2) differing agendas without proper communication, 3) insensitivity to those implementing change, 4) lack of leadership, 5) poor
write a short essay report to describe a topic of your interest rela.pdf
write a short essay report to describe a topic of your interest related to the past, or current, or
future technologies of cellular communications, bandwidths, antennas or their impact to the
human society
Solution
past, or current, or future technologies of cellular communications:
Mobile computing is to describe technologies thatenable people to access network services
anyplace, anytime, and anywhere.
past,present technologies of cellular communications:
1896 Guglielmo Marconi,First demonstration of wireless telegraphy.Based on long wave,
requiring very large transmitters
1907 Commercial Trans-Atlantic Wireless Service.Huge ground stations: 30 x 100m antenna
masts
1920 Discovery of short waves by Marconi.Cheaper, smaller, better quality transmitters by
vacuum tube
1982 Start of GSM in Europe (1G analog)
1983 Start of AMPS in America (1G analog)
1992 Start of GSM (2G digital)
1997 Wireless LAN - IEEE802.11
1998 Iridium satellite system.
1999 Standardization of additional wireless LANs
2000 GSM with higher data rates (2.5G digital).HSCSD offers up to 57,6kbit/s.First GPRS trials
with up to 50 kbit/s
2001 Start of 3G systems.IMT - 2000, several “members” of a “family”, CDMA2000 in Korea,
UMTS tests in Europe.
GPRS: General Packet Radio Service
It is a mobile data service available to users of GSM mobile phones. It is often described as
\"2.5G“.
GPRS is packet-switched which means that multiple users share the same transmission channel,
only transmitting when they have data to send.
GPRS provides moderate speed data transfer, by allocating unused cell bandwidth to transmit
data.Poor bit rate in busy cells.Usually, GPRS data is billed per kilobytes of information
transceived.
future technologies of cellular communications:
Improved radio technology and antennas.smart antennas, beam forming, multiple-input multiple-
output (MIMO) 802.11N.dynamic spectrum allocation.Core network convergence.IP-based,
quality of service, mobile IP.Ad-hoc technologies.spontaneous communication, power saving,
redundancy.Simple and open service platform.intelligence at the edge, not in the network (as
with IN).more service providers, not network operators only.
Impact on Society:
Since the introduction of mobile phones, concerns (both scientific and public) have been raised
about the potential health impacts from regular use.But by 2008, American mobile phones
transmitted and received more text messages than phone calls.Numerous studies have reported
no significant relationship between mobile phone use and health, but the effect of mobile phone
usage on health continues to be an area of public concern.
For example, at the request of some of their customers, Verizon created usage controls that meter
service and can switch phones off, so that children could get some sleep.There have also been
attempts to limit use by persons operating moving trains or automobiles, coaches when writing to
potential players on their teams, and movie theater audiences. By one measure, near.
Write a C++ program to do the followingProject Name Computer Sho.pdf
Write a C++ program to do the following:
Project Name: Computer Shop Management System
Project Description: sells various types of hardware and software accessories such as Laptop,
Antivirus and Keyboard etc. This system enables its user’s keep their customers
report secure, so that next time these customers when arrive to their shop, do not have to enter
their details again.
Solution.
More Related Content
Similar to What is organizational inertia List some sources of inertia in a co.pdf
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...
This document summarizes a study on employee attitudes towards organizational change at Siemens Ltd. in Chennai, India. The study aimed to analyze employee preparedness to accept change, ways of communicating change, and support factors during change. Data was collected through questionnaires from 122 Siemens employees. The analysis found that employees were reluctant to adapt to change and resistant to change. The management needs to better communicate changes and encourage employee feedback and questions to improve change adaptation.
Examples Of Resistance To Change
This document discusses examples of resistance to change encountered when transitioning a skilled nursing facility from a paper to electronic medication and treatment administration record system. The change was poorly communicated and staff was unhappy due to the unknown impact on their workflow. Staff received only a brief two-hour training and the facility was in the middle of a state survey window, adding further stress. Overall, lack of communication and preparation led to strong resistance from staff regarding the transition.
Differentiating Between Market Structures PaperWrite a 1,500 to 1,60.docx
Differentiating Between Market Structures PaperWrite a 1,500 to 1,600 word count paper. Due on Jan. 13, 2015 by 8 PM. Follow the instruction below. I also attached in this paper my grading rubric. Thank you.
You will apply important microeconomics concepts toward the competitive strategies of an organization that operates in an industry of your choice. You will evaluate the differences between market structures and identify a group of competitive strategies consistent with the market structure that best aligns with the market in which the organization competes. You will assess how the market structure positively and negatively affects the firm and evaluate the efficacy of the structure's competitive strategies.
Select an industry. Technology industry, Samsung Company- Competition Sony
Identify the market structure in which this organization competes. Clearly indicate why the market structure was decided upon, and how this market structure differentiates from the other alternatives.
· How might the company you selected find itself working with organizations in the same industry that are an oligopoly, perfect competition, monopoly, or monopolistic market structure. Examine the different sectors with an industry and how market structure may vary within those sectors.
Identify three or more competitive strategies of your choice that may be used by the organization to maximize its profits over the long run. Evaluate the efficacy of these strategies in the market structure you identified.
Make recommendations related to the strategies the organization might consider to maximize its profits.
Format consistent with APA guidelines.
Grading rubric for this assignment
Grading Guide
Content
70 Percent
Met
Partially Met
Not Met
Comments:
Explanation of how does the organization compete in the marketplace
Identification of the strengths and weaknesses of the firm, as determined by their customers as indicated by the marketing surveys
Identification of the market structure best suited to this organization
Includes a detailed rationale as to why the market structure is best suited to the organization.
Explanation of how the chosen market structure may positively and negatively affect the firm.
Explanation of how the effectiveness of the competitive strategies within the market structure affect the organization's long-term profitability
Recommendation of competitive strategies the organization should consider with rationale
The paper is 1,400-1,750 words in length.
Total Available
Total Earned
11
#/11
Writing Guidelines
30 Percent
Met
Partially Met
Not Met
Comments:
The paper--including tables and graphs, headings, title page, and reference page--is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the .
2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx
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,.
Organization change management
The document discusses organizational change management. It begins by explaining that companies must adapt and change to remain competitive. There are internal and external factors that drive the need for organizational change, such as new technologies, shifting markets, and changing employee skills and expectations. The document then examines different aspects of managing organizational change, including analyzing stakeholders, identifying forces that drive or resist change, and addressing passive or aggressive resistance to change efforts. It emphasizes that effective change management strategies are needed to smoothly transition organizations through changes.
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
347
10Teams and Organizations
Rawpixel Ltd/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to:
• Outline what significance organizational context has on teams.
• Define team-based organizing (TBO) and explain its five principles.
• Provide a practical road map for transitioning to TBO.
• Explain the psychology of organizational change and outline how learning and innovation can help overcome
resistance to change.
cog81769_10_c10_347-374.indd 347 8/19/16 8:34 AM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Pretest
1. Successful teams are complete units, working without reference to their organizational
context.
2. Team members in TBO organizations are interdependent at both the individual and team
level.
3. Most people consistently choose to maintain current conditions or circumstances even
when they are inferior to other alternatives
4. Clarifying whether—and how—a shift to TBO will support organizational strategies and
goals is the essential first step in restructuring an organization for TBO.
5. Organizational employees tend to resist organizational change, especially when it is
imposed on them.
Answers can be found at the end of the chapter.
Introduction
The CEO and senior management of a large manufacturing company are concerned
about worsening safety issues in their plants. They want to implement a new safety
philosophy and are prepared to accept that this change might require their organization
to be significantly restructured. After much discussion, the CEO and senior management
spend 18 months researching the matter and consulting with experts to determine the
feasibility of using TBO to improve safety. The senior team believes the shift to TBO
will not only improve safety but also increase productivity, flexibility, and performance
quality—but only if the organization can successfully restructure itself to support a
highly collaborative environment.
The CEO and senior management know that restructuring will require employees at
every level to be more interactive, interdependent, and involved in organizational
processes, change, and learning. To attain such a high level of participation, members of
senior management begin to question how they can align the organization to support
teams. They know they will have to consider the team as the fundamental work unit,
as opposed to the current work unit, which is the individual. They also know this might
be quite confusing, as both teams and individuals will still be used in various capacities
throughout the organization.
It is also apparent to the CEO and senior management that they will need to set an
example for the organization and begin to function as a team themselves. They hope
that their managers and directors will learn from their example and be more willing to
embrace changes to their own roles. They will still be managers, but their role w.
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
347
10Teams and Organizations
Rawpixel Ltd/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to:
• Outline what significance organizational context has on teams.
• Define team-based organizing (TBO) and explain its five principles.
• Provide a practical road map for transitioning to TBO.
• Explain the psychology of organizational change and outline how learning and innovation can help overcome
resistance to change.
cog81769_10_c10_347-374.indd 347 8/19/16 8:34 AM
© 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Pretest
1. Successful teams are complete units, working without reference to their organizational
context.
2. Team members in TBO organizations are interdependent at both the individual and team
level.
3. Most people consistently choose to maintain current conditions or circumstances even
when they are inferior to other alternatives
4. Clarifying whether—and how—a shift to TBO will support organizational strategies and
goals is the essential first step in restructuring an organization for TBO.
5. Organizational employees tend to resist organizational change, especially when it is
imposed on them.
Answers can be found at the end of the chapter.
Introduction
The CEO and senior management of a large manufacturing company are concerned
about worsening safety issues in their plants. They want to implement a new safety
philosophy and are prepared to accept that this change might require their organization
to be significantly restructured. After much discussion, the CEO and senior management
spend 18 months researching the matter and consulting with experts to determine the
feasibility of using TBO to improve safety. The senior team believes the shift to TBO
will not only improve safety but also increase productivity, flexibility, and performance
quality—but only if the organization can successfully restructure itself to support a
highly collaborative environment.
The CEO and senior management know that restructuring will require employees at
every level to be more interactive, interdependent, and involved in organizational
processes, change, and learning. To attain such a high level of participation, members of
senior management begin to question how they can align the organization to support
teams. They know they will have to consider the team as the fundamental work unit,
as opposed to the current work unit, which is the individual. They also know this might
be quite confusing, as both teams and individuals will still be used in various capacities
throughout the organization.
It is also apparent to the CEO and senior management that they will need to set an
example for the organization and begin to function as a team themselves. They hope
that their managers and directors will learn from their example and be more willing to
embrace changes to their own roles. They will still be managers, but their role w ...
Organizational Change And Change Management
The document discusses organizational change at Smith & Falmouth (S&F), a mid-sized company. S&F expanded into online sales by creating an independent business unit, S&F Online. As S&F Online grows successfully, it needs to determine the best organizational structure to support its business strategy and build scale. Managing organizational structure changes effectively is important for S&F Online's continued growth and integration with the larger S&F company. The document examines approaches for S&F Online to manage its organizational structure change.
presentation on change
Organizational change involves planned alterations to an organization's systems to achieve goals like profit or employee satisfaction. It is driven by both external forces like new technologies and customer demands, as well as internal forces like conflicts or crises within the existing system. People may accept, ignore, or resist changes depending on how they perceive its impact. Resistance can be reduced through communication, participation, incentives, and other tactics by change agents. However, change is inherently political as it threatens the status quo and existing power structures, making internal change agents less likely to initiate it due to potential personal losses.
Organizational architecture and organizational culture
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
30511072 managing-organizational-change-and-innovation
The document discusses organizational change and provides definitions and characteristics of change. It states that change is inevitable for organizations facing a dynamic environment. There are internal and external forces driving change, including technological changes, market conditions, social changes, and political/legal changes. The types of change include individual, group, and organizational levels. Managing planned change involves planning, assessing change forces like driving and restraining forces, and implementing change through a three phase process of unfreezing old behaviors, changing to new behaviors, and refreezing the changes.
Managing Change & Conflict
The document discusses managing organizational change and conflict. It identifies four types of organizational change and explains how individuals typically respond differently to changes they like versus dislike. It also lists six common reasons why employees resist change and strategies for overcoming resistance. The document then describes the planned change process of unfreezing, changing and refreezing. It contrasts top-down and bottom-up approaches to change and identifies traits of effective change agents. Finally, it defines conflict, discusses competitive versus cooperative conflict styles, and lists five techniques for resolving conflict.
The Theory Of Organizational Change
The document discusses organizational change and the importance of change for organizations to adapt and succeed. It notes that change can alarm members of a system but is crucial for organizations. When implementing change, leaders may underestimate consequences, potentially resulting in failure. For change to succeed, especially in today's fast-paced business world, companies should educate employees to understand and support change. The document reviews literature on theories of organizational change from 1987 to 1999.
3 Defining Organizational Vision, Values, and MissionSteve.docx
3 Defining Organizational Vision, Values, and Mission
Steve hix/Fuse/Thinkstock
Where there is no vision, the people perish.
—Solomon
Proverbs 29:18
Learning Objectives
After reading this chapter, you should be able to do the following:
• Explain the importance of defining a vision statement.
• Identify organizational values or guiding principles.
• Describe the basic elements of an effective mission statement.
• Write effective vision and mission statements for an HCO.
• Discuss how to evaluate mission and vision statements.
Section 3.1The Importance of Defining a Vision Statement
Introduction
This chapter focuses on the first step in the strategic planning process: defining an organiza-
tion’s vision, values, and mission. Without clear and carefully considered statements of vision,
values, and mission, all other stages of the planning process will be misguided.
3.1 The Importance of Defining a Vision Statement
The first, and probably the most important, consideration when developing a strategic plan
is to define the vision of the organization or any specific unit of the organization. This is usu-
ally a difficult process because the statement describes where the organization is headed in
the future. It does so by answering the question—In order to be successful, what should our
organization be like 10 to 15 years from now?
Organizations need a clear definition of vision because it communicates to stakeholders
where the organization is headed and provides a way to focus the energy of personnel in a
common, shared direction. As the Reverend Theodore Hesburgh, president emeritus of the
University of Notre Dame once remarked, “The very essence of leadership is that you have a
vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t
blow an uncertain trumpet” (Zuckerman, 2006, p. 5). Vision statements are specific to each
HCO and should avoid generalities or platitudes that sound good but do not give a sense of
direction. According to John P. Kotter (1996, p. 3), a good vision statement has the following
characteristics:
1. It looks forward and describes the strategic course management has carved out and
the kinds of changes that will help the organization be successful.
2. It portrays the kind of organization it is striving to be in the future.
3. It is focused enough to give the administration guidance in making decisions.
4. It is flexible enough to allow changes as the operating environment changes.
5. It is achievable.
6. It is desirable in that it makes sense.
7. It easily communicates to stakeholders.
Clearly, if vision is defined casually or introspectively, the basis for how an organization goes
about achieving its objectives rests on a shaky foundation. If we do not know what we are
about, then anything we do, regardless of its true effectiveness, can be made to sound as if it
were the best course of action. This can be self-deluding and self-defeatin.
Change management by Abhishek Jaguessar
This document discusses change management and the change process. It provides an overview of common change models including Lewin's three-stage model of unfreezing, changing and refreezing; Kotter's 8-step model; and McKinsey's 7-S model. It also discusses reasons for change, both external factors like markets/technology and internal factors like strategy/workforce. The origins and evolution of change management as a field are covered. Finally, it outlines the typical steps in a change process including unfreezing, transitioning, and refreezing staff to a new state.
Management Theory Of Change Management
Lars Kolind implemented radical changes at Oticon to transform the company culture and increase innovation. He faced resistance from employees accustomed to the old ways. To overcome this, he removed all symbols of the past culture and used interactive workshops to help employees understand and accept the new vision. While resistance remained for two years, by emphasizing the need for change and involving employees in shaping the new culture, Kolind was eventually able to gain acceptance and transform Oticon into a highly innovative company.
ENTERPRISE RESOURCE PLANNING (ERP) AS A CHANGE MANAGEMENT TOOL
Change is not just inevitable it is rapid, frequent and full of complexity. Today’s
business environment is characterized by something called as VUCA (Volatile,
Uncertain, Complex and Ambiguous). Those who don’t change perish. Change is
required not for growth alone, it is needed even to survive. Those who stay glued to
their old, orthodox, traditional and conventional approaches either will stay mediocre
or will be thrown out of the race. Resistance to change is an important management
topic and has been researched in depth by academicians across the globe. The
general observation as it is well known is that people by and large don’t like change.
ERP is one of the highly popular change management tool that has been used by
companies across the globe to integrate and rationalize their processes. The legacy
systems suffered from limitations. They were functioning in a stand-alone, silo mode.
However, this type of working created serious problems of coordination, duplication,
delays and dissatisfaction. Hence ERP emerged as a solution to seamlessly integrate
things so as to make the processes smoother, quicker, leaner and robust. The data
collection, storage and processing capabilities of ERP are huge and can benefit the
organization not only in terms of descriptive and prescriptive analysis but can also
provide ground for predictive analysis. This article discusses the concepts of change
management, resistance to change and then explores the role of ERP as a catalyst of
change.
Reword this APA1. (1.docx
Reword this APA
1. (10 pts.) Discuss how organizational architecture and corporate culture are related. Use an example of a real-life firm and discuss how its corporate culture blends with its organizational architecture.
Organizational architecture involves the decision rights within the organization, how employees and teams are evaluated, and how this groups and individuals are rewarded for their efforts. On the other hand, corporate culture is concern with the same three aspects but also takes into consideration such things as the organizations customs, models, and rituals, which are considered the softer elements in the corporate culture. In addition, corporate culture also includes employee’s actions and how these actions can affect the organization culture. Therefore, both concepts are interdependent and support one another. A real life example of how corporate culture blends with its organizational architecture is Google. The organizational architecture for Google is for the most part flat, and divided in to teams that collaborate in projects along side with other teams throughout the organization. As a reflection of this organizational architecture, the corporate culture at Google is very relaxed, and easygoing. There are not strict dress codes, they are open to all cultures and rituals, and employees have the freedom to collaborate in other team projects even though they are not directly assigned to them Brickley, Smith, & Zimmerman, 2016)
2. (10 pts.) Billy Riggan is in charge of all technical developments at Always Round Tire. He makes all the choices concerning product innovations in the company. He finds that he is overworked and that several of his research scientists seem to be spending work hours playing tennis. What is going on?
This student considers that Billy Riggan is facing several problems. First, if he is the person in charge, he is not delegating or balancing the workload correctly within his team. Trying to do all of the work by himself shows his lack of confidence in his team, which will cause even more demotivation and will cause an even bigger lost in productivity. Secondly, If he has a manager that oversee his work, then his manager is overlooking the wok load that Billy has, putting quality, productivity, and innovation, which Billy is in charge of, at risk. Many organizations rely on innovation to remain competitive in the marketplace, and then overworking Billy causing him to burn out could affect the organization profitability. Lastly, a common problem in organizations where work is assigned to teams is the free-ride issue, where some of Billy’s team members simply let him do the work while sharing the benefit. The free-ride problem could also cost a drop in productivity, hence in profitability. Brickley, Smith, & Zimmerman, 2016)
3. (10 pts.) Always Round Tire tries to base its promotions on seniority (where education and training requirements are not necessary). The company finds that this ...
2 Organisational structure of a business
This document discusses organizational structure and different types of organizational structures used by firms. It describes line organization, functional organization, staff organization, and committee organization. For each type of structure, it provides details on how responsibilities and communication flow. It also discusses related topics like span of control, leadership styles, causes of conflict, and the roles of trade unions and collective bargaining.
R.lakshmi priya (23) od assignment 2
This document discusses reasons for success and failure in organizational design and change efforts. It provides 10 factors for success: 1) a clear focus on business results, 2) a winning strategy, 3) a compelling need for change, 4) clear change criteria, 5) distinguishing decision-driven from behavior-dependent change, 6) appropriate structure and systems changes, 7) relevant skills and resources, 8) engaged pivotal groups, 9) tight integration of initiatives, and 10) leader willingness to change. It also lists 7 common reasons for failure: 1) lack of communication on why change is needed, 2) differing agendas without proper communication, 3) insensitivity to those implementing change, 4) lack of leadership, 5) poor
Similar to What is organizational inertia List some sources of inertia in a co.pdf (20)
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...
Differentiating Between Market Structures PaperWrite a 1,500 to 1,60.docx
Differentiating Between Market Structures PaperWrite a 1,500 to 1,60.docx
2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx
2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
34710Teams and OrganizationsRawpixel LtdiStockThinks.docx
Organizational architecture and organizational culture
Organizational architecture and organizational culture
30511072 managing-organizational-change-and-innovation
30511072 managing-organizational-change-and-innovation
3 Defining Organizational Vision, Values, and MissionSteve.docx
3 Defining Organizational Vision, Values, and MissionSteve.docx
ENTERPRISE RESOURCE PLANNING (ERP) AS A CHANGE MANAGEMENT TOOL
ENTERPRISE RESOURCE PLANNING (ERP) AS A CHANGE MANAGEMENT TOOL
More from rishabjain5053
write a short essay report to describe a topic of your interest rela.pdf
write a short essay report to describe a topic of your interest related to the past, or current, or
future technologies of cellular communications, bandwidths, antennas or their impact to the
human society
Solution
past, or current, or future technologies of cellular communications:
Mobile computing is to describe technologies thatenable people to access network services
anyplace, anytime, and anywhere.
past,present technologies of cellular communications:
1896 Guglielmo Marconi,First demonstration of wireless telegraphy.Based on long wave,
requiring very large transmitters
1907 Commercial Trans-Atlantic Wireless Service.Huge ground stations: 30 x 100m antenna
masts
1920 Discovery of short waves by Marconi.Cheaper, smaller, better quality transmitters by
vacuum tube
1982 Start of GSM in Europe (1G analog)
1983 Start of AMPS in America (1G analog)
1992 Start of GSM (2G digital)
1997 Wireless LAN - IEEE802.11
1998 Iridium satellite system.
1999 Standardization of additional wireless LANs
2000 GSM with higher data rates (2.5G digital).HSCSD offers up to 57,6kbit/s.First GPRS trials
with up to 50 kbit/s
2001 Start of 3G systems.IMT - 2000, several “members” of a “family”, CDMA2000 in Korea,
UMTS tests in Europe.
GPRS: General Packet Radio Service
It is a mobile data service available to users of GSM mobile phones. It is often described as
\"2.5G“.
GPRS is packet-switched which means that multiple users share the same transmission channel,
only transmitting when they have data to send.
GPRS provides moderate speed data transfer, by allocating unused cell bandwidth to transmit
data.Poor bit rate in busy cells.Usually, GPRS data is billed per kilobytes of information
transceived.
future technologies of cellular communications:
Improved radio technology and antennas.smart antennas, beam forming, multiple-input multiple-
output (MIMO) 802.11N.dynamic spectrum allocation.Core network convergence.IP-based,
quality of service, mobile IP.Ad-hoc technologies.spontaneous communication, power saving,
redundancy.Simple and open service platform.intelligence at the edge, not in the network (as
with IN).more service providers, not network operators only.
Impact on Society:
Since the introduction of mobile phones, concerns (both scientific and public) have been raised
about the potential health impacts from regular use.But by 2008, American mobile phones
transmitted and received more text messages than phone calls.Numerous studies have reported
no significant relationship between mobile phone use and health, but the effect of mobile phone
usage on health continues to be an area of public concern.
For example, at the request of some of their customers, Verizon created usage controls that meter
service and can switch phones off, so that children could get some sleep.There have also been
attempts to limit use by persons operating moving trains or automobiles, coaches when writing to
potential players on their teams, and movie theater audiences. By one measure, near.
Write a C++ program to do the followingProject Name Computer Sho.pdf
Write a C++ program to do the following:
Project Name: Computer Shop Management System
Project Description: sells various types of hardware and software accessories such as Laptop,
Antivirus and Keyboard etc. This system enables its user’s keep their customers
report secure, so that next time these customers when arrive to their shop, do not have to enter
their details again.
Solution.
Which statement pertaining to Port Scanning is FALSEA technique use.pdf
Which statement pertaining to Port Scanning is FALSE?A technique used by IT system
administrators to locate vulnerabilities before the hackers find them.
Solution
solution)
ensure that
port scanning is a process to check the security policies security policies of their networks and by
attackers to identify network services running on a host and exploit vulnerabilities.this port
scanning is often done by administrators.Ensures that the principles of Net Neutrality are
safeguarded.
net neutrality means the internet service providers and the govternments regulating the internet
should treat the users same that means the data on the internet the same ,not different user by
user,content ,website,platform,application,type of attachment,or mode of communicatiion.
port scanning is a process to check the security policies security policies of their networks and
by attackers to identify network services running on a host and exploit vulnerabilities.this port
scanning is often done by administrators..
When did almost all animal phyla divergeSolutionAccording to .pdf
When did almost all animal phyla diverge?
Solution
According to theory of cambrian explosion, beginning some 545 million years ago, an explosion
of diversity led to the appearance over a relatively short period of 5 million to 10 million years of
a huge number of complex, multi-celled organisms. Moreover, this burst of animal forms led to
most of the major animal groups we know today, that is, every extant Phylum. It is also
postulated that many forms that would rightfully deserve the rank of Phylum both appeared in
the Cambrian only to rapidly disappear..
What is the nipah virus Describe mechanism of infection How is it .pdf
What is the nipah virus? Describe mechanism of infection? How is it transmitted? Why can\'t it
be an arbovirus?
Solution
What is Nipah Virus?
Nipah virus is a recently-identified, zoonotic (meaning a disease that can transmitted from
animals to human) paramyxovirus that causes severe disease in both animals and humans.The
natural host of this virus are fruit bats of the Pteropodidae Family, Pteropus genus. Outbreaks of
this viral disease have occurred in Malaysia, Singapore, India and Bangladesh, and a putative
Nipah virus was also recently associated with human disease in the Philippines. Nipah virus
causes febrile encephalitis with respiratory syndrome that has a high mortality rate.
Mechanism of infection:
The reservoir for Nipah virus is believed to be fruit bats, and humans are infected by contact with
infected bats or by contact with an intermediate animal host such as pigs. Pteropus species fruit
bats are the natural reservoir of Nipah virus.
Zoonotic transmission cycles of Nipah virus in Malaysia and Bangladesh: In Malaysia (left side
of panel), Nipah virus was transmitted from bats on fruit trees on pig farms to pigs.
Subsequently, pigs transmitted Nipah virus to people in close contact with the pigs. In
Bangladesh (right side of panel), Nipah virus is thought to be transmitted via the consumption of
raw date palm sap. While date palm sap is collected, bats drink from the sap stream or collection
pots and contaminate the sap with Nipah virus through their saliva or urine. People become
infected with Nipah virus after drinking this contaminated date palm sap. Subsequently, these
infected people can transmit Nipah virus to others via close contact.
Arbovirus are the virus that are transmitted from one human to the other by arthropod vectors ie.,
mosquitoes, ticks etc., example of a arboviral disease is yellow fever. Nipah virus is not an
arbovirus because it transmitted from bats to humans or from pigs to humans..
Use fundamental identities to write tan t sec2t in terms of sint only.pdf
Use fundamental identities to write tan t sec2t in terms of sint only.
Solution
tan^2 t sec^2 t
tan t = sin t / cos t
sec t = 1/ cos t
so , we can write
tan^2 t sec^2 t = sin^2 t / cos^2 t * 1/ cos^2 t
= sin^2 t / cos^4 t
cos^4 t = cos^2 t * cos^2 t
cos^2 t = ( 1- sin^2 t )
cos^4 t = ( 1 - sin^2 t )^2
= 1 - 2sin^2 t + sin^4 t
hence, we can write
tan^2 t sec^2 t = (sin^2 t )/ ( sin^4 t - 2sin^2 t + 1 ).
Twenty-five people responded to a questionnaire about what types of p.pdf
Twenty-five people responded to a questionnaire about what types of pets they had. Construct a
frequency distribution for the data (D = dogs only, C = cats only, B = both, N = neither).
Solution
Frequency of any particular value ,X is just the number of times X occurs in this table.
For example, B occurs 14 times.
Here is the frequency tableVALUEFREQUENCYD5C4B14N2.
The universe began 13 7 billion years ago, is most directly an exa.pdf
The universe began 13 7 billion years ago, \' is most directly an example of a __ claim
Epistemological Phenomenological Ethical Metaphysical Logical
Solution
Metaphysical
The big bang theory is an effort to explain what happened during and after that moment.
According to the standard theory, our universe sprang into existence as \"singularity\"
around13.7 billion years ago..
The Stevens Company provided $57000 of services on acco.pdf
The Stevens Company provided $57000 of services on account during 2014, its first year in ope
estimates that it will be unable to collect 2% of its revenues on account. The amount of
uncollectible accounts expense recognized on the 2014 income statement was o $285 O $10.000
O $1140 O $4.250 type here to search e???
Solution
Uncollectible expense = 2% of service on account
= 57000*2%
= $1,140 answer
Uncollectible expense = 2% of service on account
= 57000*2%
= $1,140 answer.
The papillae on the tongue that do not contain any taste buds are the.pdf
The papillae on the tongue that do not contain any taste buds are the _ papillae. filiform
fungiform foliate valuate
Solution
Answer:
a). Filiform
Explanation:
The tongue contains 4 types of papillae, the most common type is filiform, thin and wire shaped
and do not contain taste buds. Dorsal and anterior border of the tongue are mushroom shaped
papillae, fungiform, these have taste buds located near the middle or in the cleft of the papillae..
QUESTION 13 Which of the following benefits is a component of Social .pdf
QUESTION 13 Which of the following benefits is a component of Social Security? A. workers\'
compensation B. disability benefits C.unemployment compensation D. legal assistance
Solution
answer ) option B Disability benefits
the U.S. Social Security system has three major components: retirement benefits, survivors\'
benefits and disability insurance.
answer ) option B Disability benefits
the U.S. Social Security system has three major components: retirement benefits, survivors\'
benefits and disability insurance..
Padre, Inc., buys 80 percent of the outstanding common stock of Sier.pdf
Padre, Inc., buys 80 percent of the outstanding common stock of Sierra Corporation on January
1, 2015, for $796,960 cash. At the acquisition date, Sierra’s total fair value, including the
noncontrolling interest, was assessed at $996,200 although Sierra’s book value was only
$623,000. Also, several individual items on Sierra’s financial records had fair values that
differed from their book values as follows:
Buildings and equipment
(10-year remaining life)
For internal reporting purposes, Padre, Inc., employs the equity method to account for this
investment. The following account balances are for the year ending December 31, 2015, for both
companies.
Padre, Inc., buys 80 percent of the outstanding common stock of Sierra Corporation on January
1, 2015, for $796,960 cash. At the acquisition date, Sierra’s total fair value, including the
noncontrolling interest, was assessed at $996,200 although Sierra’s book value was only
$623,000. Also, several individual items on Sierra’s financial records had fair values that
differed from their book values as follows:
Solution
Ans:
Determination of consolidate Balances:
Acquisition-date subsidiary fair value (given) $996,200
Book value of subsidiary (given) $623,000
Fair value in excess of book value $373,200
Allocations to specific accounts based on difference between fair value and book value
Land $226,000
Buildings and equipment $18,000
Copyright $150,000
Notes payable $15,200
Total $373,200
Annual excess amortizations:
Buildings and equipment ($18,000 / 10) $1,800
Copyright ($150,000 / 20) $7,500
Notes payable ($15,200 / 8) $1,900
Total $7,600
Acquisition Method:
Consolidation Entries
Accounts
Padre
Sierra
Debit
Credit
No controlling Interest
Consolidates Total
Revenues
(1,396,980)
(657,250)
(2,054,230)
Cost of goods sold
736,000
399,000
1,135,000
Depreciation Expense
298,000
15,100
E
1,800
311,300
Amortization Expense
-
8,600
E
7,500
16,100
Interest Expense
50,100
5,550
E
1,900
57,550
Equity in Income of Sierra
(177,120)
-
I
177,120
-
Separate Company Net Income
(490,000)
(229,000)
consolidate Net Income
(534,280)
No controlling Interest in Sierra\'s Income
(44,280)
44,280
Controlling Interest in CNI
(490,000)
Retained Earnings 1 / 1
(1,380,000)
(463,000)
S
(463,000)
(1,380,000)
Net Income (above)
(490,000)
(229,000)
(490,000)
Dividend Paid
260,000
65,000
D
52,000
13,000
260,000
Retained Earnings 12/31
(1,610,000)
(627,000)
(1,610,000)
Current Assets
854,920
569,100
1,424,020
Investments in Sierra
922,080
-
D
52,000
S
I
A
-
Land
369,000
60,600
A
226,000
655,600
Buildings and Equipment
955,000
324,900
E
1,800
A
18,000
1,263,700
Copyright
-
163,400
A
150,000
E
7,500
305,900
Total Assets
3,101,000
1,118,000
3,649,220
Accounts Payable
(220,000)
(199,000)
(419,000)
Notes Payable
(521,000)
(132,000)
A
15,200
E
1,900
(639,700)
NCI in Sierra 1/1
NCI in Sierra 12/ 31
(199,240)
(230,520)
(230,520)
Common Stock
(300,000)
(100,000)
S
100,000
(300,000)
Additional paid-in capital
(450,000)
(60,000)
S
60,000
(450,00.
Operating Systems Structure1- Explain briefly why the objectives o.pdf
Operating Systems Structure
1- Explain briefly why the objectives of a purely batch multiprogramming operating system
conflict with those of an interactive system.
2- What features from the Mainframe operating system Multics do we see in modern operating
systems?
Solution
Answer 2..
The various features of Multics are :
-Segmented memory
-Virtual memory
-High-level language implementation
-Shared memory multiprocessor
-Multi-language support
-Relational database
-Security
-On-line reconfiguration
-Software engineering
Out of the above features, the feature that are present in modern operating system are:
1) security
Each user has to be authenticated with an username and password (network and multi-user
operating system).
Their data and files will be kept private from other users, unless they choose to make some
shareable with others.
The operating system will only allow administrators (\'super users\') to change parts of the
operating system and install applications.
2)Segmented memory
To use shared memory, we have to perform 2 basic steps:
Request to the operating system a memory segment that can be shared between processes. The
user can create/destroy/open this memory
using a shared memory object: An object that represents memory that can be mapped
concurrently into the address space of more than one process..
Associate a part of that memory or the whole memory with the address space of the calling
process. The operating system looks for
a big enough memory address range in the calling process\' address space and marks that
address range as an special range. Changes in that address
range are automatically seen by other process that also have mapped the same shared memory
object.
3)Virtual memory
Virtual memory is a memory management capability of an OS that uses hardware and software
to allow a computer to compensate for physical memory
shortages by temporarily transferring data from random access memory (RAM) to disk storage.
Virtual address space is increased using active memory
in RAM and inactive memory in hard disk drives (HDDs) to form contiguous addresses that
hold both the application and its data.
4)Shared memory multiprocessor
Shared memory is the fastest interprocess communication mechanism. The operating system
maps a memory segment in
the address space of several processes, so that several processes can read and write in that
memory segment without
calling operating system functions. However, we need some kind of synchronization between
processes that read and write shared memory.
Consider what happens when a server process wants to send an HTML file to a client process
that resides in the same machine using network mechanisms:
The server must read the file to memory and pass it to the network functions, that copy that
memory to the OS\'s internal memory.
The client uses the network functions to copy the data from the OS\'s internal memory to its own
memory.
As we can see, there are two copies, one from memory to the network an.
Need help with this java code. fill in lines where needed. Also, not.pdf
Need help with this java code. fill in lines where needed. Also, not sure how to make the text
files and load them into program. Thanks!!
Create a package named \"reading_with_exceptions\". Write a class named:
Reading_With_Exceptions with the following method:
void process(String inputFilename)
Your program will encounter errors, and we want you to gracefully handle them in such a way
that you print out informative information and continue executing.
Your process routine will try to open a file with the name of inputFilename for input. If there is
any problem (i.e. the file doesn\'t exist), then you should catch the exception, give an appropriate
error and then return. Otherwise, your program reads the file for instructions.
Your process routine will read the first line of the file looking for an outputFilename String
followed by an integer. i.e.:
outputFilename number_to_read
Your program will want to write output to a file having the name outputFilename. Your program
will try to read from \"inputFilename\" the number of integers found in \"number_to_read\".
Your process method will copy the integers read from inputFilename and write them to your
output file(i.e. outputFilename). There should contain 10 numbers per line of output in your
output file.
If you encounter bad input, your program should not die with an exception. For example:
If the count of the numbers to be read is bad or < 0 you will print out a complaint message and
then read as many integers as you find.
If any of the other numbers are bad, print a complaint message and skip over the data
If you don\'t have enough input numbers, complain but do not abort
After you have processed inputFilename, I would like your program to then close the output file
and tell the user that the file is created. Then Open up the output file and copy it to the Screen.
For example, if inputFilename contained:
We would expect the output of your program to be (Note that after 23 numbers we stop printing
numbers):
The main program will access the command line to obtain the list of filenames to call your
process routine with.
For those of you who benefit from a Template, your program might look like:
To prove that your program works, I want you to run your program with the following command
line parameters:
file1.txt non-existent-file file2.txt file3.txt
Where non-existent-file does not exist.
file1.txt contains:
file2.txt contains:
file3.txt contains:
Solution
// Reading_With_Exceptions.java
import java.io.File; // required imports for the code
import java.io.FileInputStream;
import java.io.FileNotFoundException;
import java.io.FileOutputStream;
import java.io.PrintStream;
import java.util.Scanner;
public class Reading_With_Exceptions
{ // class that runs the code
// 1.) Create a Scanner from the inputFilename. Catch exceptions from errors.
// 2.) Read the first String from the file and use it to create a PrintStream
// catching appropriate exceptions
// 3.) Using hasNextInt and nextInt, carefully re.
IP has no mechanism for error reporting or error-correcting. ICMPv4 .pdf
IP has no mechanism for error reporting or error-correcting. ICMPv4 was created to overcome
this.
a) What is ICMPv4?
b) How do we use ICMPv4 with the TCP/IP Suite?
c) How does it overcome the limitations in IP?
Solution
What is ICMP?
ICMP stands for Internet Control Message Protocol. It is an error reporting protocol network
device like routers used to generate error messages to the source IP addresses when network
problem prevent delivery of IP Packets. ICMP creates and sends messages to the source IP
address indicating that a gateway to the router, host and service cannot be reached for packet
delivery. Any Network IP device has the capability to send, receive or process ICMP messages.
How do we use ICMPv4 with the TCP/IP Suite?
Various message types are defined in ICMP that allow different types of information to be
exchanged. These are usually either generated for the purpose of reporting errors, or for
exchanging important information of different sorts that is needed to keep IP operating smoothly.
ICMP itself doesn\'t define how all the different ICMP messages are used; this is done by the
protocols that use the messages. In this manner, ICMP describes a simple message-passing
service to other protocols.
ICMP is not like most other TCP/IP protocols in that it does not perform a specific task. It
defines a mechanism by which various control messages can be transmitted and received to
implement a variety of functions.
ICMP is considered an integral part of IP, even though it uses IP to sends its messages. The
operation of ICMP involves some portion of the TCP/IP protocol software on a machine
detecting a condition that causes it to generate an ICMP message. This is often the IP layer itself,
though it may be some other part of the software. The message is then encapsulated and
transmitted like any other TCP/IP message, and is given no special treatment compared to other
IP datagrams. The message is sent over the internetwork to the IP layer at the receiving device.
Again, since many of the ICMP messages are actually intended to convey information to a
device\'s IP software, the IP layer itself may be the “ultimate destination” of an ICMP message
once a recipient gets it. In other cases, the ultimate destination may be some other part of the
TCP/IP protocol software, which is determined by the type of message received. ICMP does not
use ports like UDP or TCP to direct its messages to different applications on a host; the software
recognizes the message type and directs it accordingly within the software
How does it overcome the limitation in IP?
IP is an unreliable method for the delivery of network data. It is known as a best effort delivery
mechanism. It has no built-in process to ensure that data is delivered.
If an intermediary device such as a router fails, data cannot be delivered. Additionally, nothing in
its basic design allows IP to notify the sender that a data transmission has failed. ICMP is the
component of the TCP/IP protocol.
Informed Consent is a significant requirement for all provider types.pdf
Informed Consent is a significant requirement for all provider types. How does a health entity
need to ensure that all staff have an understanding of the aspects of informed consent?
Solution
Informal consent refers to the processnof getting permission before doing any sort of healthcare
intervention or trial.the consent plays very vital role in all sort of research or test using a
particular person. Thus it can be a legal.offense is any test or research conducted without taking
any informal consent from the patient. Healthcare industry to be on their business ethics side
should communicate all.the employees about the importance of having informal consent from the
patients.The proper consent will avoind further complication or any sort of conflicts. Incase if the
patient hasn\'t provided prowpr informal consent or in partial it can be assessed by review
committee or institutional review board..
In the MVC Architecture, why is it important to keep the model, view.pdf
In the MVC Architecture, why is it important to keep the model, view, and controller
independent of each other?
Solution
In the MVC Architecture, it is important to keep the model, view, and controller independent of
each other.
Because...
In view layer, programmers will prepare user interface for collecting different types of inputs.
Then user interface program is responsible for storing all values as a single group should send to
the controller application. Then for storing multiple values as one group user interface
application internally should use either array or collection object.
The controller layer receives all values as a single object using array or collection reads input
values from the array or collection object perform calculations and generate results then input
and output values will send to the model application.
The model layer will receive array or collection object reads all input and output values stores in
the database..
in roughly 400 words please describe3 affective outcomes of diver.pdf
in roughly 400 words please describe:
3 affective outcomes of diversity and 3 cognitive outcomes of diversity.
refer to ... Working in teams: moving from high potential to high performance.. BA Griffith and
EB Dunham.. Ch.7
Solution
if a firm is operating with cross culturals work force, it can be called as diverified team, which
may include the members from various backgrounds, nations, with different cultures, education
qualifications, religious and other aspects too. when people works with others, there is a great
chance to upgrade their knowledge levels by interacting with others, they can explore to new
techniques, and so on.
when people work in teams, they discuss, interact, and expose their talent. others may extract
those and the acceptable practices are followed by others. the effective outcomes of diversity are
as follows:
1. people have habituated to openness and share everthing with others
2. they trust each other and exchange what they have and what others need, similarly seek helps
from others in the limitations
3. it encourages team spirity, where all the people works on focused tasks.
4. stands with each other in the times of difficulties and in the times of success also.
the cognitive outcomes of diversity:
1. during the times of problems and difficulties, all these members tries to recollect the prior
experience related to this.
2. if there are any relevant experiences to this, they share with others, and drwn an acceptable
solution to the present problem.
3. when people works and thinks to get a solution while they are in teams, the success of getting
a correct solution is more..
Im having issues with two homework questions. I get the gist of th.pdf
I\'m having issues with two homework questions. I get the gist of the mechanisms involved with
transcription and translation, but the question itself is really throwing me off.
4. What kinds of mutations might result in transcriptional errors? What kinds of mutations might
result in translational errors?
What I\'m thinking for this one is that transcriptional errors are having to do with radiation-type
mutations as well as incidences where the RNA polymerase or other polymerases make a
mistake when creating that RNA template and the mistake does not get fixed. As far as the
translational side, I\'m kind of clueless. Part of this homework is in the realm of CFTR and the
delF508 gene and the W1282X gene, as well as nonsense and missense mutations. I do not know
where they fall into this stuff.
6. Which part of the central dogma is represented by CFTRdel508 and by W1282X? Where is
the information flow interrupted (transcription or translation)? Justify your answer.
Again, I get the gist, but not really how these actually fit into the question. I BELIEVE the
answer to be that the problem / informational flow interruption occurs during translation, but I\'m
not sure that\'s correct, nor can I justify it. THANKS FOR THE HELP! :)
Solution
4. Mutation like point mutations, framshift mutations, chromosomal disjunction etc causes
incorrect base pairing at the DNA level, hence the RNA polymerase incorporates incorrect
nucleotides and thereby creating incorrect mRNA sequences. Also, any mutations in RNA
polymerase, and other transcriptional factors lead to transxccriptional errors
Similarly the mRNA is incorrect then the ribosome and the tRNA also incorporates incorrect
amino acids thereby forming a defective protein which leads to translational errors. Also, any
mutation of the tRNA/ ribosome\'s sub units (50 S and 30 S) can also lead to translational errors
thereby leading to a defective protein.
6. DNA ----> RNA ----> Protein
The deletions inthe 2 genes fall in the DNA to RNA part of central dogma.
Any mutations of the CFTRdel508 and W1282X gene causes the protein folding to be disrupted.
The protein in question for these 2 genes is Cystic Fibrosis transmembrane conductance
regulator (CFTR). Since the protein is unable to fold properly (the missense mutation in
CFTRdel508 causing the Phenylalanine not to get coded) hence the protein is unable to move out
of the Endoplasmic Reticulum.
Hence, the probelm is not at the translation level but mainly at the transcription level, since the
deletion had occured in the DNA which resulted in the coding of an incorrect mRNA thereby
forming a defective protein.
So the major problem is at the transcriptional level..
Implement the interface you wrote for Lab B (EntryWayListInterface)..pdf
This document describes implementing an EntryWayListInterface using either an array or linked nodes. It provides the interface methods that must be implemented which include insertHead, insertTail, deleteHead, deleteTail, display, contains, isEmpty, and isFull. It also describes creating a driver program to test the implementation by adding and removing elements from the list and checking for elements. A second class is to implement the interface using an AList or LList object instead of an array or linked nodes.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
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The complex relationship between human activities and the environment has been the focus
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help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
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Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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- 1. What is organizational inertia? List some sources of inertia in a company like IBM or GM. Solution Organizational inertia refers to the phenomenon where the organization continues to move along the path or trajectory, upon that the organization has been for quite some time. Here, the organization does not want to change from that path and it acts as a negative point in the face of changing business environment scenario. There are following sources that can create the organizational inertia: 1. The rigid organizational structure where people show strong resistance to change. 2. The organizational policy 3. Benefits and perks offered to the employees and it is not changed due to the conflicting views. 4. Centralized decision making process 5. High cost of recruitment and employee welfare 6. Collective bargaining between the union and organization (if any)