The document discusses MARTA, the Metropolitan Atlanta Rapid Transit Authority. It describes MARTA's focus on community programs and involvement. It outlines leadership and organizational changes in 2010 under new CEO Beverly Scott, including department restructuring, route cuts, and laying off over 800 employees. It discusses financial losses from 2010-2012 and resistance to the 2010 changes from employees. A new CEO, Keith Parker, was appointed in 2012 and it remains to be seen if changes will be beneficial.
Going for Cloud sometimes is a long and bumpy road ahead : Oracle has a Journey Planner for you, to get there at your own pace.On-prem, Public Cloud and Hybrid of those.
Going for Cloud sometimes is a long and bumpy road ahead : Oracle has a Journey Planner for you, to get there at your own pace.On-prem, Public Cloud and Hybrid of those.
ODCA Forecast 2012 Keynote: Andy Brown
UBS Group CTO, Client Facing Technologies CIO
UBS draws on its 150-year heritage to serve private, institutional and corporate clients worldwide, as well as retail clients in Switzerland
We combine our wealth management, investment banking and asset management businesses with our Swiss operations to deliver superior financial solutions
Present in all major financial centers worldwide, UBS has offices in over 50 countries employing about 66,000 people
UBS shares are listed on the SIX Swiss Exchange and the New York Stock Exchange
Need some help on how to deal with your students who fall short in academics? Find help in this presentation. This guides the faculty or the counselor on how to help the students make the most of their life in school
Creative Traction Methodology - For Early Stage StartupsTommaso Di Bartolo
How to build a mindset that gets a new product traction? 99% of all startups are forced to give up because they lack traction. As founders are thrilled and captivated to build a product that could change the world - the majority downright neglects to put equal efforts towards how to differentiate in taking the product to market. The difference between those who make it to get traction and the rest lies in the innovator’s mindset.
Whether it's directly improving patient care or helping lower costs to provide more access to healthcare, organizations are continuing to use IT to move the needle for an industry that is at a pivotal point in innovation.
Learn how our innovative storage solutions can help your organization meet its healthcare Big Data challenges: http://www.netapp.com/us/solutions/industry/healthcare/
6Managing Change in the WorkplaceIn any given scenario the nor.docxevonnehoggarth79783
6
Managing Change in the Workplace
In any given scenario the norm is that changes are scary. The workplace is not an exception, in fact they can be even scarier and met with a lot of resistance. But the truth of the matter is they are a necessity in today market place in order to business relevant. Soon skills like knowing how and when to do changes will be a requirement in many positions. Right now the employees that are experiences big changes in their companies should see this as an opportunity to learn and adapt to this new normal state of constantly evolving. Those who take advantage of this now are the ones that will still be around in the future of the organizations. In this paper we will discuss the organizational changes Toyota of Puerto Rico is suffering right now and how the employees are adapting to these.
Toyota’s Overview
Toyota’s vision is “Be the most successful and admired organization in Puerto Rico”. To reach our vision we must sustain continuous innovation in are process and vehicles. Our primary goal is to fulfill customer needs and expectations and maintain a lifetime relation with them. Toyota incorporate and sustain in their culture and associates the Corporate Philosophy “Toyota Way”. This philosophy consist in two primary principles; respect for people and continuous improvement. All Toyota team members, at every level, are expected to apply these values in their daily work and relations with others (Liker & Convis, 2011).
According to the Toyota Way 2011 Philosophy, as part of the continuous improvement principle they encourage us to follow these steps:
· Challenge: To maintain a long-term vision and meet all challenges with the courage and creativity needed to realize that vision.
· Kaizen: Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.
· Genchi Genbutsu: Going to the source to find the facts to make correct decisions, build consensus and achieve goals.
· As part of the respect for people principle they encourage us to follow this step;
· Respect: Toyota respects others, makes every effort to understand others, accepts responsibility and does its best to build mutual trust.
· Teamwork: Toyota stimulates personal and professional growth, shares opportunities for development and maximizes individual and team performance.
Understand the vision and the principles of the culture of our organization helps us to align our work with the organizational goals and success. It is very important to achieving success that the organization makes it feels the employee as an integral part of the process. Each employee adds value to the company and is what sets us apart and helps us to become a leading organization.
We are managing the changing process of integration to our parent company. This is a very important change because all of our actual processes are manual. That implies that with the new systems every processes will change and evolve. The integration project .
Aligning corporate strategy with the project portfolio mien.pptxColumbus Brown
In this presentation you will learn how to ensure the project portfolio is aligned to the corporate strategy, how to make decisions about which projects to execute, and how to manage changes to the portfolio when the inevitable changes happen. Objectives: • How to manage change to the project portfolio • Process for aligning project portfolio to strategy • Making decisions on which projects to execute
Learning Objectives
• How to manage change to the project portfolio
• Process for aligning project portfolio to strategy
• Making decisions on which projects to execute
Executive Perspective with Tony DiBenedetto, Tribridge CEOLLR Partners
Tribridge Chairman & CEO Tony DiBenedetto is featured by Martinwolf, giving his executive perspective on what keeps him engaged in Tribridge, working with a private equity firm, competition among technology services providers, and helping mid-market and enterprise customers transition to the cloud.
ODCA Forecast 2012 Keynote: Andy Brown
UBS Group CTO, Client Facing Technologies CIO
UBS draws on its 150-year heritage to serve private, institutional and corporate clients worldwide, as well as retail clients in Switzerland
We combine our wealth management, investment banking and asset management businesses with our Swiss operations to deliver superior financial solutions
Present in all major financial centers worldwide, UBS has offices in over 50 countries employing about 66,000 people
UBS shares are listed on the SIX Swiss Exchange and the New York Stock Exchange
Need some help on how to deal with your students who fall short in academics? Find help in this presentation. This guides the faculty or the counselor on how to help the students make the most of their life in school
Creative Traction Methodology - For Early Stage StartupsTommaso Di Bartolo
How to build a mindset that gets a new product traction? 99% of all startups are forced to give up because they lack traction. As founders are thrilled and captivated to build a product that could change the world - the majority downright neglects to put equal efforts towards how to differentiate in taking the product to market. The difference between those who make it to get traction and the rest lies in the innovator’s mindset.
Whether it's directly improving patient care or helping lower costs to provide more access to healthcare, organizations are continuing to use IT to move the needle for an industry that is at a pivotal point in innovation.
Learn how our innovative storage solutions can help your organization meet its healthcare Big Data challenges: http://www.netapp.com/us/solutions/industry/healthcare/
6Managing Change in the WorkplaceIn any given scenario the nor.docxevonnehoggarth79783
6
Managing Change in the Workplace
In any given scenario the norm is that changes are scary. The workplace is not an exception, in fact they can be even scarier and met with a lot of resistance. But the truth of the matter is they are a necessity in today market place in order to business relevant. Soon skills like knowing how and when to do changes will be a requirement in many positions. Right now the employees that are experiences big changes in their companies should see this as an opportunity to learn and adapt to this new normal state of constantly evolving. Those who take advantage of this now are the ones that will still be around in the future of the organizations. In this paper we will discuss the organizational changes Toyota of Puerto Rico is suffering right now and how the employees are adapting to these.
Toyota’s Overview
Toyota’s vision is “Be the most successful and admired organization in Puerto Rico”. To reach our vision we must sustain continuous innovation in are process and vehicles. Our primary goal is to fulfill customer needs and expectations and maintain a lifetime relation with them. Toyota incorporate and sustain in their culture and associates the Corporate Philosophy “Toyota Way”. This philosophy consist in two primary principles; respect for people and continuous improvement. All Toyota team members, at every level, are expected to apply these values in their daily work and relations with others (Liker & Convis, 2011).
According to the Toyota Way 2011 Philosophy, as part of the continuous improvement principle they encourage us to follow these steps:
· Challenge: To maintain a long-term vision and meet all challenges with the courage and creativity needed to realize that vision.
· Kaizen: Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.
· Genchi Genbutsu: Going to the source to find the facts to make correct decisions, build consensus and achieve goals.
· As part of the respect for people principle they encourage us to follow this step;
· Respect: Toyota respects others, makes every effort to understand others, accepts responsibility and does its best to build mutual trust.
· Teamwork: Toyota stimulates personal and professional growth, shares opportunities for development and maximizes individual and team performance.
Understand the vision and the principles of the culture of our organization helps us to align our work with the organizational goals and success. It is very important to achieving success that the organization makes it feels the employee as an integral part of the process. Each employee adds value to the company and is what sets us apart and helps us to become a leading organization.
We are managing the changing process of integration to our parent company. This is a very important change because all of our actual processes are manual. That implies that with the new systems every processes will change and evolve. The integration project .
Aligning corporate strategy with the project portfolio mien.pptxColumbus Brown
In this presentation you will learn how to ensure the project portfolio is aligned to the corporate strategy, how to make decisions about which projects to execute, and how to manage changes to the portfolio when the inevitable changes happen. Objectives: • How to manage change to the project portfolio • Process for aligning project portfolio to strategy • Making decisions on which projects to execute
Learning Objectives
• How to manage change to the project portfolio
• Process for aligning project portfolio to strategy
• Making decisions on which projects to execute
Executive Perspective with Tony DiBenedetto, Tribridge CEOLLR Partners
Tribridge Chairman & CEO Tony DiBenedetto is featured by Martinwolf, giving his executive perspective on what keeps him engaged in Tribridge, working with a private equity firm, competition among technology services providers, and helping mid-market and enterprise customers transition to the cloud.
Running head 8-STEP MODEL18-STEP MODEL7.docxhealdkathaleen
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Sear Roebuck cooperation involves systematic steps. These steps are establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application in management change are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Sears Roebuck Company, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case
Creating a coalition
At this phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl ...
Running head 8-STEP MODEL18-STEP MODEL7.docxtoddr4
Running head: 8-STEP MODEL 1
8-STEP MODEL 7
Managing Organizational Change
Student’s name:
Professor’s name:
Course title:
Date:
Managing Organizational Change
The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don't have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Sear Roebuck cooperation involves systematic steps. These steps are establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application in management change are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Sears Roebuck Company, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case
Creating a coalition
At this phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeabl.
The Washington DC Scrum User Group (DCSUG) welcomed Hisham Faour and Roy Schiling on Monday August 17th, 2020 to present on "Agile Transformation at the Carlyle Group"
Video and slides at kaizenko.com
ABSTRACT
Hisham and Roy share Carlyle’s 10 year Agile transformation journey from the early stages of adoption to the firm wide transformation. Join us to see what worked, what didn’t and the growing pains along from bottom up to top down, siloed to firm wide approaches, projects to products, and output to outcome.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
3. MARTA and the COMMUNITY
MARTA has always been about the community, offering employees charity clubs
linked to non-profit organization and resources that offer goods and services to the
disadvantaged. M.A.R.T.A offers programs like (TOD) Transit Oriented
Development, Green Light Recycle your way of thinking and Junior Achievement
students for job shadow day and a host of other events and programs to help the
community.
4. M.A.R.T.A
2010
In 2010 M.A.R.T.A’s new CEO Beverly Scott was hired. She was chosen because of her reputation of turning a failing
transit system around. There were much needed changes to be made and she was the one that was seemingly the most
qualified for the job. Mrs. Scott started making changes within headquarters immediately. Funds were being wasted and
Marta’s vision was no longer a focus.
The 2010 changes included downsizing and reorganization of departmental structure. Routes were cut, over 800
positions were eliminated which meant over 800 employees were either laid off or reduced to part-time positions. This
change was needed to help balance the budget, but the culture of M.A.R.T.A stood in the way and determined the
outcome.
5.
6. MARTA
Financial Results
For 2010, MARTA’s total net assets were $1.9 billion. Net assets decreased by $99 million from the previous
fiscal year when net assets were $2 billion.
For 2011, MARTA’s total net assets were $1.682 billion. Net assets decreased by $167 million from the previous
fiscal year when net assets were $1.849 billion.
For 2012, MARTA’s total net assets were $1.595 billion. Net assets decreased by $87.4 million from the previous
fiscal year when net assets were $1.682 billion.
Details to all financial results can be found in the accompanying Management’s Discussion and Analysis,
financial statements and associated notes
8. MARTA
Communicating the Change
Before the change was implemented there were several town hall meetings for the public to attend, flyers put on
bus and other public areas for customer viewing. During the implementation of the change the CEO Beverly Scott
visited each garage and made a presentation of things to come. After the change had taken place there wasn’t much
more mentioned about it and soon Beverly Scott resigned her position with the company.
The CEO did not complete her tenure with MARTA so it is still unclear as to what the post-implementation
strategies were. It is clear that all position within one area were recreated giving the impression that they should
have never been dissolve in the first place. The cuts that took place that involved over spending are still in place,
but the deficits continues to grow.
9. MARTA
Resistance
There were many forms of resistance during the 2010 change at MARTA. Part of the resistance from employees came as a
sick out. Headquarters experienced many unexpected resignations and many though out the company took unplanned
vacation, time off and even early retirement. Some other forms of resistance were bad mouthing the company, not
following company policy, which caused the company to lose revenue.
Most senior employees went into self-preservation mode, which affected the company very negatively and made more of
an impact. Seemly the type and amount of resistance was not anticipated to the capacity that happened because many
employees that were laid off and demoted were reinstated earlier then anticipated. HR was effected causing a delay in
paperwork and payroll being processed in a timely manner. Threats were used as a tactic to overcome some of the
resistance and it did work to a degree. There were also talks about large bonuses given to executive employees, this was
never confirmed or denied.
10. MARTA
Employees
Employees were either given misinformation or no information at all. I attended a meeting that my
General Superintendent held, I asked should I be worried about my job position? I was told I would
not be affected by the layoff. A week later I was offered part-time or I could take the layoff and
collect unemployment. This change may have put the company in a worst position then it was in
before 2010.
11. MARTA
CEO Keith Parker
We have a new CEO as of October 2012 and presently it does not appear Keith Parker is following the same
change process of the past. He has implemented new and improved technology in several areas that was long
over due. Mr. Parker has an open door policy that I will be trying out soon. One year is too early to judge rather
his experience and vision is going to be good for the company, but we are hopeful.
12. References
http://www.itsmarta.com
http://www.flickr.com
Allen, D (June 2012) Comprehensive Annual Financial Report. Itsmarta.com. Regrieved October 17, 2013, from
http://www.itsmarta.com
Allen, D (June 2011) Comprehensive Annual Financial Report. Itsmarta.com. Regrieved October 17, 2013, from
http://www.itsmarta.com
Allen, D (June 2010) Comprehensive Annual Financial Report. Itsmarta.com. Regrieved October 17, 2013, from
http://www.itsmarta.com
Floyd, A (2013 October 17). Personal interview.
Mass, T (2013 October 17). Personal interview.
Rivera, D (2013 October 16). Telephone interview.
Stock, B (2013 October 10). Personal interview
