1. Why is diagnosis so vital in organizational change programs?
Through diagnosis, we can locate in which part of the organization structure is effective and which is not. Through this we can also see where the problem lies, and we can make necessary actions about it.
2. Explain the concept of organization intervention and why any particular or organization change can be considered an intervention.
Organization intervention is a specific action or program undertaken to focus the change process on particular targets. In this case organization change can be considered as intervention because change means something will be modify in the structure of organization and as you can see it is an intervention in an organization.
3. Might some managers attempt to implement a particular intervention, such as TQM without first diagnosing whether the intervention would be appropriate for their organization’s problem.
A chance to analyze their feelings about changes taking place in their personal and professional lives. Once they identify areas of resistance the model helps them find ways to overcome those barriers. having managers use it with their employees helps those employees make adjustments to their own attitude and provides managers with useful feedback about areas they need to address with their staffs.
Tools such as ADKAR can be useful. It stands for : awareness, desire, knowledge, ability and reinforcement, in building organizational change.
4. Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?
Because one of qualities needed in an organization is flexibility. One must be flexible in order to face different hindrances that will come in the organization. Change is a part of life as well as every organization. Also team building and behaviors of employees toward change can be the main key for the success or failure of such modification. There are reasons why members resist change, at first they are not that aware of the real reason and benefits of it. Aside from that what lacking is the knowledge of what will be happen if this change will be implemented. Some people are afraid to lose what already had if they will embrace such change. But still whatever it is the important is the manager knows how he will handle such employees for them to become cooperative.
5. Evaluate the ethical issues associated with downsizing an organization by reducing its labor force to increase the organization’s long-run change of survival. What other ethical issues can you identify in the practice of organizational development as you understand it thus far?
Ethical issues normally deals with the ways the organization view its constituents. It is always told that reducing the labor force for the sake of increasing the organization's chance of survival is an evidence that organizations view its employees as one of its least consideration.However, change is vital for the organization to continue its operation amidst changing business demands.Other ethical issues includes the misuse of data in terms of organizational development. People who are handling the needed data may become subjective on its presentation and interpretation, thus coming up with appropriate change program would be difficult.
6. Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation.
In an organizational change it all starts with the diagnosis of the problem to the evaluation, effort is the passion and time given towards the said particular activity. In this case we must commit all of our efforts all throughout so that there can be an assurance in the result of each and every activity that we will do. An organization will not undergo a change for a second so we must be very patience in every step of it. This efforts that we will give will not only account for the success of the organization but also provides such contentment in every member that they have done their job well.
7. How is the appreciative inquiry approach to an organizational change different from problem solving approach?
Appreciative Inquiry is an organizational change process that focuses on diagnosis and presentation of positive characteristics of change, the process, and outcomes it also means to see the best in others and to create enough development programs while problem solving approach means following a step by step procedure in order to come up to a decision and application of it.
8. What would be characteristics of an organization or situation for which the use of reason would be an effective approach for managing change? Are such organizations and situations relatively rare?
It will be easy part for the employees if there will be answers for their question. And one of those is the reasons why such changes are needed to be implemented. They will be more cooperative if the reasons of such changes will be understood. But I think this kind of approach is rare to happen because most of the managers will just direct their employees to do whatever they wanted, the authority is always at stake.
9. Explain the difficulties that you would encounter in attempting to obtain diagnostic information from members of two groups that believe they’re competing for scarce resources.
Obtaining diagnostic information from members of different groups may lead to difficulties in interpreting and gathering accurate data. Thus, it would also be difficult to identify the organization's real problem which will result to the difficulty in the designing or structuring the appropriate change program.
10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.
If there are organizational diagnosis about the identification of the problem and then implementing it, then evaluation of a change program is a must. It is only through evaluation that an organization will determine if it is achieving its desired outcome of the intervention the organization itself is undergoing. This process may be difficult to conduct for the reason that the procedure must be structured in an experimental design. This means that the end results should be operationally defined, and measurement should be taken before and after the implementation of the said intervention.
Answer:
The plant had changed ownership three times and the workforce seemed to have dissolved as fast as the analgesic tablets rolling off production lines - down from 800-360 workers in less than a year. That was a lot of change to absorb in a facility that had been steadily producing over-the-counter and prescription pharmaceuticals for more than half a century.
2. What type of employee resistance to change did Bayer have to address?
Answer:
From top-down to collaborative and reactive instead of proactive.knowing the employees from Myerstone were skeptical of new management programs because of past failures , plant manager John O'Neil and the HR team addressed workers at an all-employee meeting about the first initiative- developing a site strategies and goals.
3. What are the positive and negative lessons learned from how change was handled at Bayer?
Answer:
The positive lesson learned from how change was handled at Bayer is always listened to the opinion of others and have a communication with the employee and other members of the company.
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