1. Purpose of the report – an overview Action – describe the acquisition / change Symptoms – what’s going wrong? Such as: Lack of control – don’t follow directives External threats / competitive cost leader Opportunities – overseas markets & new client base 4. Diagnosis model – Weisbord’s Six Box Info collection method & type of info 5. The Change Model – Lewin’s three steps (Unfreeze, Change, Refreeze) Pre communication eg vision day etc 7. Change – Initiative, Process & Culture + Org chart Institutionalize the change such as informal family day 9. Monitoring – EVA, CVA, PVA **** making it last! 10.
Role / Causes & consequences of resistance Interview – only supervisors and above 2. Professional knowledge of division managers 3. Too many managers; lack of human resources optimization 4. Info system – good but not proper 2. Basically to fulfill the required hours – 7 days/year Adopting Likert’s normative theory, in an organization, systems can be categorize into 4 types: 1. Autocratic – top-down, exploitative management 2.
Benevolent autocracy – still top-down but not as exploitative 3. Consultative – employees are consulted about problems and decisions but management still makes the final decisions. 4. Participative Management – key policy decisions are made in groups by consensus. The ideal organization climate. All staff to answer the questions by placing the letter C (Current) at the place on a twenty-point scale that best represents their opinion now a D (Desired) at the place that indicates their ideal organization – how they expected the organization to be like in the future.
The Term Paper on Organization Development Project Two On Alvarez Marsal A M United Arabs Emirate
It is the goal of every human resource manager to ensure that growth of a company and management changes are made effectively so that the performance of the company is improved. To attain the best growth, the company or organization human resource must ensure that the best strategies and organizations’ solution techniques are used (McLean, 2009). Alvarez & Marsal (A & M) United Arabs ...
This approach to organizational diagnosis is structured and directional. It is structured by use of questionnaires and it is directional in that data that are collected are compared with the Ideal Climate System 4. The survey feedback method is used as the main intervention; that is, the data from the questionnaires (survey) are reported back to all the staff in a set manner. Therefore, the primary mode of gathering data is with questionnaires and the goal of change is achieving the ideal organizational climate i.e. System 4. Through the survey result, the profile of the organization currently is pointing at system 2. The approach to this organizational diagnosis is through the use of questionnaires, the “Profile of Organizational Characteristics”, with the following sections: 1. Corporate Image 7. Performance Appraisal 3.
Career Development 9. Customer Service & Quality 4. Job Training 10. Working Conditions 5. Work Relations 11. Motivation / Job Satisfaction 6. Leadership / Supervision 12. Goals / Control Some of the findings from the survey: 1. Fundamentally, information is communicated from top-down.
2. Decision-making are still remain the top management prerogative and bottom up communications are limited. 3. Division heads are weak in controlling the project managers. Ultimately, the organization should fall under the System No 4, the participative management. As part of creating short-term wins, the first step to make is targeted at System No 3, the consultative management. I. Planning – systems are well documented but no strict enforcement of compliance to the procedures.
The Business plan on Critical Issues in Managing Information System in Organization
... changing needs of their customers. 4. 8 DATABASE MANAGEMENT The Dell Malaysia database involves understanding of the business requirements of the organization ... approach which allows roviding better-quality customer service before and after the sale. Each Dell system is built to gain ... just about providing the tools, it is about encouraging a culture. ” “Last year we held a week-long innovation ...
Difference in priorities between the parent company and the subsidiary company. Do not walk the talk! II. Control – subsidiary company reluctance and refusal to relinquish the control and power of status quo resulting in conflicting interest. III. Budgeting – operate on a conservative mode by restricting budget in the beginning of the financial year leading to excess surplus towards the end of fiscal year. IV.
Information system – fails to take advantage of the technology to augment its competitiveness. Currently, using the HP3000 mainframe but looking into an comprehensive software package S.A.P. However, upon implementation of the system, no proper training was administered resulting in under-utilization of the features thus failing to exploit the full benefits of the investment. I. Formally used to operate in a almost monopoly type of environment. However due to increasing external competitions, new strategy is to be a competitive cost leader delivering quality products. II.
Besides consolidating the local markets, also building beyond the boundary for opportunities – overseas markets & new client base. culture change shall occur in KMIT Limited & TEC when the fundamental ways of doing business are re-conceptualized. The identity of the two companies is transformed both for the staff and the customers. The previous two changes; initiatives upgrade management quality and replenish the resources and approaches; process that change how work is done. Whereas the culture changes permeate the soul and mind of the organization and alters how the organization ponders and discerns about itself. Leading the change – the top management themselves had exhibited their role as champion and leader by inviting OD consultants to look into the organization.
It also include a participative departments and teams. Innovation thinking – create a learning organization. Prepares the managers for the change by relevant training in advance before the actual changes take place. Promote a Quality Work Life (QWL) climate as a considerate employer. Ultimately, culture change must add value to KMIT Limited; improving the competitive position in the market by changing the identity to accord with customer needs. This can been achieved through continual management attention to the desired new culture. Integrate into the system – to ensure higher chance of success, the required culture should also be incorporated into the current HR systems such as the performance appraisal system in line with the reward system; the staffing system; training and development system; etc.
The Research paper on Cultural Change At Texaco: Ethics In Management
... advantage of the opportunity to effect corporate culture change. Through active management, the culture change would affect every level of employee. Bijur ... that its practice within the organization on a daily basis can engender successful systems of interaction that will avoid ... right to expression. Racial issues have plagued many companies because companies are held responsible for the actions of ...
Creating the need – the pre-communication sessions with all staff by the President was done during the unfreeze phase thus creating the compelling need for change. This could be further Institutionalized by having some informal reinforcement such as fun-fair day. The theme can be setup with the changing culture in mind such as game stalls, friendly competition, etc.
