Cognizant Technology Solutions: Two-in-a Box Stucture to Ease Tensions

University of Queensland ORGANISATIONAL BEHAVIOUR Course Code: MGTS 1601 Employee Resistance to Change Student Name: Yuanli Zhang (Phil) Student Number: 43401163 Course Tutor: Marissa Edwards Yuanli Zhang 43401163 Table of Content Introduction ------------------------------------------------------------------------ 2 Description of Problem ----------------------------------------------------------- 2 Propose Intervention ---------------------------------------------------------------4 Conclusion -------------------------------------------------------------------------- 7 1|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Contemporary business dynamics are pressuring

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

The norming stage is where agreement and consensus occur and roles are clear and accepted. During this stage a huge goal to “have eighteen new customers by December 31” was formed (110). In order to reach this consensus the team made several agreements on what the most important course of action was. In addition, they were able to develop clear and concise roles regarding how each executive member would aid in the success of the new

The loss of client enthusiasm by a delay in the handoff from the sales team to the operations team can destroy the entire project. “It is critical that the hand-off from sales to operations is smooth and that communication with the client is

Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.

Customer Operations Group, C. Greystone expressed frustration with his divisions’ performance—he has also stated, “We’ve been forced”; VP Northeast Region, B. Walker stated, “some branch managers seem to spend most of their time worrying about the new performance measurement system—the skills and attitudes on many levels are mismatched with our current needs”; Branch Manager M. Pauley asks, “Exactly who handles all the pieces of a sale like this”, Sales Team Member 3 stated the situation is getting depressing. The organizational behavior put forth by the CEO and the Research and Advanced Development Group manufactured an internal discontent with divisions and individuals. As a result, the needs of the Manufacturing and Marketing were not considered and retain the support needed to function. The lower level individuals in the these divisions were unfairly treated and disengaged from the goal of the company which lead to ambiguity of company clear and direct goals (accountability and responsibility); flawed construction of Business Units and Sub Units; mass confusion of consolidating; geographic displacement; lack of division communication; lack of training; and most importantly the lack of sharing product

Any change in an organization’s mission, strategy, or structure elicits a certain amount of resistance. Some employees adapt to change more readily than others. The creation of new teams in

There are many factors at CrysTel that will be affected by changes; one of the basic tenets of physics is that for every action there is an opposite and equal reaction. In this case, changes in one department will ultimately affect the other departments. However, this is also conversely true when one department is doing a sub par job it will affect in a likely manner. Two surveys were commissioned, an employee satisfaction survey and a climate survey from these two surveys we were able to ascertain where some of the problems can occur within the ranks of CrysTel. Using a six-factor parameter, we are able to determine where the strongest and weakest departments lie; the six factors taken into consideration are leading by example, employee in senior communications, empowering teams, risk taking, resolving conflicts, and mentoring sessions. When looking at the results the human

In response to a loss of clientele to competitor firms, Ken Winston (C&B’s Boston Sales Office Director) assembled the five most successful salespeople into a Key Accounts Team (KAT). Having previously enjoyed the autonomy of selling a diverse array of products to their own clients, these five ‘Generalists’ would now ‘Specialize’ only in one specific

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

This had convinced the company the Orlando was worth significant investment and it had been giving priority development forward. She decided to put together a dedicated project team to oversee the development. “It is important to have representatives from all relevant part of company. Although the team will carry out much of the worked themselves, they will still need the corporation and the resources of their own departments. So, as well as being part of the team, they are also gateways to expertise around the company. ‘The team consisted of representative of marketing, the development kitchens (laboratories), PJT’s technology Centre (a development facility that served the whole group, not just the snack division), packaging engineers, and representatives from the division’s two manufacturing plants. All but the Manufacturing representatives were allocated to the project team on a fulltime basis. Unfortunately, Manufacturing had no –one who had sufficient process knowledge and who could be spared from their day-to-day activities.

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.

Traditional companies with boundaries, rules, and extensive plans are at a supreme disadvantage in today's globalized world, where technology changes daily and the value chain commands changes of its own. In a traditional company where people are categorized into neatly defined positions with their job descriptions filed in triplicate in the human resources department, the way a company plans its business can cause it to sink or swim. Bad planning can mean lost opportunities, being overtaken by the competition, loss of revenues, or watching its niche slip away because of a new technology, an alteration in the global marketplace, or simply a failure to market its product effectively. When changes occur, they happen too

The very nature of increasing globalisation within an industry causes a decrease in predictability and increases complexity. The management of complexity is a goal for a successful manager and requires not only using traditional organisational processes of an "organisation's design, detailed lists of assets and financial projections" but it requires an organisation "collaborating, discovering, architecting, and systems thinking" (Lane, 2006, p4); this is often a new way of thinking for managers.

Change in such an organisation is complicated, as it is highly technical, and the focus in