Dim Lighting Case

HRM 587 Discussions 1 Week 5 Organizational Development Theory and Practices-All Students Posts 20 Pages Managing Organization Change

Part I: Overview of Case (who is involved and what they are arguing, as well as all possible theories, defenses, and torts involved)

Nassar, N. S. (2007). A Systems Approach to Organizational Development (P. Campbell, Ed.). Nashville, TN: Savant Learning

Cummings, T. G.; and Worley, C. G. (2015). Organization Development and Change, (10th Ed). Mason, OH. Cengage Learning.

Third, there is resistant to across-the-board employee cuts. Many offices were already operating with a very tight staff whereas other offices were allotted a larger employee budget. Fourth, there was strong perception among line workers within the organization that senior management, who were generously rewarded, would not effected by the difficult decisions that had to be made. Last, the CEO of Broadway Brokers was proposing to release a memo to all employees explaining the decisions that had been made. The management teams was asked to look over both the concerns highlighted above as well as consider and prioritize a list of suggestions for change. The team would meeting for the next few days and needed to have a tentative plan in place for top management in three days.

The article raises the issue of revenue growth stalls that affect even the most successful companies. The article focuses on four major causes of the crisis. The first cause is the premium-position captivity that is”the inability of a firm to respond effectively to new, low-cost competitive challenge or to a significant shift in customer valuation of product features” (p.54). The second reason is the innovation management breakdown that is”some chronic problem in managing the internal business process for updating existing product and services and creating new one” (p.56). Third reason is the premature

Another change could be mergers and take-overs which can sometimes leave employees feeling uncertain about their future with the company, loss of trust and experience staff leaving.

Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..

This could be company strengths, current market penistrationpenetration, supplier agreements and simply all of the business and/or customer loyalties that they have had. Also in today’s market the consumers are looking for the “next new thing”. They no longer want an extension of what they already have. The consumers are loyal to a company, but can quickly change focus if a company fails to continue to change to meet their needs and/or demands for change.

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.

The understanding I now have of Organization Development came at a point in which I was personally experiencing it myself. As someone who has undergone a reduction in work force, this course helped me better understand why transitions happen in a company that is going through an economical or global change. As someone who has worked for over 30 years, I experienced this for the first time ever in my life. I did not quite know the gest of what it all meant because I did not have an understanding regarding

With The Dim Lighting Company currently having financial difficulties, there is the decision of whether to take a proactive stand to proceed with the development of new and innovative products or if the company will place future development on hold to order much needed equipment to continue the output of current production without halts.

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.

Koontz and Weihrich (1990) Organizational development as well as management coincide with one another. Organizational development seeks to offer a systematic process of identifying and solving problems as they occur over time. However, the greatest tasks of organizational developments are determining what techniques to use to make sure the organization continues to improve while fueling the growth of the organization (Koontz & Weihrich, 1990).

Robbins (2003) highlights the importance of a number of other disciplines in the development of organisational behaviour.