Managing change paper III

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Managing Change Part III MGT/426 September 13, 2013

Managing Change Part III Electronic Arts is one of the leading video game developers within the gaming culture. With development sites located in Canada, Florida, Texas, and Louisiana EA has arguably become the mainstay in the gaming world and should remain competitive within that market for years to come. During this essay members from Team A will discuss the appropriate change model that should be applied to Electronic Arts in
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In this sense, diagnosis exists whether or not explicit diagnostic models are used (Akin, Dunford, & Palmer, 2006).
• Although these views may not be explicitly stated, as implicit models they still have a powerful capacity to guide how we think about situations that we face in our company, how we talk about those situations, and what we deem to be appropriate courses of action (Akin, Dunford, & Palmer, 2006).
• The apparent option of EA Inc. not using a model is not a real option; the choice is whether EA Inc. should use one that is explicit or one that is implicit.
• While implicit models may provide valuable insights based on accumulated experience, they do have limitations. First, they are likely to be based on the limited experience of one or a few employees at EA Inc.; thus, their generalizing ability may be uncertain. Second, because they are implicit, it is difficult for other employees to be aware of the framework/assumptions within which decisions are being made (Akin, Dunford, & Palmer, 2006).
Blueprint for New Structure of Change
Six Box Organizational Model Representation
1. Purposes: What business are we in? The Business of Gaming.
2. Structure: How do we divide up the work? Teamwork through departmental cooperation.
3. Rewards: Do all tasks have incentives? Yes, EA prides itself on employee
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