Quad Bike Banning Case Summary

motorcycles, ambulance motorcycles, quasars, and ATV (all terrain vehicle) which are also considered as quads and are made for all types of street riding. Most of these type of bikes are legal to ride in the

Despite their conception in 1903, Harley-Davidson and the motorcycle industry as a whole didn’t really take off until after the Second World War. Many people rode motorcycles during the war, with Harley-Davidson themselves supplying almost 90,000 motorcycles for the U.S. military during this time. Many veterans chose to purchase motorcycles upon returning home, as they enjoyed riding during the war and wanted to continue riding in their civilian life. This generation known as the “baby-boomers” quickly became the main target audience for many of Harley-Davidson’s marketing efforts. With sales increasing and the industry growing, many “motorcycle clubs” and “rallies” were introduced. Unfortunately, due to the lewd behavior displayed by

To prepare for the public meeting, PDT met to go over project, including bike/peds movement. It was decided to proceed with the environmental document since one option needs further evaluation at the conflict point, SB 221 shoulder (bike/ped) and a connector from SB 221 to NB 29 (vehicle). These updates may result in revising the draft environmental document for additional reviews and ultimately, delaying the public release and circulation of the document.

Communication breakdowns within an organization may contribute to resistance in changing organizations. Managers must be prepared to talk candidly about the needs for change, otherwise fear and uncertainty will remain a prevailing element that can damage morale and prevent successful implementation of the desired changes at all levels of the organization. Employees need comprehensive information about the nature, processes, and consequences of organizational change.

Coyle, J. J., Bardi, E. J., Gibson, B., & Novak, R. A. (2011). Transportation (7th

Open channels of communication within the entire organization are extremely important during change. Assumptions must be tested during the entire process. What seemed correct and the only way to go yesterday may not be the right way now. The questions that the change leaders asked at first need to be revisited to ensure the change is going as expected. This brings us to the next group of people in the change experience, the followers.

Leaders cannot wince when soliciting feedback and employees should not dread management’s response. In fact, the only way change will succeed is if the employee engages in the change process by communicating input. Promoting two-way communications moves employees in a structured way to accept and participate in the modification as a team (Malek & Yazdanifard, 2012). A spirit of openness and constructive criticism enables the process rather than dictating the terms. After all, these traits will boost efficiency, inspire dialog and achieve team concurrence. Without credible two-way communication, it becomes problematic to capture the hearts and minds of the

Today’s society is more concerned about healthy lifestyles than ever before. This means more and more people are taking to their bikes to get around. But, the existence of bikes with cars is a dangerous combination. With the heavy volume of traffic around town, it is easy to see how a cyclist can be in an accident and seriously injured. If this happens, it is critical that the cyclist knows his or her rights, and fights for a full recovery for their injuries.

The main topic of this meeting was where to put the Phase 1 (of 3) BikeShare installations. “Since the 1960s many counties have made some form of public participation mandatory for major transportation projects and policies” (Schiller p.201), which means this meeting may have been more about fulfilling a legal requirement than seeking the publics opinion. Issues discussed in the meeting were whether on or off street stations were more ideal, if certain locations were in optimal locations for the stations’ solar panels,

One of many sustainable projects in Brisbane was incorporating cycling into their public transport network. Cycling as an active mode of transport was a very appealing idea to many cities worldwide, as it

239). They recommend selecting a change theory early on in when implementing the restructuring of a process. Communication is vital to the success of change which fosters the "end users" transition in the process (McGonigle & Mastrian, 2015). Communication needs to be constant and transparent for individuals to become committed. "Change is often a slow process that requires continual positive reinforcement" (McGonigle & Mastrian, 2015, p. 240). Lastly, understanding that new concepts and technology involves risks, but our attitude toward failure is knowing that if the outcome was not what we anticipated, it's okay, but yet we are willing to learn from our failures and try

The current Commissioner of DFES, Mr Wayne Gregson, reached out to The University of Western Australia (UWA) to gain insight into questions such as: How and why did things happen the way they did, and what lessons are there to be learnt? A provisional Psychologist and Master of Industrial/Organisational candidate from UWA was tasked with developing this case study. This undertaking involved using a best-practice and evidence driven approach to researching the situation, and distilling the information.

Adequate information plays important role in communicating change. As mention by Crossman (2011, p. 396), employees are usually expect to know reason for a change decision. Hayes (2010) found that with adequate explanation and the willingness in sharing information from managers achieve better outcome. TVNZ failed to perform this causing negative impact on worker.

Changes ofteneliminated something the manager had control of or introduced something that the managerwould not have control over. Managers perceived the changes as violations on their independence, and some participants indicated that the change was even seen as a personal attack on the managers. Managers reacted to the change initiative as a "battle for turf."

Effective change communication involves transparency and inclusiveness of all members of the organisation. It is timely, informative and detailed yet not resulting in information overload. Change communication needs to reduce employee uncertainty regarding the change. This can be done by ensuring communication answers questions regarding why the change is taking place, what the change is intending on doing, the time frame of the change and exactly how each group of employees will be kept up to date regarding the change (Nilakant, 2014).