Micro Twitch Case Study Essay

The book Switch: How to Change Things When Change is Hard, by Chip Heath & Dan Heath is a book that has inspired it’s readers to become activists in their own lives, by showing them that it is possible to change if they do not want to live in their current situation. It gives readers methods and approaches about the best way to be activists, not only in their own lives, but also in the lives of the individuals around them. In writing this book, the author is trying to convey the message that we do have a say in our lives and change is up to us, regardless of the situation. It is giving readers both perspectives about how change can be hard and unsettling, but that it is still possible. The book was made to create as much “real” change to lifestyles as possible and is made for readers who are seeking to improve their lives by pursuing change.

Once the plans are put in motion interventions are designed to gain the necessary compliance. The manager needs to provide information by doing so he can change an individual’s perception, attitudes and values this is a plus for the manager. Training the employees to the new way will give them information and skill practice it show them how to perform in a system not how to change it. When possible the manager should use groups to discuss issues that are perceived as important and make relevant, binding decisions based on these discussions. Individual and group implementation can be combined so whatever methods are used participants should feel their input is valued and should be rewarded for their efforts. In some cases people are not always persuaded before beneficial change is implemented, sometimes behavior changes first and attitudes are modified later to fit the behavior (Sullivan & Decker, 2009, p. 71).

The belief that the group can change has to come from the top, so it is important that Mr. Greystone keeps a positive attitude in line with the decisions made by the Chairman and CEO. Mr. Greystone could be protecting his own job and reputation by having a positive and supportive attitude towards the new initiative. He shows that he is behind the company in the decisions made, and that he believes in Dynacorp’s new direction. Greystone says, “Now the way we go about that is to assign multifunction and multiproduct account teams to specific customers in specific industries…That way, our people are industry specialist, not just product knowledgeable...we are focusing the salesforce on selling customized solutions based on integrating our products…by targeting our investments toward growth of sales in specific industries and developing solutions to fit their needs, we’ll rebuild our market share and increase margins” Greystone wants his group to be successful and wants the support of his employees. Moreover his employees with his support behind them might feel like the have the right formula to continue the implementation of the new structure and be supportive of it. The success of Mr. Greystones group will reflect directly upon him and allow him to maintain a good imagine with his employees and attain possible career advancement within the organization. We will now analyze how different managers within the group regard the new implementation and how it affects

This microsystem hospital is part of a macro system, a broader, overarching national health care organization (Hickey & Brosnan, 2012). This hospital is certified for 125 beds; although the daily average census ranges from 50-78 patients. The organizational structure falls in line with the flat design, meaning the hierarchical layers are flattened. The chain of command is flattened and the organization is

With any change there are many factors involved within the process itself however communication has to be the key factor involved in the change process. Without this you cannot expect line managers or employees to support the change. With communication you need to ensure employees feel positive. It is also good practice the company adapts its style of communication depending on their audience and where they are in the change. Where one style might suit senior management, this might not be appropriate for administrators or cleaners. Communication can have a huge impact on the end result, it can also help to ensure targets are met, everything is kept in control and no employee disregards the change. Lack of communication could lead to frustration and lack of trust with employees.

First and foremost, Gar should not bark down what NCO should do to overcome this change as this would be counterproductive. What should actually occur is, Mr. Finnvold should foster an environment where all employees can learn what and why changed is required. Learning is the process of collecting data from the external arena, analyzing that information, which in turn allows an individuals to adapt their thinking and behaviors accordingly (Spector, 2013, p. 53). For illustration, the employees of NCO were in a culture that was defined by high cost, low customer service responsiveness and not a strong management skill set, in addition to, they were not providing much value and defining and telling customers what they want instead of visa versa. As a result, Gar should start the learning process with the employees by providing the consultation

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

Lastly, the implementation of the recommendations outlined in “Strategy as Revolution” would benefit companies in additional ways apart from having effective corporate strategy. Specifically, including employees from lower ranks in the processes of strategy formulation would increase the level of their motivation and this will positively contribute to the achievement of organisational objectives

In the article entitled “Lewin’s Theory of Planned Change as a Strategic Resource”, the author, Shirey (2013) stated that Lewin’s approach to change involves looking at the forces that are needed to diminished or strengthened in order to bring about change within an organization. Burnes and Cooke (2012) added to Shirey’s point by noting that it is important to understand the psychological forces influencing peoples’ behavior at a given point in time before change can be made. Both authors main point of agreement is that there are a number of forces that drive, restrain or balance peoples’ behavior. These authors stated that organizational change is necessary to meet consumer needs. Also, as technology changes, such as the change from the paper medical record to the EMR, health care organizations have to adopt these changes to improve patient safety. In addition, change provides a learning opportunity for employees and allows

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

This paper analyzes the problems facing SMA: Micro-Electronic Products Division (A) as requested by Guido Spichty, vice president and general manager. After a rough period in 2008, sales are finally back up but the company is still facing a time of high competition, low morale, lack of confidence, trust, and coordination. Divisions are constantly arguing with each other, which is affecting sales and profits. Key managers feel Spichty is not involved enough in the day-to-day operations. Some feel he does not listen to their problems and does not have the ability to face conflict. There are several solutions to remedy these problems facing MEPD, which would

In a recent study of major change, it was found that employees are highly critical of even well thought-out attempts to communicate change and multiple communication channels are preferred when communicating a change vision, plan and process (Elving, 2005;

Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon

During the 2001 functional reorganization, three cross-functional business councils were created with the goal of “aligning the organization and driving productivity gains… while ensuring that a customer-mindset remains the company’s focus every step of the way”. These councils continued to expand and improve between 2001 and 2007 (see Appendix 1). The capability to create additional capacity in the form of organization and product expansion for Cisco was the driving force behind the internal governance system. Although this new collaborative system increased and altered previous methods and processes Cisco leaders, management and VP’s were accustomed to, thus acting as a resisting force, the existing culture at Cisco was such to embrace change rather than fight it.

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.